Signshop Owner Desperate for Good Young Employees

AMONG THE FOUR new, young employees at Signz of All Kindz in Everywhere, USA, only one was working out — sort of, thought owner Jay Hastings. One was as good as gone; it was only a matter of his quitting or being fired, whichever came first. Two more were borderline, doing the minimum in terms of work, using the maximum time off, obviously uninvested in the company.

The only remotely successful new hire, Zora, was taking an interest in the job, asking questions, but sometimes moving forward on her own and making mistakes. The only one of the four not blowing through her PTO, Zora still basically seemed to be “punching the clock,” leaving immediately after work while some of the veteran employees would hang around and talk a bit — sometimes about work stuff — before leaving for home.

Jay was looking forward to that evening’s monthly meeting of 10 or so businesses roughly the size of Signz of All Kindz, where he felt comfortable talking business as no one else also produced signs and graphics. He’d recently read a Signs of the Times column by Dale Salamacha instructing shop owners that their employees must be fully committed to the profitability, wellbeing and growth of the company… otherwise, “they got to go” (see ST, June 2025, page 37).

Of course, the only problem with that was how not to wind up having to hire from the same, sorry pool of young people who don’t want to work, consider their position a job and not a career, and as long as they’re getting paid, how the company does is up to management.

That evening the group met at the local Ship Tavern, and after the first couple of topics were discussed, Jay brought up his.

“I know what you’re talking about,” answered the owner of a pest control company. “They hate doing the unscheduled, emergency calls. It’s like their lives have been scheduled since day one.” A harumph or two rose up from the others.

“It’s like pulling teeth to get them to do the simplest tasks in a timely manner — like checking in and notifying patients as soon as their glasses arrive,” chipped in the owner of an eye-care center. More harumphing.

“But what do we do?” Jay asked the group. “If we fire who we have, we’re short on even the little work they do until we can bring in replacements. My business requires some training and there are no schools for signmaking. What hope do I have that the next hire is going to be any better? What I wouldn’t give to have a relocated sign company employee walk in and ask, ‘Have any openings?’”

“I have an outstanding new young employee,” Marco, owner of a media-publications company, suddenly said to the group, bringing a hush to the small crowd. “I’ve been working with Van, the Times’ assistant, since the fall of 2021.”

Van started out as an intern for Marco while she was still in college. A year later, Marco brought Van back as a part-time employee, then hired her full time after graduation.

“She was only a sophomore when she applied for the internship,” Marco said, “and English is her second language, so when evaluating her application, at first I was skeptical. We require interns to be juniors at least, more often seniors, and well, I’m embarrassed to admit, the language thing cast some doubt at first.”

However, Van was already on the college newspaper staff, her writing samples were impeccable and her interview super impressive. “We decided to go with Van, and it’s the best hiring decision I’ve ever made. In short, everyone, internships can work!”

Spontaneous applause broke out, and all beer mugs were raised to toast Van in her own language, as Marco instructed: “Dzô!”

Later, as the meeting was breaking up and the participants were preparing to disembark from the Ship Tavern, Jay caught up with Marco. “Thanks for bringing up the story of Van. You’ve given me an idea. I keep reading about the International Sign Association’s Sign Manufacturing Day, where shops like mine host kids from local high schools and tech schools. This year, I’m definitely going to give it a try!”

For more on ISA’s Sign MFG Day, visit signs.org/events/mfgday.

Tom G.
Miami, FL

We may be a bit different as we’re an EGD design firm but the issue is similar. The internship is the way to go. You have to be willing to invest in the person in order to have them invest in the company. Both parties get a good look at what they are getting into. We have hired several interns as soon as the internship ended with great results. Good talent doesn’t just walk up to you.

Jess O.
Fastsigns Columbus, IN

We have had to hold on to bad employees in the past because of this [situation], and truthfully, they end up causing more harm than good. We heavily cross-train now so that if we need to let someone go, we at least have people who can cover a position until we get somebody new in. This has made a huge difference with our company, and I think the employees like it because it changes up the days for them and when one area is strained, we can send in backup to help each other.

Conan S.
Tulsa, OK

Finding candidates that don’t take offense when they learn they are actually expected to ‘work’ once hired is like searching for unicorns, except that while ‘good employees’ certainly exist, they are hard to find, and you have to sift through numerous hires that are just looking to punch a clock and get a paycheck versus committing their skills and efforts to a career.

Given that our industry is a specialty trade — and no schools exist to prepare potential employees beyond on-the-job training — makes it even more challenging. In my almost 40 years of experience, you are either born into the sign business (as I was) or you stumble across the opportunity by way of another trade. Many of our best employees came in by way of word of mouth from other trades: welding, carpentry, or most common, from other sign companies… which in a lot of cases, you are just getting someone else’s rejects, or occasionally, the exception of someone looking for greener pastures. It is a crisis; what else can we do?

Nancy W.
Vernon, BC, Canada

An interesting read. I started my own shop in 1994 after 14 years working for two other shops. In 20 years of my own business, all except one employee were new to industry. Four were under 30, having tried other trade job opportunities. This job became their career. They had basic skills that got them started but they quickly excelled at signmaking and three moved on to bigger centers. They have all done very well in the industry. The fourth was a young mom and with flexible work hours she turned into a rock star, learning new technology as it came along. I sold my business and she was hired [elsewhere], and in no time was running printers, laminators and the CNC machine. This industry needs to be recognized for the diverse opportunities. Signmaking has extensive and unique skill sets and maybe it could be considered in more of a trade capacity. Good wage, gender equality and always different… What a great career! 44 years later, we have a trade college here. Will go have a chat.