FORECAST: Finding and retaining employees

Although 2025 marks five years since COVID-19 shut down the world, its effects still linger — especially in the labor market.

According to a study from North Carolina State University, COVID-19 caused a restructuring of where people work, affected how much workers are paid, and accelerated the development of machines and technology that could replace humans in the workplace. All three of these elements emerged from something that was unique in the modern economy: a massive labor shortage.

According to data from the U.S. Bureau of Labor Statistics for the Orlando, Kissimmee and Sanford areas, the number of people employed dropped in 2020 to fewer than 1.1 million, and the number of people unemployed spiked to about 300,000. The unemployment rate during this time was about 20%. As of September 2024, about 1.4 million people are employed, and about 51,000 people are unemployed. The unemployment rate now is at about 3.4%.

UNPRECEDENTED CHALLENGES
In West Orange, the results of these statistics are readily apparent; District 1 is the largest and fastest growing district in Orange County. 

The area has seen many businesses come and go since the pandemic. For example, the Horizon West area alone has added businesses such as Sephora, Maple Street Biscuit Company, Paris Baguette, Chick-fil-A and Urban Air and lost business such as Persimmon Hollow Brewing Co., BurgerFi, Planet Smoothie, Chick’nCone and, most recently, Playa Pizza.

Although there are many factors that contribute to a business’ success or failure, many local business owners have stressed the challenges related to employee retention. 

In the city of Ocoee, Anthony Santora, owner of Santora’s Italian Kitchen, faced heavy setbacks throughout the last few years when opening because of a lack of employees. 

Santora bought the business, previously known as Franco’s Pizza, in July 2023. After undergoing a serious two-day makeover, the eatery reopened. When two cooks unexpectedly quit, the business was forced to close for two months due to lack of help. Franco’s Pizza then was able to reopen as Santora’s Pizzeria in November 2023. The eatery’s biggest challenge continued to be lack of staff, so the location only opened for dinner hours. In March 2024, Santora’s again was forced to close because of staffing issues. Santora’s then hosted a grand reopening in June. Since then, the business has changed its name to Santora’s Italian Kitchen. 

This example is not uncommon. Stephen Lewis, president of the West Orange Chamber of Commerce, said employers across all industries and sectors currently are facing unprecedented challenges in recruiting and retaining employees — both entry-level and skilled.

Although many believe the answer as to why is financial, he said this only paints a piece of the overall picture. Even employers that have increased pay are facing recruitment and retention issues, because they are unable to keep pace with the rising costs of housing and living expenses. 

“The good news is that employers are realizing they must take a multi-faceted approach to addressing the issue,” Lewis said. “You see some of our region’s larger employers, such as Disney and Universal, addressing it by investing in workforce housing projects. You see several more investing in programs that pay for, or subsidize, tuition at local colleges and universities in hopes they can keep employees to stay and develop their future leaders.”

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RESPONSE
As Central Florida’s largest employer, Walt Disney World is home to more than 80,000 cast members who work in hundreds of different roles. Disney offers myriad benefits for its employees, including an industry-leading employment package that includes benefits such as paid vacation and sick time for full-time positions, as well as health care, dental and vision coverage for eligible cast members and their families beginning on the first day of employment. 

In addition, Disney offers countless resources, including an Employee Assistance Program, legal support and on-site Partners Federal Credit Union branches for financial well-being, in addition to life support through Care.com, which connects employees to quality child and senior care, housekeeping services, pet care, homework help, and more. Access to Disney Aspire for eligible full-time and part-time hourly employees also offers an evolving catalog of programs and degree options across various fields of study, skills and professions, providing eligible employees the opportunity to pursue disciplines and diplomas, including high school equivalency, English language learning and undergraduate degrees. Yet another perk is Disney provides cast members and their families complimentary access to Disney parks and discounts on Disney experiences and products, as well as exclusive looks at special events and previews.

Associated Builders and Contractors also focuses on equipping its members with tools to retain employees, said WOCC member Michele Daughtry, president and CEO of the Central Florida Chapter. These tools include offering workforce training, professional development opportunities, peer groups and access to resources, such as apprenticeship and craft training programs, as well as leadership academies. Additionally, the company actively promotes workplace culture enhancements, such as focusing on total human health and employee well-being, which Daughtry said are critical for retention in today’s market. 

“I know it is thrown around a ton, however, it is the power of ‘why,’” she said. “We have been blessed with staff where there is a shared belief in the organization’s mission, which is: ‘ABC and its members develop people; win work; and perform that work safely, ethically and profitably for the betterment of the community in which we work and live.’”

Daughtry said the ability to make a meaningful impact in the industry and community has been a driving force in keeping her with the company for almost two decades. 

“At ABC, we are deeply committed to fostering a merit-based construction environment, supporting workforce development and advocating for policies that help businesses thrive,” she said. “Being able to contribute to the professional growth of our members and their teams is incredibly fulfilling. We aren’t just building the community, we are building the people within.”

