The HVACR industry has never lacked for complexity. Changes to regulations, evolving technology, and the constant pressure of a competitive market have always kept distributors on their toes. But over the past several years, a different kind of challenge has emerged: people.

Talent shortages and retention difficulties are not new conversations in our industry. But in the current landscape, workforce development cannot be treated as a short-term response to immediate hiring needs. It must be a long-term business strategy.

For many distributors, the ability to find, develop, and hold onto good people has become just as important as pricing, product mix, or supplier relationships. This is the reality we set out to better understand when we updated our landmark study, “Myths & Misperceptions: How Markets Are Really Made in HVACR” (bit.ly/4nTaktn)

First commissioned by the HARDI Foundation in 2015, the original study provided a clearer understanding of the common misconceptions affecting HVACR manufacturing, distribution, and sales. It helped identify the true drivers of success for distributors and supported updated practices across the channel.

A new workforce reality

A lot has happened since 2015. COVID reshaped the labor market, and technology has advanced rapidly on both the HVACR and digital sides of the business. The way deals are made, teams are managed, and customers are served has all shifted. The new edition of Myths & Misperceptions refreshes the best practices that stood the test of time and incorporates them into new standards that can help businesses differentiate themselves.

One of the clear takeaways is that HARDI members are not waiting for workforce challenges to resolve on their own. They are investing in people, developing employees earlier in their careers, and using training as a tool not only for performance, but for retention.

This approach reflects a broader change in mindset. When labor markets are tight, companies often focus heavily on recruitment. Recruitment still matters, but retention and development are becoming just as important. Employees are more likely to stay and grow when they see a clear path forward, understand how their role connects to the company’s success, and receive meaningful investment in their professional development.

Training for retention and growth

We’ve made it a priority to expand and refine our sales training and team development offerings so that they meet members where they are, avoiding cookie-cutter curriculums and focusing on targeted programming built around the real-world demands of HVACR distribution. HARDI’s certification programs, for example, provide role-specific education (including Inside Sales, Territory Manager and Sales Manager roles) designed to strengthen workforce capabilities across the distribution channel. These programs give employees a way to build knowledge and earn industry-recognized credentials while giving employers a more consistent framework for developing talent.

But certifications are only part of the story. At the same time, no two distributors face identical workforce challenges. A company working to strengthen its sales team may need a different approach than one focused on branch operations, leadership development, or customer experience. That is why private and customizable training has become an increasingly important part of the workforce conversation.

Rather than relying on a one-size-fits-all model, customized training allows companies to focus on their specific needs. HARDI’s Talent Development team works directly with members to understand where support is needed and build programming around those goals. That may include sales training, leadership development, operational education, or courses designed for a particular department, career stage, or business priority.

This member-driven approach is important because the most effective workforce strategies are grounded in real business conditions. Training has to reflect the work employees are actually doing, the customers they are serving, and the challenges their companies are facing. HARDI’s programming is shaped by distributor feedback, with the goal of helping members invest in their teams in ways that are practical, relevant, and measurable.

The workforce challenges facing HVACR distribution aren’t going away overnight. But what our members are proving, and what the updated Myths & Misperceptions research continues to affirm, is that companies willing to invest strategically in their people are the ones positioning themselves to lead. In a market where differentiation is increasingly hard to find on the product side, how a company develops its people may be one of the clearest competitive edges available. 

Stella Keane is the Vice President of Talent Development. She’s responsible for HARDI’s Talent Development team, human resources, organizational development, finance, and operations functions. She brings over thirty years of Human Resources experience to the association and has managed best-in-class strategies and programs for talent readiness, succession planning, leadership development, and cultural engagement.LinkedIn Profile: https://www.linkedin.com/in/stellakeane/