Snow removal has always been an industry defined by unpredictability. Storms don’t run on schedules, and operators have long learned to expect the unexpected. But in recent years, there’s a new kind of storm brewing. This storm is not one measured in inches of accumulation, but in dollars spent.
Labor costs are continuing to increase, and contract increases alone cannot offset these rising costs. When coupled with the shrinking workforce, both in availability and reliability, the challenge becomes even greater, as outlined in the SIMA Foundation’s Snow & Ice Workplace Report, 2024. For snow companies, this is more than a budgeting challenge, it is forcing owners and managers to rethink how to staff, schedule and sustain their operations.
We’ve entered a moment where simply “getting through the season” isn’t enough. Rising costs and fewer workers aren’t temporary inconveniences, they are structural changes in this industry and others. This means we need strategies that aren’t built just for the next storm, but for the next decade.
The good news? The snow industry has faced and adapted to major changes before.
The challenge now is to combine operational discipline, workforce innovation and client communication into a cohesive plan that keeps service reliable, the crews supported and businesses profitable, no matter what the labor market throws our way.
According to the U.S. Bureau of Labor Statistics, total compensation (wages plus benefits) for private-industry workers rose by 3.5% in the 12 months ending June 2025. That may not sound dramatic on paper, but for a business operating on thin margins, it’s a steep climb, especially when combined with inflation in fuel, equipment and materials.
In the snow industry, wage pressure is not just coming from within. We are competing with companies that offer more predictable schedules, less demanding work and at times higher wages.
Another challenge we face is finding and keeping qualified, experienced staff. Losing a trained crew member mid-season costs far more than simply rehiring. From an operational standpoint, replacement not only drives up wages but also results in lost productivity, added overtime for the remaining crew and the time required to bring a new hire up to speed.
Finding skilled snow operators has never been easy, but the labor pool has been getting noticeably smaller, and the reasons go well beyond the weather.
1. The work is seasonal, unpredictable and physically demanding. Many of the people who fill these roles come from the broader grounds maintenance sector, where the median hourly wage was $18.50 in May 2024, with just 5% projected employment growth from 2023 to 2033 (U.S. Bureau of Labor Statistics). Compared to other industries competing for the same labor, snow removal often offers less predictable hours and higher physical strain, making it a harder sell to potential workers.
2. The industry is dealing with a demographic shift. Many seasoned operators are retiring, and fewer young workers are entering physical trades. The result is a growing gap between open positions and available workers.
3. Perception plays a major role. As we’ve noted in past workforce development discussions, snow removal is often viewed as “side work” or a stopgap job rather than a skilled, essential profession. This perception makes it harder to recruit long-term employees who see a future in the industry.
4. Burnout is a silent but powerful factor. Long hours, harsh weather conditions and the mental toll of always being “on call” push some out of the field sooner than expected.
When labor becomes a bottleneck in snow operations, the effects ripple through every part of the business.
The immediate impact is on service capacity. With fewer people available, response times slow, route coverage shrinks and the margin for error during a storm narrows.
Fewer workers also mean a greater strain on the crews you do have. Over time, this leads to fatigue, increased risk of accidents and higher turnover. From an operational perspective, an exhausted team is more likely to make mistakes, require more downtime, and leave at the end of the season, forcing you to start the recruiting cycle all over again.
Client relationships can also suffer if staffing realities aren’t addressed up front. When customers experience delays without understanding the cause, they often assume it’s a service failure rather than a resource shortage. As we’ve covered in our customer experience sessions, proactive communication is the key fail-safe in these situations. Setting expectations before a storm is the most effective way to protect trust and maintain credibility.
Finally, there’s a financial ripple effect. Labor shortages and the overtime they often cause can erode profit margins even when pricing is set correctly. Without careful tracking and operational adjustments, these costs can quietly drain the bottom line over the course of a season.
Rising labor costs and a shrinking workforce are not just internal challenges — they directly affect the service your clients receive. The way you communicate about these changes can make the difference between a client who understands and stays, and one who sees a price increase as a reason to leave.
1. The first step is transparency. Clients respond better when they understand why changes are happening. Explaining the increase reframes the conversation from a “price hike” to an “investment in reliability and safety.”
2. Use outcome-based framing. Instead of saying, “Labor costs are up,” say, “We’ve adjusted our contracts to ensure your property has a trained, consistent crew on-site all winter long, even with industry-wide shortages.” This aligns with organizational behavior principles that show stakeholders respond better when changes are tied to tangible, valued outcomes.
3. Manage expectations before the season starts. Labor constraints may mean adjustments to service windows or prioritization during peak events. Communicating these in advance and reinforcing them during storms reduces frustration and builds trust.
4. Back up your words with consistency. Every time your crews deliver exactly what you promised, you reinforce the trust that allows clients to accept changes without seeing them as service failures. In an environment where labor challenges are a long-term reality, trust may be your most valuable asset.
Rising labor costs and shrinking workforce availability are not temporary disruptions — they’re structural changes that the snow industry will be navigating for years to come. Waiting for costs to “return to normal” or for the labor market to balance itself isn’t a strategy; adaptation is.
From an organizational behavior perspective, this means thinking beyond seasonal staffing and building a culture that attracts and retains talent year after year. That includes offering clear career pathways, skill development opportunities and recognition systems that position snow removal as a skilled, respected profession rather than a short-term job.
The industry must also elevate its public profile. Snow removal — it’s not just about moving snow, but about keeping communities safe, businesses open and infrastructure running during the harshest months of the year.
Finally, continuous operational improvement will be key. Lean processes, cross-training, and collaborative partnerships with other contractors are not just stopgap measures, they’re part of a long-term model for resilience.
The snow industry has weathered many challenges in its history. This one is different, but with deliberate planning, workforce investment and operational agility, we can turn today’s labor constraints into tomorrow’s competitive advantage.
Jenny Girard, ASM, is client success implementation specialist for The Integra Group. Contact her at Jenny.Girard@TheIntegraGroup.com.