Daughtry said high turnover is a challenge, especially in industries such as construction. She said the construction industry will need to attract an estimated 501,000 additional workers on top of the normal pace of hiring in 2024 to meet the demand, and those numbers are not being hit.

“Nationally, we see a shortage of skilled labor due to the aging workforce and lack of new skilled and trained talent, a lack of awareness about construction career opportunities, lack of longevity causing ineffective leadership and management, and an increasingly competitive job market,” she said. “Locally, these issues are compounded by Florida’s rapid growth and the high demand for infrastructure development. Understanding these causes was our first step toward implementing targeted strategies to improve employee satisfaction and retention within the construction industry. I started my career in the ’90s in construction and want to see everyone reap the career benefits that I did, which is why I lead ABC and am committed to workforce development initiatives that include training, career fairs and partnerships with schools and community organizations to attract and retain talent.”

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PERMANENT CHANGE
However, larger corporations don’t fit every employee’s wants and needs. 

Winter Garden resident Mark Kaley, public relations manager for Otter Public Relations, previously worked for large companies including Amazon and Disney. He has been with Otter since 2021 and said it’s by far the best company he has worked for throughout his career.

“(Although) there is often an element of job security and promises of growth with larger employers, I have found that smaller localized businesses often offer the best in terms of work life harmony and growth, as well as the ability to chart your own path to success based on what is important to you,” he said. “Think of it like focusing on your own ‘why.’ Why do you do what you do?

“I am much more an independent, creative type who thrives on taking ownership of my responsibilities and tasks to excel and perform at my highest possible levels,” he said. “I have advanced further and faster with local businesses through meaningful job growth. I also think it’s important to personally buy into the business/employer. It is a lot easier to buy in with a smaller, but growing, business, because often leadership is present, communication is more direct and usually a greater personal interest in what is important to you is taken, which translates into work-life harmony. At Otter, all of these elements are present. I knew when I first started working here that the company would grow, and I could not only be a part of that but also help it. Conversely, that is not the feeling you get with Disney or Amazon. There, you are more of a cog in a wheel and have to stay in your lane.”

Joslyn Jones, who works for Go Figure Accounting in downtown Winter Garden, also previously worked for Disney, as well as in the hospitality industry, for a local Realtor and a law firm. She has been with her current company for two years. In her role, one of her current job functions is vetting and interviewing new hires, as well as focusing on employee retention and training.

The owner of Go Figure Accounting, Rachel Siegel, also is Jones’ neighbor and friend. 

“She approached me saying she thought I had skills her business could use, and she asked me to come work with her,” Jones said. “I knew nothing about accounting or bookkeeping, but I knew it was an office environment and the boss was a really wonderful person. I work for the best company in all of Central Florida, hands down. Rachel is a tough employer in the fact that she expects greatness from you even when you have no idea what you’re doing, but she’s also really fair and compassionate. She makes work fun and brings in snacks and drinks for us. She looks out for us and takes care of us. Like so many people who are in a more mature age bracket, we all started in jobs where we weren’t really valued as an employee. We were a number. When Rachel built Go Figure, she wanted to build a place that was perfect for someone with a growing family. She gives us a very generous time off package. If your kids are sick, she tells you to go home and take care of your kids. If you are sick, she will tell you not to come to work and to rest up. She matched my current salary when I first started here, even when I had no prior experience in this industry. She knew I was an adult with adult responsibilities that had to make enough to live off.”

When it comes to hiring employees at the company, Jones is part of the process. She said the business takes its time to make sure they are hiring the best people for the job who also are the best fit for the team culture. She said the business also is very quick to determine if someone is not a good fit, so it does not affect the rest of the family culture. 

“What I think a lot of employers are experiencing when it comes to the employee retention problem is not being well-rounded,” she said. “People don’t leave bad jobs; people leave bad managers and bad bosses. People in all industries are not necessarily being compensated for what they believe their value is, paired with the amount of work that they are asked to do. People also may feel like they’re not getting enough additional benefits beyond money, and people may feel like their employers are not loyal to them. The things you do for your employees beyond paying them is very important.”

Jones feels there has been a shift in the job market since the pandemic, but she said she works for an employer who was prepared for the shift. 

“If we want to work from home for a day, we work from home for a day,” she said. “I feel like my boss understands that that is a thing that’s out there that’s desirable for some people, and she is very much willing to work with you. That brick-and-mortar, Monday to Friday, 9 a.m. to 5 p.m. corporate thing is not something people want anymore. The pandemic changed that and taught us that there’s so much more to our lives than going to work. Our family, our friends and our experiences outside the office are just as valuable. We’re never going back to what it was pre-pandemic. I think that any employer who thinks they could have that sort of structure and work environment is deluding themselves.”

ADAPTING TO THE NEW NORM
Lewis said another unique issue businesses in Central Florida face is that so much of the economy is service-based which, by its very nature, is busiest on nights and weekends.

“Given the work-life balance shift that occurred post-COVID, employers often find it difficult to hire employees that want to work these hours — especially in a competitive labor market,” he said. “To address this issue, you see many employers offering flexible work options (when possible) during slow times, allowing employees to work modified schedules, or from home, a couple days a week to save on commuting and/or child-care expenses.”

