R-E-S-P-E-C-T
As originally published on GrowerTalks. Click here for the original article. Aretha Franklin famously spelled out what people want most: R-E-S-P-E-C-T. Nearly 60 years later, that message remains just as relevant in the workplace, especially in the hiring process. Recruitment continues to evolve at a rapid pace. Artificial intelligence is streamlining administrative tasks, accelerating candidate screening and helping organizations move more efficiently through the hiring cycle. Yet while technology receives much of the attention, some of the most impactful improvements in recruiting have nothing to do with software. One of the most powerful—and often overlooked—drivers of providing candidates with great experience is transparency. When transparency is combined with a thoughtful, well-structured hiring process, organizations create a candidate experience that reflects respect for people’s time, effort and career aspirations. The result is not only better hires, but also stronger employer branding and lasting goodwill among candidates, including those who aren’t selected. Why transparency matters Organizations that consistently practice transparency throughout the recruitment process often experience significant benefits due to the positive experience candidates have: • Higher-quality candidate pools • Increased offer acceptance rates • Faster onboarding and productivity • Improved long-term retention • Stronger employer brand reputation These outcomes are interconnected. Candidates who clearly understand the role, interview process, compensation range and company expectations are more likely to remain engaged from initial conversation through final offer. Transparency reduces uncertainty, builds trust and enables candidates to make informed decisions. Compensation transparency is a prime example. When salary ranges and benefits are discussed early, candidates can assess alignment before investing substantial time in the process. This minimizes surprises, increases efficiency and often leads to higher offer acceptance rates because expectations have already been established. Transparency also pays dividends after hiring. When candidates understand onboarding expectations, performance goals and career development opportunities before accepting an offer, they typically reach productivity faster and are more likely to remain with the organization long term. Transparency begins before the first interview Effective hiring starts long before candidates enter the interview process. Organizations should begin by setting realistic expectations regarding both the candidate market and hiring timeline. Understanding the availability of qualified talent helps hiring teams develop achievable goals and avoid unnecessary delays. A successful candidate experience should be structured, documented and repeatable. Hiring teams should clearly identify: • Who will participate in interviews• How many interview stages will occur• The purpose of each stage• The timeline for decisions and feedback In most cases, three interview rounds are sufficient. Extending the process beyond five rounds often creates candidate fatigue and increases the likelihood that top talent will pursue other opportunities. R-E-S-P-E-C-T-I-N-G candidates’ time is one of the simplest ways to demonstrate professionalism and build credibility. Create job descriptions that reflect reality Many hiring challenges begin with poorly written job descriptions. Candidates are often discouraged by postings that contain endless responsibilities, unrealistic requirements or conflicting priorities. Organizations frequently create wish lists in search of the mythical “purple squirrel” candidate—someone who possesses every qualification imaginable. The reality is that such candidates don’t exist. Instead, job descriptions should focus on the responsibilities that truly matter and clearly define what success looks like in the role. Prioritizing responsibilities helps candidates understand where they’ll spend their time and energy. One effective practice is establishing three key performance indicators (KPIs) that define success during the first year. A useful test for determining whether a KPI is meaningful is to ask: “If this goal is not achieved after one year, would we have to fire this person?” This question helps organizations eliminate unrealistic metrics and focus on outcomes that truly matter and are achievable. Help candidates prepare for success Transparency also means equipping candidates with the information they need to perform at their best. Organizations should communicate: • The complete interview timeline• Names and titles of interviewers• Interview format and expectations• Any assessment tools being used• Presentation requirements, if applicable• Organizational charts for leadership roles Sharing this information doesn’t eliminate the candidate’s responsibility to conduct research. Rather, it creates a more balanced and productive process where both parties can evaluate fit more effectively. Most importantly, hiring teams should honor the timelines they communicate. While business priorities and scheduling conflicts may occasionally require adjustments, candidates should be informed promptly when changes occur. Consistent communication builds trust. Silence destroys it. Make interviews conversations, not interrogations Transparency is most effective when interviews become genuine conversations rather than scripted exchanges. Organizations should be willing to discuss both strengths and challenges. No company is perfect and candidates appreciate honesty regarding areas that require improvement, obstacles they may encounter and expectations associated with the role. Authenticity creates credibility. Similarly, heavily scripted interviews often produce heavily scripted answers. While standardized questions have their place, hiring managers frequently gain deeper insights when candidates are encouraged to engage in natural dialogue. Conversations reveal problem-solving approaches, communication styles, adaptability and emotional intelligence far better than rehearsed responses. The objective shouldn’t be to identify why not to hire a candidate, but why to hire a candidate! Focus on identifying where there’s mutual alignment between the individual and the organization. Follow up quickly and thoughtfully One of the most valuable forms of transparency is timely feedback to both candidates AND your recruiting partner. Candidates who invest significant amounts of time interviewing deserve timely communication regarding next steps. Providing meaningful feedback within 48 hours whenever possible helps maintain engagement and demonstrates R-E-S-P-E-C-T. Top candidates often have multiple opportunities under consideration. Extended periods of silence can cause organizations to lose highly qualified talent simply because another employer provided that candidate with a better experience. Quality feedback should also include honest updates about where candidates stand in the process. Please don’t default to vague statements such as, “We’re interviewing several other candidates.” If there are several candidates, say so. If there’s one competitor, say so. If there are no other candidates currently being considered, communicate that honestly as well. Transparency builds trust. Generic responses do not. Equally important is providing constructive feedback to candidates who aren’t selected. Those conversations
Building the Next Generation of Growers
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. As originally published on greenhousegrower.com. Click here for the original article.
