Rethinking Hiring in Horticulture
Effective Strategies for Post-Pandemic Hiring in the Horticulture Industry By Benjamin Molenda & Harrison Downing, Human Capital Advisors at BEST Human Capital & Advisory Group Are you excited at the prospect of increased demand in the Horticulture Industry over the next few years? But, on the other hand, are you concerned that you will struggle to supply material to meet consumer demand? You are not alone in these thought processes. Most companies are identifying areas to invest increased revenue in satisfying new requirements. Whether through R&D, new market channels, LEAN manufacturing approaches, supply chain amelioration, or bringing on talent for these and additional departments. When hiring in today’s changing climate, it is important to understand options, strategize a plan, and develop expectations, as the industry’s talent pool is critically thin compared to talent needs. The Process Scheduling interviews can be complicated, especially acknowledging that not only are your team members busy with their responsibilities, but the prospective candidate is likely busy in their current role. The chances of finding a quality applicant who is currently unemployed are slim. Thus, it is imperative to be realistic when setting a start date for a new hire. The traditional “2 weeks’ notice” is often satisfactory. However, occasionally, more time is required for the individual to leave their previous employer, potentially your same customers, and put them in a position for success. None of us want to burn any bridges. It is now a commonly accepted, if not begrudged, belief that quality professionals are not frequenting job boards and applying to postings. In discussions with many companies, posting a job is often more about marketing than actually identifying candidates. Utilizing current relationships to network opportunities, involving HR teams and other departments to brainstorm candidate flow, and inquiring with customers or suppliers on star players they interact with are among the options to identify talent in our close-knit industry. The graphic at right represents a recent mid-level position hire. The hiring project timeline included posting job descriptions on job boards, networking with industry leaders, and actively sourcing candidates through executive search. At a minimum, it typically takes (3) weeks to identify qualified individuals, (3) weeks to interview and offer, and (3) weeks for the individual to transition and start in their new role. For senior-level positions, plan to add a minimum of (2) weeks for each of the three steps. Because of this dynamic and the budgeting process, many companies start their hiring process a year in advance to identify what roles are needed in their organization. Hiring from within is a practical approach as it is quick, cost-effective, fluid with the company culture, and can motivate loyal employees who aspire to grow professionally. These items add up to expose less risk than hiring externally. However, internal promotion is not always the best option. Animosity between internal applicants can arise, leading team members not chosen to question loyalty. Another critical element to hiring from within is succession planning. As one hole is filled, another is created in the previous position. Active cross-training prepares team members for succession, strengthens the organizational chart, and motivates the team. Finally, from a legal and efficacy standpoint, a hybrid approach of external search and looking within ensures all available talent is vetted as there is a lack of candidates in our industry. Positions in Operations, R&D, Supply Chain, eCommerce, Analytics, and Sales are being created as companies match changing markets with innovation. Yet, retirement rates are increasing, reducing what is already a thin talent pool for horticulture. Add to this that CEA, Cannabis, and Hemp are hiring from the same talent pool as Ornamental, Nursery, Landscaping, Turf, and Greenhouse – there is indeed a growing talent gap. Casting a broad and flexible net when sourcing talent is crucial. One strategy includes considering all candidates, regardless of age. Another is compromising the amount of required product knowledge, customer relationships, or years of experience and instead focusing on a professional’s behaviors. This option requires increased front-end work through strategic planning and assessments. However, it will ultimately unlock a lucrative talent pool, allow for culture alignment, and increase productivity based on the candidate’s behaviors. We should not ignore experience and product knowledge. Painting a “purple squirrel” (what we call a perfect candidate) is an important thought project when conceptualizing a position, but how many purple squirrels have you seen? If there are (5) “boxes” that you believe must be checked for a role, it may be worth reducing it to a top (3). If a candidate shows strong behaviors, perhaps they can achieve the (2) boxes they cannot check with proper training and management. Conversely, it is nearly impossible to train or manage behaviors as they are set early in life. Behavior-based hiring dramatically opens the talent pool outside