Anthony Ferguson, owner of local eatery Clean Eatz in Horizon West, said competing with large organizations such as Disney is not easy.

“Finding employees, especially in the restaurant industry, has been quite challenging,” he said. “We’re competing with large employers and numerous other restaurants in the area, which makes attracting good talent difficult. Retention can be just as tough, as many employees are quick to move on if another opportunity offers even $1 more per hour. This dynamic creates constant pressure to not only hire but also find ways to foster loyalty and engagement within our team.”

At Clean Eatz, Ferguson said he strives to create a fun and positive workplace where team members feel valued and appreciated.

“I believe the work environment, company culture and manageable hours play a significant role in encouraging employees to stay with a business,” he said. “We constantly praise our employees for their hard work and contributions, which helps build a sense of loyalty and belonging. When employees feel supported and enjoy coming to work, they’re more likely to stay.”

Ferguson said another significant challenge in the Horizon West area related to the economy is the lack of affordable housing and public transportation.

“Many of our employees have to travel long distances to work, because there aren’t affordable living options nearby,” he said. “This not only adds financial stress due to rising transportation costs but also impacts their work-life balance. Addressing affordable housing could allow employees to live closer to their workplace, reducing travel times and expenses. Similarly, improving public transportation options would make commuting more accessible and less burdensome for employees who don’t have reliable personal transportation. Both of these solutions could significantly improve employee retention and satisfaction, while also supporting local businesses by expanding the local workforce.”

Christopher Rice, vice president of Big Bob’s Flooring Outlet in Winter Garden, agreed there is a new norm and business owners need to adapt to the incoming workforce. He believes employee retention is tough these days for multiple reasons. 

“Post-COVID-19, the workforce seemed to shrink, and employers were scrambling to fill positions,” he said. “They offered higher wages, and those wages attracted people from different industries to move around, and it upset the applecart a bit. There is a new type of employee hitting the workforce these days, as well. This newer generation of workers does not usually stay in the same company for many years as the older generation did. The newer generation appreciates the work style of love languages. Some like small gifts, some need verbal encouragement, etc. Some employers today don’t know how to offer the support, and employees seek employment elsewhere to have their needs fulfilled, which is completely OK. 

“We retain workers by treating them how we would want to be treated,” he said. “We pay them well, we have excellent relationships and open door policies, so we are always here for our staff when they need us, and we have fun.”

Another local employer, Jo Barsh, a State Farm Insurance agent in Ocoee, said qualities such as being ethical, maintaining good energy and having a service heart are all important to her when looking to hire employees. 

“I believe in a happy environment,” she said. “I don’t believe, as an owner, we should be putting ourselves above our employees. I think that makes you inhuman. People have to know you, and you have to know them. We try to do fun things together in the office like bringing in massage chairs, as well as outside the office, such as having a bowling night or going out to dinner. A lot of times, staff feel like they aren’t appreciated for the work they do. I think when you do little things like that every so often, it goes a long way.”

Barsh said it’s difficult to even get people to apply for jobs, much less have them show up for interviews, complete training, and be nurtured to become reliable and hard workers. 

“I have to find people that are really looking for a career, because this isn’t just a job,” she said. “We want people who are invested and passionate in this type of work and in our community. Employees want owners to be present and in their businesses and put in the work with them. As owners, we have to set an example for our staff. I believe you receive what you give out.”

Although competitive pay and benefits are a priority, wellness, self-care and mission also guide companies, such as AdventHealth, when it comes to employment, Amy Santorelli, chief people officer at AdventHealth’s Central Florida Division, said.

“I really, really, truly believe in our mission and just the care and compassion that we show to our patients, our community and to each other,” she said. “It’s unlike anything I’ve ever experienced. We are like family here. I think the mission of a company is essential to employees, especially those of the newer generation, who are searching for jobs. We hire people at AdventHealth because we need them to deliver on our mission, but I think we have the success that we have because our team members experience it themselves.

“We’re in the health care business, so we are looking for clinical competencies and skills,” she said. “We have to hire folks with the right licenses and certifications to be able to do the job and deliver the care. However, not every role we hire for is clinical. In both our clinical and non-clinical roles, we feel very passionately about the fact that we can teach people the skills. If they have the heart and they have the mission mindset to want to be here and contribute to our mission, then we feel pretty strongly that we can teach them the skills.”

Throughout the pandemic, Santorelli said AdventHealth was desperate to hire and retain employees to keep up with the high demand for health care services. 

“I do think, in general, that the workforce is looking for something different in today’s day and age, especially in health care,” she said. “Health care is demanding. You see a lot of things in health care that you wouldn’t necessarily see anywhere else. I do think that some of the population has kind of taken a step back after the pandemic and said health care is very strenuous and stressful, and that’s not for everyone. We’re certainly supportive of where everybody needs to be in their given time in life with their responsibilities outside of work, but I really do think our mission is what keeps people here even when the work is really hard. I think mission is really what aligns us all when it comes to picking a place that maximizes our happiness.”