By Ron Dermady, Vice President of Operations at Hunter Crown, LLC
The Operator Shortage Is Not Just About Pay
Across the country, municipalities and private utilities are competing for a shrinking pool of licensed water and wastewater operators. The default reaction is predictable. Increase the salary range. Add a signing bonus. Adjust overtime incentives.
Compensation matters. It always will.
But in this industry, pay alone does not solve the shortage.
If that were true, the highest bidder would consistently win. That is not what we are seeing in the market.
The Real Drivers Behind Operator Movement
1. Leadership Stability Inside the Plant
Operators want steady leadership. They want supervisors who understand the process, respect field experience, and make decisions that protect both compliance and team morale.
When plant leadership changes frequently, when communication is inconsistent, or when field input is ignored, turnover follows. Licensed professionals do not leave because the job is hard. They leave when the environment feels unstable.
In an industry where regulatory compliance is non-negotiable, stability is currency.
2. Schedule and Lifestyle Impact
Shift work is part of the business. Weekends, holidays, on call rotations, and weather events come with the territory.
However, there is a difference between structured rotation and chronic burnout.
Utilities that:
Clearly define on call expectations
Limit excessive overtime
Protect time off
Communicate schedule changes early
Retain talent more effectively than those that rely on constant emergency coverage.
For many operators, predictability is worth as much as incremental pay.
3. Certification Support and Career Progression
Licensure defines this profession. Operators invest significant time and discipline earning and maintaining certifications.
When a utility:
Pays for exam preparation
Covers testing fees
Encourages higher level licensure
Creates clear paths from Operator to Lead to Superintendent
it sends a message that development is part of the culture.
Without that structure, ambitious operators look elsewhere.
The shortage is not simply a pipeline issue. It is a progression issue.
4. Respect for the Craft
Water and wastewater treatment is technical, complex, and high consequence work. Nutrient removal limits, biosolids management, PFAS mitigation, advanced instrumentation, SCADA integration, and evolving state regulations require skill and judgment.
Operators want their expertise respected.
That respect shows up in:
Being included in process improvement discussions
Being consulted before equipment changes
Having input on capital upgrades
Being trusted to make operational decisions
Plants that treat operators as button pushers lose them. Plants that treat them as process professionals keep them.
What This Means for Hiring Strategy
If your hiring plan is centered exclusively on increasing base salary, you are solving only one part of the equation.
Strong hiring conversations should address:
Leadership stability
Shift expectations
Overtime reality
Certification support
Advancement pathway
Long term capital plans
The best operators are evaluating more than the paycheck. They are evaluating whether they can build a career, not just hold a position.
A Strategic Imperative for Utilities
Infrastructure funding is expanding. Treatment technology is becoming more sophisticated. Regulatory oversight is not easing.
The industry cannot afford revolving door staffing inside critical facilities.
Municipalities and private utilities that win in this market are those that treat workforce strategy as seriously as capital planning. Compensation must be competitive. Culture must be intentional. Leadership must be consistent.
The operator shortage is real.
But it is not just about pay.
It is about building environments where licensed professionals choose to stay.