of the industry for the right fit. There will be repetitive conversations in interviews, but developing separate focus areas for each interviewer is integral to moving quickly. This approach also gives the prospect an understanding of potential interactions with the interviewer. Continuing to utilize virtual meeting resources early in the interview process allows for flexibility. One-on-one interviews with senior leaders are expected, but interview teams of 2-3 display company culture for the candidate and expedite the process. Once in interviews, an element to consider is how the candidate will be led based on their personality and responsibilities. The initial conversation with a candidate may be the most important. Spend it listening and learning. Listen 80% of the time and speak 20% of the time. Engage them about experiences, listen to what motivates them professionally, and focus on behaviors illustrated when describing achievements. Do not oversell the position or company as there is no perfect job or company. Accentuate the positives but be transparent about challenges and difficulties in the role. Truly understanding your prospect’s personality traits and professional behaviors will create a stronger relationship leading to higher buy-in, more productivity, and continued transparency. Congratulations, you have hired a strong professional! However, the process of engaging them
Rethinking Age in Hiring
We recently sent an email to our BEST BRIEFS newsletter subscribers on the topic of ageism, and it definitely touched a nerve. Here is the original email content, followed by some of the comments we received on the subject. Our Original Message On January 20th, President Biden was sworn in and is now officially the oldest President the U.S. has ever had at 78 years old. A few weeks later, a 43-year-old Quarterback, with a 68-year-old Head Coach, and an 82-year-old Offensive Consultant, won the Super Bowl. These events alone should have us rethink ageism, but unfortunately, it is alive and well, and COVID has made matters worse. Studies show that workers ages 55 and older have experienced increased ageism from employers, particularly amid the pandemic. As people start to enter their 50s, they are more attuned to discrimination in the workplace. So much so that 58% of workers aged 50 or older have noticed age discrimination firsthand. Yet they’re known as being the most engaged in the workplace, not to mention the most experienced. Though our article on the topic of ageism (“Focusing on Youth in Hiring is Hurting Your Organizational Health”) was published before COVID, the point remains – it is time to rethink age in hiring, especially in industries (i.e., horticulture) where experience and qualified talent is increasingly becoming difficult to secure. After all, where are the Mentors and Coaches badly needed by younger generations to be found? Comments We heard from several business leaders on this topic, and here are a few of their comments. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Personally, I achieved the most in my 50’s and 60’s: I wrote two of my three books, spoke 22 times across Canada and the U.S. won an award for Best U.S. Speaker in Canada from TEC, a Canadian CEO peer group, won five Best Place to Work and two diversity awards for United Way. I believe that individuals have to shake off society’s negative messages about getting older. We have to create our own “the best is yet to come mindset.” Oh, and my last book was all about companies that have strategies to maximize the creativity, productivity, and value of 50+ and previously retired employees. We make our own luck—and that applies to the organizations that don’t waste this valuable resource! • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • You are spot-on for highlighting ageism! It is the 60-year-old elephant in the room. I have been in meetings where it was disguised as “he/she probably isn’t up to date with technology as a reason for not considering an otherwise qualified candidate.” The older generation invented the computer. We darn sure have the intellectual capacity to learn some of the updates. Also, was there when the “Are you sure he/she will fit in with the younger members of our team?” Ageism comes in many flavors and is very active in today’s job market. Employers are crying for skilled workers who show up on time and give their best but overlook an audience right before them, ready and willing to contribute. Ageism is a cancer in the workplace. My new mantra is: I N D Y stands for “I’m Not Done Yet!” • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Special thanks to those who commented on our piece. If you wish to subscribe to future BEST BRIEFS newsletters, please complete the following information: In this unprecedented business environment and labor market, it may also be time to shift your thinking on recruiting and make an investment to bring on an experienced partner. One that can help you acquire the right talent and put your company in a position to grow. We can help. If your company is ready to strategically address, improve and invest in the hiring of the most important part of any company – its people — contact us today!
