Navigating labor shortages without losing control of your operation

RCS Influencer John Kenney says workforce disruption isn’t something roofing will “get past.” It’s something contractors will need to manage continuously. 

Labor shortages aren’t new to roofing, but the way it’s showing up now feels different. It’s more layered. Contractors aren’t just dealing with a shortage of people willing to work; they’re navigating compliance pressures, shifting regulations and a workforce that’s more cautious about where and how it commits. The result is disruption that affects schedules, margins and long-term planning simultaneously.

One of the biggest challenges right now is that labor shortages and compliance concerns are happening simultaneously. Contractors are trying to keep crews staffed while ensuring documentation, classifications and jobsite practices hold up under scrutiny. That tension can push owners into reactive decision-making, hiring too quickly, stretching crews oravoiding work that feels risky from a compliance standpoint, all of which is unsustainable.

The contractors managing this best aren’t chasing quick fixes; they are tightening fundamentals. The first step is clarity. Crews need to know what’s expected of them, what protections are in place and how the company operates. Confusion creates anxiety, and anxiety leads to turnover. Clear job roles, consistent policies and straightforward communication stabilize people more than incentives alone.

Stabilizing crews also means assessing what you already have. In times of disruption, retention matters more than recruitment. Owners should be asking why their best people stay and why others leave. Pay matters, but so does predictability. Reliable schedules, realistic workloads and supervisors who communicate well go a long way toward keeping experienced workers in place. A crew that trusts leadership is far less likely to walk when conditions tighten.

Training plays a role here as well. When workers feel invested in, they’re more likely to invest back. Cross-training, leadership development for supervisors and ongoing safety education help crews see a future with the company instead of just a job. That sense of progress can offset much of the external uncertainty.

Compliance pressure is another area where contractors often feel isolated, but they don’t have to be. This is where associations and peer networks earn their value. Industry groups provide more than updates on regulations; they offer shared language, best practices and a way to sense-check decisions. When labor rules change or enforcement increases, hearing how peers are responding helps owners make informed, measured decisions rather than overcorrect.

Peer networks, such as the R-Club forums, also provide contractors with a platform to openly discuss workforce challenges. These aren’t problems one company is solving in isolation. Whether it’s worker classification, documentation requirements or changing expectations from clients, chances are someone else is dealing with the same issue. Learning how others communicate policies to crews or adjust operations can save time and prevent missteps.

Another overlooked benefit of association involvement is credibility. Contractors who align with recognized industry organizations signal professionalism to both workers and clients. That matters in a labor market where people are choosing who they want to work for. A company that demonstrates structure, standards and industry engagement is often seen as a safer bet.

Looking ahead, workforce disruption isn’t something roofing will “get past.” It’s something contractors will need to manage continuously. The companies that come out stronger won’t be the ones that panic or overextend. They’ll be the ones that stay disciplined, communicate clearly and lean on trusted resources when uncertainty increases.

Labor challenges test leadership. They force owners to examine how their companies operate, how they treat their people and how prepared they are to adapt. Contractors who take that challenge seriously will find that even in uncertain times, stability is still possible — and competitive advantage often comes from how well you handle disruption, not whether you avoid it.