The Right Benefits, or Why Healthy Growers Means Healthy Plants
As originally published on greenhousegrower.com. Click here for the original article. Since the pandemic, companies across all industries have invested heavily in improving employee benefits. Undoubtedly, one of the most challenging positions to hire and retain in the horticulture industry are growers of all levels. While the industry is responding with strategies and programs to attract a new wave of professionals who are passionate about propagation, the fact is we continue to have a significant gap in supply and demand of these professionals. Retirements are draining decades of grower expertise, and backfilling these roles is proving difficult. So, what role do benefits play in attracting grower candidates? And what benefits are most effective? Growers are the backbone to our industry, with the work being physically and mentally demanding. To attract and retain the limited talent pool, companies are shifting benefit strategies to support work-life balance, mental, financial, and physical health, and overall well-being. Here are the top areas of focus: Work-Life Balance A healthy work-life balance has always been key to a long-lasting career and retention. Virtual work is not possible for growers tending to plants demanding 24/7 care. Yet controlling work hours and providing support for growers with family responsibilities can be provided to improve work life balance to keep your growing team fresh. Flexible schedules: Options like a 4/10 work week or rotating shifts allow growers to manage family responsibilities and personal appointments. Dependent care support: This can involve childcare reimbursement or in-house childcare programs, as well as emergency backup care for children or aging parents. Lifestyle perks: i.e House cleaning stipends or on-site laundry or uniform service. Vacation and PTO This is another critical factor. Many companies still start growers at only five days of PTO with limited holidays in year one, which can deter candidates. Progressive options include: Unlimited time off – While controversial, data shows that this is not abused and employees do not use more than 15 days in a year. 9/80 work week – Employees working 80 hours over nine days gain an extra paid day off every two weeks. Family sick and bereavement leave Volunteer paid time off (valued by younger generations) Mental health days Floating holidays Birthday, anniversary, or work anniversary paid time off Health and Wellness Benefits Here’s why health and wellness is more relevant than ever today: The World Health Organization identified that mental health is costing businesses around the world $1 trillion a year due to lost productivity. The American Psychiatric Association found that employees with unresolved depression experience a 35% reduction in productivity. The Society for Human Resources Management (SHRM) found that every dollar invested in health and wellness resulted in nearly six dollars returned in cost savings (think lower health care costs due to fewer claims, disability, and workers comp) and productivity. A clinical study done for Forbes “Live Outcomes Report” showed that employers save $580 per employee engaged with mental well-being tools. Absenteeism due to mental health issues is up 300% from 2017 per analysis from ComPsych, a mental health service provider. For growers, physical and mental burnout is real. The lower the stress level, the lower the chance of burnout occurring. Companies are responding with: Covering health insurance with low employee contributions continues to be an attractive benefit for growers of all ages. Disability, life, and death insurance especially with the physical nature of a grower role. Insurance becomes more challenging every year for all companies. At the very least, providing an insurance stipend to offset set what a grower at smaller company pays for self-funded insurance. In addition, progressive grower companies are adding wellness perks: Gym memberships, discounts, or reimbursement (or on-site facilities) Mindfulness apps and guided mediations Teletherapy or health coaching Mental health services Wellness rewards programs for gift cards Company-sponsored sports teams Healthy breakfast, lunch, or snacks On-site nurse or massage services Financial Wellness Programs 83% of HR Professionals reported in a SHRM study that personal financial challenges impact overall employee performance and 57% of employees cite finances as the top cause of stress in their lives. Standard offerings like a 401k or Roth retirement plan remain essential in attracting growers. Emerging financial wellness programs growers are being offered, including: Personal financial education Employee referral bonus Donation matching Identity theft coverage Legal counseling/resources Employee discounts on plant material Tuition reimbursement Pets Finally, don’t underestimate the power of pets! A vast majority of greenhouses and nurseries already have dogs or cats on site for morale. Adding pet-friendly policies and pet insurance can be a differentiator for attracting grower candidates. Millennials and Gen-Z growers will prioritize companies that invest in employees’ total health and wellness. These benefits don’t just attract talent; they strengthen your company’s brand as a top place to work in the community and industry. Healthy growers = healthy plants. And the right benefits make it possible. As originally published on greenhousegrower.com. Click here for the original article.