Conducting an Effective Virtual Interview
Tips you can use when interviewing candidates remotely. As today’s workforce moves from traditional offices to remote work, many businesses are adopting a new way of conducting interviews, and in some cases, even onboarding. While this trend is due in large part to the COVID-19 crisis, there are many positives to moving more of your interview process into a virtual format. Virtual interviews are a great way to work around scheduling conflicts or limit face to face interaction due to social distancing. Did you also know: Five minutes of live video interviewing is considered equal to a 200-question written assessment. Data is suggesting that video interviewing is six times faster and more productive than a phone interview. 93% of communication is non-verbal. 57% of candidates prefer live video interviews. (SOURCE: LinkedIn) We have compiled a few useful tips to help you navigate the process of conducting a virtual interview. 1. Test Your Tech Get familiar with the software you will be utilizing. Test your speaker, microphone, and video. Make sure to close out of other applications to enhance the speed of your operating systems. Conduct a run through with a peer to learn the program capabilities and gain feedback. If you do encounter issues where a glitch occurs and you can’t hear the response, be direct and honest. There could be a connection issue, so wait for the audio to resume and ask them to repeat what they said. It is essential to be upfront and obtain the answers necessary to make a thoughtful employment decision. 2. Create a Neutral Space For a professional atmosphere during the interview, it is vital to find a quiet place, free from distractions. Make sure you choose somewhere that people will not be wandering around in the background. Turn off or mute your phone and silence all notifications to give your full attention. An appropriate background should be neutral but not dull. You can still show some personality outside of a plain white wall by showcasing plants, bookshelves, or diplomas and awards behind you. Depending on the software, you can also choose or create a virtual background that is not distracting. 3. Lighting and Angles For a clear video, it is best to utilize natural lighting— facing you as much as possible. If the natural lighting is not possible, considering adding a lamp to your desk or a ring light to the top of your laptop. A well-lit subject exudes trust and friendliness. Have your computer placed above eye level and tilted slightly down. A quick fix is to use books to elevate your surface. This placement prevents the camera from being directed at your neck and nose and appears more natural like it would in a face to face conversation. As in a regular interview, sit up straight and make eye contact with the camera. Body language still matters to emanate a professional demeanor. 4. Keep Your Candidate Informed Notify your candidate ahead of time that the interview will be virtual. Send a calendar invite with a link to the software you will be using and instructions so they can practice ahead of time and test their tech. In the email, be sure to include who will be involved with the interview, their title, and the role they play so they can research ahead of time to prepare. This will allow candidates to become comfortable with the platform and ensure a smooth interview for both parties. 5. Showcase Your Culture During a virtual interview, candidates are not always able to view the office space and coworkers that they could be working with in the future. Consequently, it may be more difficult for a candidate to get a feel for the company culture. To showcase this, spend more time preparing a presentation to express the company’s mission and vision. You can also send the candidate employee testimonials and links to social media posts that capture the essence and spirit of your company. There are software and video options available for you to provide virtual tours of office and production facilities. This investment usually offers a healthy ROI and help you complete a hiring initiative from start to finish in a virtual format. 6. Remain Positive Virtual interviewing can be a first-time experience for you as well as the candidate, and there may be a few fumbles with the transition from in-person interviews to virtual. You are both working through this together and making the best out of the situation. Remain positive and express appreciation to the candidate. After this experience, you may find you enjoy virtual interviews more than other forms. Whether you use Teams, Zoom, Google Meet, FaceTime, or one of the many other video platforms, find the one that works best for your company and allows you to assess body language and professionalism. Virtual interviews also allow for more flexibility in scheduling across locations and time zones, which can help attract more qualified candidates from a broader region. Along with making the right employment decision in this new era of social distancing and stay in place, virtual meetings also have the benefit of lowering travel and venue costs, all of which are beneficial for your bottom line.
Lessons from the Tank: Can Your Employees Be the Next Scrub Daddy?
