As originally published on greenhousegrower.com. Click here for the original article.
For greenhouse companies trying to attract and retain growers, training and development (T&D) can no longer be treated as an added benefit. It has become a core part of the job offer. Candidates want to know whether they will have opportunities to build skills, advance professionally, and stay current as production practices evolve. Companies that cannot clearly answer those questions may struggle not only to keep talent, but to bring it in at all.
Training as a Retention Strategy
More grower operations are responding by investing in professional development programs and benefits that support both employee growth and long-term business success. For employers, the goal is not just to offer training, but to create a workplace where learning and advancement are treated as part of the job, not an occasional extra.
According to the Society for Human Resource Management (SHRM), training and development play a major role in both recruitment and retention. In one report, 76% of employees said they are more likely to stay with a company that offers continuous training, while 55% said they still need additional or better training to succeed. Among HR leaders, 83% said professional development is key to attracting talent, and 86% said it is vital for retention.
What’s Not Working
Many companies claim to support T&D but fail to follow through. Grower candidates often seek feedback from current or former employees to gauge a company’s true commitment, and the absence of robust T&D programs can create hiring challenges.
In some operations, efficiency and margins have improved using propagation “recipes” and SOPs. But when companies rely too heavily on those tools and expect growers to do little more than follow instructions, they risk limiting development. That can discourage growers from spending time learning new techniques, even as technical knowledge across the industry continues to advance. Not surprisingly, those are often the companies that struggle to attract strong candidates.
Turning Intention into Action
Successful T&D programs for growers depend on follow-through. Some companies have professionals working to build and implement these programs for their grower teams, only to see them undermined by general managers or operations leaders who do not provide the time, resources, and support needed for employees to take advantage of them.
Retention issues also arise when a company says it is open to new ideas and self-development, but dismisses the ideas employees bring forward. Few messages are more discouraging than telling a grower not to spend time doing individual research to expand their knowledge.
The gold standard is budgeting for an internal “Grower University.” During slower production cycles, companies can host classes for the entire growing team, drawing on industry experts, educators, and consultants.
7 Ways to Build Grower Talent
Not every company has the time or resources to build its own internal training program, but the industry offers plenty of opportunities for grower development. The key is giving employees the time, support, and encouragement to take advantage of them.
1. Use Industry Certification Programs. AmericanHort offers Greenhouse Technician Certification for new or entry-level growers and Greenhouse Section Grower training for more experienced professionals. Many sessions are also available in Spanish.
2. Encourage Participation in Trade Shows and Association Events. Conferences, state association programs, and year-round educational offerings can help growers build technical knowledge and industry connections.
3. Treat Suppliers as Training Partners. Strong supplier relationships can open the door to technical knowledge beyond product basics. Many suppliers have technical teams, and in some cases sales teams with advanced production knowledge, that can support grower development.
4. Tap Into Retiring Industry Expertise. Many experienced propagation professionals move into consulting as they ease into retirement, creating opportunities to pass valuable knowledge on to the next generation of growers.
5. Look to Nearby Colleges and Universities. Companies near horticulture degree programs may be able to connect with trials, coursework, and other educational opportunities. Educational stipends for propagation-related classes have also become more common.
6. Build Mentorship Into the Organization. Pairing newer growers with more experienced team members can accelerate development, while also creating opportunities for reverse mentoring as earlier-career professionals share newer technologies and approaches.
7. Use Job Rotation to Build Bench Strength. Rotating growers through different responsibilities can expand their knowledge base while also developing backup talent across the organization.
The Bottom Line
Candidates are paying attention. They want to see real commitment to T&D, not just lip service. Companies that invest in internal and external education for their grower teams are more likely to strengthen recruitment, improve retention, and support long-term profitability.
Growing plants starts with growing people.