The Top HR Trends Reshaping Floriculture in 2026
As originally published on greenhousegrower.com. Click here for the original article. Just as the horticulture industry continues to evolve with new plant varieties, equipment, technology, substrates, and inputs, so does its most important asset: its people. In 2026, HR is being reshaped by shifting employee expectations, new workplace realities, and rapid advances in AI and digital tools. For growers and horticulture businesses, staying competitive now depends as much on how you hire, develop, and support your teams as it does on what you grow. Renewed Focus on Employee Engagement Employee engagement may feel like a familiar topic, but it isn’t going away. Disengaged employees slow everything down — from productivity and innovation to workplace culture. Today, engagement is less about perks or pizza Fridays and more about meeting core needs: recognition, clarity, direction, and strong coaching from managers. Engagement and performance are deeply connected. When systems are clear, fair, and transparent, employees perform better. As a result, HR teams are doubling down on building trust, communicating expectations, and creating real opportunities for growth. Give Managers the Time and Space to Lead A key trend gaining traction is freeing managers from doing too much. When managers are expected to chase their own accounts, coach their teams, and handle administrative work, something has to give — and usually it’s people leadership. That’s why many successful companies are carving out as much as 40% more time for managers to focus on developing their teams. In short, you must decide: do you want managers who grow people, or managers who carry a full load of individual responsibilities? You can’t realistically expect both. Hiring Based on Skills and Behaviors Traditional resumes and interviews are becoming less reliable as hiring filters. More organizations are shifting to a skills- and behavior-based approach — focusing on what candidates can actually do and how they demonstrate success, rather than just where they’ve worked or which products or customers they know. With the right assessments, companies are identifying talent that may not have the perfect resume but have exactly the abilities and behaviors needed to thrive. Return-to-Office vs. Remote Work The return-to-office conversation is far from over. With high interest rates keeping many employees in place, companies face a real challenge: the talent you want may not live anywhere near your operation. That leaves three real options: support remote work, offer relocation, or accept a smaller (and less qualified) candidate pool. Remote work brings its own challenges: Leaders need stronger skills to manage performance from a distance. Companies must invest in the right communication and collaboration tools. Remote-work policies must be clear, consistent, and enforceable. Policies only matter if you’re willing to enforce them. A recent KPMG report found that 83% of older CEOs expect a full return to the office within three years, up significantly from the year before. Younger CEOs, however, are more open to hybrid work — suggesting the future of work may be more flexible than some expect. Relocation Is Back in the Conversation If companies want to widen their talent pipeline, relocation needs to be on the table again. A strong relocation package can significantly improve both retention and talent attraction. That means budgeting for it, working with a relocation partner, and preparing package levels that address real-world challenges like housing availability, interest rates, and timing. Flexible, Personalized Benefits Benefits are becoming increasingly customizable. Employees want options that fit their lives, not a one-size-fits-all package. As a result, personalized benefits are quickly becoming a competitive advantage for both retention and recruitment. The key to getting it right is simple: listen closely to what your employees value. A Bigger Commitment to Mental Health Mental health is no longer “nice to have”. Companies are expanding benefits, offering more flexible schedules, training managers to spot burnout, and encouraging employees to use their PTO. Healthy, supported employees simply perform better — and stay longer. Supporting the Whole Employee Well-being is expanding beyond mental health alone. Today’s employees also need financial support, opportunities for social connection — especially in hybrid environments — and access to physical wellness programs. Companies that take a comprehensive approach to well-being tend to see stronger engagement and better long-term performance. Career Development Must Be Personalized Employees want clear career paths and meaningful development opportunities. This is especially true in industries like horticulture, where experienced growers and skilled labor can be difficult to find. As a result, more companies are building in-house programs to train, mentor, and develop future talent. At the same time, AI is reshaping skill requirements across the industry. High-performing companies are planning for widespread upskilling, so employees are prepared to work alongside advanced tools and AI. Today’s talent strategies must assume a blended human-AI workforce. HR and IT: Becoming Close Partners HR and IT are becoming more closely intertwined than ever before. In fact, 64% of IT leaders expect the two functions to merge within five years. As AI tools grow more complex, HR increasingly relies on IT to implement and manage these systems. At the same time, IT depends on HR to understand the human impact of these technologies. The two can no longer operate in silos. AI as a Day-to-Day HR Partner AI is no longer futuristic, it’s becoming a practical helper in HR. It can handle administrative work, speed up recruitment, analyze engagement trends, and even support employees directly. But with this convenience comes responsibility. HR leaders must set clear rules, ensure compliance, and make sure AI tools are used ethically. Most importantly, AI should never replace real, in-person interaction. You still have to keep the “human” in Human Resources. The Move Toward Pay Transparency More states and cities are requiring compensation details in job postings, and pay transparency is becoming a cultural expectation, not just a compliance issue. In response, companies are publishing pay bands, clarifying bonus and equity structures, and conducting regular pay-equity audits. While this shift requires thoughtful planning, it also builds trust with employees and reduces legal risk. Getting Comfortable With Constant Change Change is no longer a one-time event; it’s the baseline. HR teams are adopting the mindset
Ask HR: Would a previous customer be a good employee?