One of the most popular and interesting reality TV shows today is Shark Tank. For over ten years, it has been the show where wealthy, mostly self-made, business professionals help a small business owner achieve their entrepreneurial dreams. There have been many successful products introduced to the consumer market after appearing on Shark Tank. Take the Scrub Daddy®, for example. The concept is simple (a smiley-faced, reusable sponge in which the texture and function change with water temperature), but it has sold over 10 million units, and the growth continues. To date, the Scrub Daddy® is one of the most successful products to ever appear on the show. But where would Scrub Daddy be today if it wasn’t for the investment from one of the Sharks, Lori Greiner? According to Forbes, before Scrub Daddy was introduced on Shark Tank, it struggled to make $100,000 in over 18 months. Scrub Daddy has now made over $75 million in sales thanks to a $200,000 investment from Lori Greiner, including her time and considerable marketing muscle. Since then, Scrub Daddy has dramatically expanded its facilities and released several new products. As business leaders, we talk a lot about investing in our people, especially in this age of low retention and high turnover. So, what happens when we invest in our employees (time and dollars) the same way the Sharks invest in these companies? We continue to see several recurring trends in today’s job market. For instance, a steady paycheck, bonus, and PTO are no longer enough to satisfy employees. Employees want to feel like they are a part of something bigger than just an office job, and something bigger than themselves. The feeling that they are a part of a team that values them as an individual and respects their ideas. They want someone to invest in them. As the Millennial and Gen Z generations continue to make their imprint on today’s workforce, the “job for life” mentality of their parents and grandparents is becoming non-existent. The younger generations are focused on the concept of belonging to a team that creates value, not merely working for a paycheck. When employees don’t feel challenged, or fully engaged in the work they are doing, employee turnover rates skyrocket. As Richard Branson, the CEO of Virgin Group, has popularly stated, “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” The discussions around employee engagement have become so prevalent in recent years that you would think it’s second nature by now. It is also no coincidence that in study after study, increasing employee engagement is now the top priority of most CEOs. After all, research proves that investing in the talents and capabilities of your employees is one of the best and most cost-effective ways to increase employee engagement and instill loyalty. The same holds for the investors on Shark Tank. For example, when you look at something as simple as a sponge, you might not see much potential return. However, when you add a little ingenuity, time, and care, you can produce a multi-million-dollar product line. It is the same with your employees. Invest in them, and they will invest their time, energy, and passion back into the company and produce a higher return. When sourcing and interviewing for a new hire, you are putting the candidate in “The Tank.” The investors are Human Resources, Supervising Manager, Project Leader, and the Owner/CEO. The candidate’s resume is their pitch outline, showing a base overview of their strengths, skills, past experiences, and successes. Throughout the interview process, the candidate will begin showing you their behaviors and talk a little more in-depth about their past and what they aspire to in the future. Based on this pitch, the investor can decide if they want to invest in the candidate or keep looking for a “million-dollar candidate.” Investing in your employees also doesn’t have to be a Shark Tank-sized investment. In a study conducted by PricewaterhouseCoopers, the results showed that the top qualities that Millennials look for in a job are opportunities for career advancement and learning and development programs. With that in mind, employee engagement can be as simple as having an immersive and detailed onboarding program for new hires and continual training for existing employees. In a study conducted by Axonify, they noted that only 31% of employees receive formal job training. As Carol Leaman, the CEO of Axonify, states, “If employees don’t have the correct training to perform their jobs properly, they will disengage. This, in turn, will result in work quality, productivity, and customer satisfaction issues.” In the same study, 80% of workers state that it is vital to receive regular, frequent training, so they don’t forget the information, up from 73% in the previous year alone. “Training should not be a dull, isolated event, as employees loathe sitting in long, boring sessions and immediately tune out,” added Leaman. The one thing that all generations in today’s workforce can agree on is that people want training anywhere and at any time, but keep it short and offer rewards upon completion. Yes, more PTO and “fun stuff” are great additions to your workplace and may attract employees to apply, but to get them to stay and produce meaningful outcomes takes more. Views of work continue to evolve. The number of positions, and companies that a person will work for in their lifetime, is increasing. Investing in the capabilities of your employees by providing experiences, and creating mobility, ensures that they are building a lifelong career, not just a pit-stop for some experience before they move on to bigger and better things. Move towards being bigger and be better by investing in your employees to increase retention the same way Lori Greiner invested in the Scrub Daddy: provide them the resources, time, and support they need to achieve their dreams. Like the Scrub Daddy, they will, in turn, be flexible, grow and provide you a high rate of return. SOURCES: wheniwork.com/blog/reduce-employee-turnover industryweek.com/onethird-of-us-employees-dont-receive-formal-job-training
Should You Expect a Thank You Note After the Interview?
