If you are struggling with turnover, you are not alone. But according to Jonathan Ribskis, Director of Talent Optimization at Builtech Services, employee retention is not a mystery. It’s the result of consistent, intentional choices leaders make every single day. On this episode of the Build a Vibrant Culture Podcast, Jonathan sat down with host Nicole Greer to unpack exactly how Builtech has kept its unplanned attrition at 5 to 6 percent for the past six years, well below the construction industry average.
Why “Talent Optimization” Beats Traditional HR
Jonathan’s title is not Director of Human Resources. It’s the Director of Talent Optimization, and that distinction matters. Talent optimization means aligning people strategy with business strategy, leaning into what each person is naturally good at, and connecting those strengths to what the business is actually trying to accomplish. It is a mindset shift from managing resources to developing individuals, and it shows up in the way Builtech approaches everything from hiring and promotion to daily communication.
That shift starts with recognizing that every employee needs to be led differently. Some people want to talk about their weekend before getting to work. Others want to know exactly what is expected and nothing more. Leaders who take the time to understand those differences, Jonathan explains, build stronger relationships and better results.
Employee Retention Starts With Trust
Ask Jonathan how Builtech builds trust before expecting high performance, and two words come up immediately: transparency and communication. Builtech leadership shares regular updates on sales, revenue, and company health with the entire team, a practice often called open-book management. Employees are not left guessing about the company’s financial position or their own job security.
This transparency creates what Jonathan calls fiduciary ownership. When project managers understand exactly how their decisions affect the company’s bottom line, and how the company’s success circles back to their own benefits and bonuses, they make smarter choices in the field. Builtech reinforces this through a concept the team calls the power of the penny, a constant reminder that every dollar spent on a project has a ripple effect.
Trust erodes just as easily as it builds, though. Jonathan points to inconsistent leadership, particularly changing direction too often, as one of the fastest ways to lose employee confidence. Builtech has instead embraced the flywheel concept from Jim Collins’ Good to Great: know what you are good at, and keep doing more of it rather than chasing every new idea.
Building Careers, Not Just Jobs
Where many organizations focus heavily on recruiting, Builtech puts equal energy into developing the people already on the team. An emerging leaders group, a next-gen group, and an internship program all feed a pipeline of younger professionals who the company hopes will one day lead.
That development starts with a simple but often skipped conversation. Managers should regularly ask employees what they want to do next, not just once, but every six months. Some employees will want to climb the leadership ladder. Others, the team members Nicole calls “Steady Eddies,” are happy staying exactly where they are. Jonathan’s advice is not to ignore that second group. Instead, keep offering them variety within their role, since even employees who do not want to be promoted still want to be challenged.
Using Behavioral Insight to Improve Team Communication
Builtech uses the Predictive Index, a behavioral assessment tool, to help employees understand themselves and each other. The assessment produces individual behavioral reports as well as relationship guides that show two team members exactly where friction points are likely to show up and how to work around them. For an industry built on job sites with dozens of subcontractors working side by side, that insight has become a practical tool for reducing conflict before it starts.
The Payoff: Best Places to Work
Builtech has been recognized as a Best Place to Work in both its Chicago and Charlotte markets for years running. Jonathan credits the anonymous employee surveys behind that recognition with giving leadership honest, ongoing feedback about what is working and what still needs attention. His advice to any CEO wondering where to start building a more vibrant culture is simple: get curious, survey your people, and be willing to hear the truth even if the score is not what you hoped for.
Connect With Jonathan Ribskis
To learn more about Builtech Services and see what a well-built career page looks like, visit builtechllc.com.
Start Building Your Own Vibrant Culture
Employee retention is not a perk program or a one-time fix. It is the compounding result of transparency, career investment, and understanding the people on your team. If you want to bring this kind of talent optimization strategy to your organization, explore Nicole Greer’s leadership training programs, designed to help leaders create the kind of workplace people do not want to leave.