As originally published on gardencentermag.com. BEST is excited to partner with our friends at Garden Center magazine on their “Ask HR” column. Click here for the original article. QUESTION: I recently had a customer suggest they’d love to work at my Garden Center. I don’t know if they were serious, but it got me thinking. Would a previous customer be a good employee? And is there anything I’d need to do differently with them than someone I hired off a job board? THE ADVICE: This is such a fun question, and I’m so excited to explore it! I’ve personally been in this position both as a fan-girl customer turned employee (four times, actually) and as the hiring manager who hired a customer as an employee. And through each of these scenarios, I can certainly offer both positive and negative outcomes, because just like anything else, sometimes it works, sometimes it doesn’t. I worked retail and hospitality throughout college and up until my current position. I was a previous customer at each place I worked, as well, and loved the idea of working there because I was so fond of my experiences. Now, this may go without saying, but it is a much different experience to shop somewhere than it is to work somewhere; the reality isn’t always as glamorous as it may seem, and sometimes the customers hold that impression simply because they love your product or they’ve had a fabulous customer experience (go you!) and want to be a part of that. However, they’re only getting a very surface-level idea of the organization – they likely aren’t aware of the company culture, the KPIs, the POS, the logistics, the physical labor, the long hours, etc. I remember when I was managing a luxury spa, our guests would say “I bet it’s sooo relaxing to work here!” and my colleagues and I would have mental flashes of having to silently tip-toe run through the halls while the services were underway carrying 50 pounds of robes and shoes, flipping the entire spa in 10 minutes, balancing various calls and the reservation books, stocking and reorganizing retail shelves, navigating upset customers…you get the picture. But we just smiled and said “Yeah, it’s sooo nice!” Full disclosure, I absolutely loved that job and was fortunate to work with an insanely fun and talented group of people, but even still, I would never call what we did “relaxing.” The discounted spa services and free cinnamon tea were certainly a perk, though. All in all, this worked out in my case because I was actually extremely passionate about what we offered and loved being a part of that experience for others. Still, there have also been jobs where the other side of the customer experience as an employee was not at all enjoyable (I’ve come to find that I do not enjoy tagging and folding clothes at 6:00 am and aimlessly wandering around with no tasks… I’ll leave it at that.) On the negative side of my experiences, there is one situation that stands out to me where I hired a former regular customer, and it did not turn out well at all, unfortunately. She was always so kind and bubbly when she was in, and was very smart, enthusiastic, and easy to converse with, which seemed to be a fantastic fit for the role we were hiring for. To keep it brief, in time, we came to have issues with sales ethics, behavior, trainability, and overall culture fit with this individual, and it left a very negative impact on the entire team. Of course, you can’t always predict these things in hiring – it was a very disappointing shock to all of us. And as you very well know, in retail, the hiring process for sales associates or cashiers isn’t typically extremely intensive, especially when you’re usually short-staffed and looking to fill as quickly and efficiently as possible. However, I’ve seen the other side, as well, where hiring a former customer was more in line with my positive experience, so really, anything is possible. Ultimately, these are just examples from my personal experience on both sides of the situation, positive and negative. I do think that more often than not, a previous customer expressing interest in your organization would be worth taking a chance on because they are arriving as an advocate for your product or service, displaying immediate knowledge to some degree, and bringing passion and enthusiasm. That excitement and interest in an employee can go a long way, especially in the green industry. The only thing I’d advise doing a little differently with this type of candidate, as opposed to one off a job board, is to emphasize that the working experience is different than the customer experience and try to give as clear an overview of job expectations as possible. All in all, so long as the interview process goes well and there are no major red flags or lack of alignment, I certainly advocate for taking a chance on the previous customer to join your team. As originally published on gardencentermag.com. BEST is excited to partner with our friends at Garden Center magazine on their “Ask HR” column. Click here for the original article.