Last April, Jessica Liebman, the Executive Managing Editor of Insider Inc., had the sheer audacity to suggest in a Business Insider article that she has a simple rule when she is hiring. “We shouldn’t move a candidate to the next stage in the interview process unless they send a thank-you email.” Liebman went on to state that bringing someone into your company is always risky. However, a thank you email (not snail mail – too slow) signals a candidate’s motivation and desire for the position and generally means they’re a “good egg.” There are only so many data points one can collect in an interview, she reasoned, that sometimes the thank-you note will make the difference in the selection of candidates. She further clarified and stated, “To be clear, a thank-you note does not ensure someone will be a successful hire. But using the thank-you email as a barrier to entry has proved beneficial, at least at my company.” So it makes sense, right? Nope. Unfortunately, it is 2019, and social media and the Twitter-verse went into hyperdrive to condemn her and her statements. Other hiring managers, reputable organizations (SHRM and LinkedIn), and publications joined the fray, with several siding in large part with those who disagreed. It got so bad, Liebman followed up with another article cheekily titled, “Thank you for reading my story about thank-you notes!” a few days later to clarify what she meant. Many people were seemingly offended that anyone would actually “require” sending a thank you note after an interview. She went on to explain she was trying to be helpful and shed some light and that, “The biggest factors we consider are a candidate’s talent and fit for the role.” It was a “rule of thumb” and not official company policy. What were the disagreements and the outrage with Jessica Liebman’s piece on sending thank you notes? Thank you notes are antiquated and pointless [apparently not to her and the many hiring managers and business leaders we talk to daily here at BEST]. Thank you notes are to stroke the ego of the interviewer. Seriously? The application and job description said nothing about sending a thank you. Liebman’s response was priceless on this point, “Neither is being on time to the interview.” Our favorite? Expecting a thank-you note is elitist and shows discrimination and bias because many people have never been taught this skill. Diversity is critical to any organization today. Different perspectives can lead to increased creativity, innovation, productivity, better decision-making, and a better work environment and culture, among many other benefits. However, we have never seen it be used as an excuse not to be courteous and to say thank you. Laziness would be a better excuse. After all, especially in a customer-facing role, would you want anyone on your team that doesn’t know how to say thank you? But it’s a candidate’s market. They [interviewer] should be sending the candidate a thank you. Liebman conceded this point somewhat in that all companies need to do a better job notifying candidates and letting them know why they did not get the position. Point well taken, and it is also something we strive for at BEST. A lot of the outrage on this could be the times we live in – where being contrary on social media is expected and merely aiming for “likes” and that all-important re-tweet. Indeed, social media can help us all whittle down the candidate pool. However, at BEST, we can only speak to our own experience working with clients and candidates and heartily thank those who disagree (because it is indeed helpful). As business leaders, hiring managers, and recruiters, it is often about overcoming buyer’s remorse. When a hiring manager or company leader is getting ready to make a hiring decision, they want that one thing that can put a candidate over the edge and calm their fears about making a bad hire. In talking with a client last month, he mentioned that he really liked the candidate, but he had not yet seen a thank you email. The next day he did without our prompting, and the job offer went out shortly after that. To the client, it was expected as well as another box to check. For the candidates we work with, our resources stress the importance of the thank you email. A candidate should always ask for the interviewer’s email address during the interview (whether on the phone or in person). Rarely, if ever, has it been questioned. After all, it is another opportunity to sell yourself to the prospective company. It doesn’t have to be a long note— say thank you, say that you want the position, and use it also to state why you are the best fit for the role (one or two reasons you are the best candidate for the job or maybe there was something you missed during the interview) and would welcome further discussion. Then, send it within 24-hours while you are still fresh in the interviewer’s mind. Where is the controversy in that? When we were hiring an intern at BEST last year, we had three strong candidates, all with equal skills, talent, and fit for the role. The deciding factor? One candidate went over and above and sent us all a personalized thank you email. He was hired and then became a permanent fixture on our team and has been very successful to date and has a bright future. The difference? His thank-you email. As record low unemployment continues and less skilled workers are available for more increasingly skilled open positions, there are already hiring and employment trends that would have been unthinkable just five years ago. So, as we enter the holiday season, a time for giving thanks and reflection, here is hoping the time-honored thank you note is not one of them. Thank you for reading, and thank you, Jessica!
