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 utilize Zoom, FaceTime, BlueJeans, Teams, Skype, WhatsApp, or one of a variety of 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.
Be an Investor When Recruiting and Hiring
Who you hire is one of the most important decisions and investments you can make in your business. However, recruiting and hiring today is more important than finding a person with the right skills and qualifications. Do the candidates fit our culture and strategic vision? Do they share our values and have the right behaviors to make them successful and provide your company a long-term return? Will they still be around in 5 years? Warren Buffett is considered to be one of the most successful investors of all time and is currently the third wealthiest person in the world. Regardless of one’s opinion of the “Oracle of Omaha,” it is hard to argue with his amazing track record of success. As the Chairman and CEO of Berkshire Hathaway, Buffett has inspired millions, while making billions through a philosophy of investing that can also be applied to successful hiring practices in your business. Aside from utilizing financial ratios and other analytical tools to find undervalued companies he can invest in, there are other key considerations that Buffett and many other successful investors look for before making a decision. Never compromising on business quality, taking the long view, and listening to those you know and trust, to name a few hallmarks of Buffett’s investment strategy. Could thinking as an investor also be applied to hiring? After all, when recruiting and hiring a person to join your company, you are making a major investment. That same hire can often be critical for the future success of the company. Time, training, compensation, benefits and other “rewards” for the people you employ are your investments in growing your business and making a return. In today’s low unemployment, low retention “candidate’s market,” approaching recruiting and hiring as an investor may make the difference and lead to better decision making in this critical area. Never Compromise on Quality “It’s far better to buy a wonderful company at a fair price than a fair company at a wonderful price.” – Warren Buffett Berkshire Hathaway was originally a textile manufacturer when Buffett first took control in 1962. He later stated that entering the textile business was one of his worst trades ever but kept the name. That experience taught Buffett that “you get what you pay for.” He was no longer interested in buying something at a bargain in the hope of getting a nice short-term return, especially when the long-term prospects for the business look terrible. He chose a path of “value investing,” in which he looks for prices that are low compared to their actual or future worth and often overlooked by other investors. Never compromising on quality can also be applied to hiring. For example, Candidate A is a high-quality candidate that matches all of the skills, qualifications, experience, behaviors and cultural alignment needed for great success in the position. “A” checks off all of the boxes, has been thoroughly screened and you can see a bright long-term future. Candidate B also has many of the same skills and qualifications. “B’s” behaviors and culture fit were not as strong and the references not as glowing, nor was there a projected long-term future with the company. Here’s the kicker— “B” wants 20% less in salary than “A.” How many would automatically gravitate to Candidate B because they felt they were saving the company money or had to stick to a budget? Quality investments yield high returns and increase in value over time, similar to Candidate A in our example. How does this apply to value investing? Candidate B will inevitably cost the company more over time and return less due to low engagement, poor cultural fit and eventual turnover – in other words a lot more than the 20% saved in Candidate A’s compensation. As Buffett has stated, “Price is what you pay. Value is what you get.” Taking the Long View Once asked how long he would hold a high-quality investment he made at what was considered a reasonable price, Buffett answered, “Our favorite holding period is forever.” Embracing a “buy and hold” investment philosophy, many of his investments have been held for decades. Buffett and investors care more about the future price than the value it was on the day it was purchased. As a business leader, you should care more about what a new hire can bring you a few years into the future instead of having them be able to “hit the ground running” and automatically start making returns on day one. Look for those candidates who are quick learners and can innovatively solve problems. They are the ones that have the experience and behaviors that will help them integrate quickly into your company and excel in the future. Smart investors also continue to invest – just as companies need to keep investing in their people. While you may not have the budget to increase their compensation, look for other ways to invest in your new hires and current top talent and leadership. In a recent Udemy “Workplace Boredom Report,” 46% of employees are looking to leave their companies because of a lack of opportunity to learn new skills, and 80% agree that being given more opportunities to learn new skills would make them more interested and engaged in their work. Do you offer continuing education, seminars, training programs and other developmental programs that will keep your employees learning new skills? There is a measurable ROI to upskilling your employees, and often it is in the form of productivity gains, increased engagement, more profitability and reduced turnover. Listen to Those You Know and Trust “Management changes, like marital changes, are painful, time-consuming, and chancy.” – Warren Buffett Warren Buffett has always noted the importance of only investing in competent and trustworthy management teams. He knows that when he selects partners or managers, their actions and decisions will be felt for many years. As a business leader, you too must be cognizant of selecting competent and trustworthy people to join your organization. They
All’s Fair in Love and Retention
In the current candidate’s market, employee retention can seem like war, but it doesn’t have to be. Often, when top-grade managers leave their organization, it is because of reasons that could be addressed by company leadership and has little to do with salary. In our own internal surveys that we use with candidates, “Company Culture” is the number one motivation for making a career move. As recruiters, we often see candidates willing to take up to a 20-25% cut in base pay for an opportunity that provides more of a challenge, a better company culture, more work/life balance and a “runway” to their future goals. To get your people to stay, you may be thinking, “Well – I’ll just increase their compensation and that should do it.” Or – when presented with an employee that is leaving, “I will make him a counter offer he can’t refuse.” Worst case, your budget may not allow for it. Best case, you may get another year or two out of the employee but the underlying issues for them wanting to leave still remain. The good news is that it is not just about compensation. The bad news is that if you’re not taking steps to address employee retention and understand why your talent is leaving, it is open season on your people. We have identified many clients and companies we work with that have excellent employee retention and they all share the same four components that we call L-O-V-E (L for Learning and Development programs, O for a great Onboarding experience, V for Values and Culture, and E for Engagement). Thus, when it comes to retention, think about making LOVE not War. Learning and Development How many of us have said to ourselves at points in our career, ”Did I learn anything new today or was it just another day at the mill?” Learning and development programs are proven ways to boost engagement and loyalty. According to Ellie Bertani, Director of HR Strategy and Innovation at Walmart, “I believe business needs to stop looking at employees as a cost center and realize they are an investment. Training them is an investment that will pay dividends in the future.” There are external factors at work as well. According to Niall McKinney, president of AVADO, “As more jobs become automated, employers need to help employees re-deploy in new or more advanced areas. Around 32% of current workers ages 16-54, regardless of their position, may need to retrain within the next 12 years. Research also shows that workers are leaving your company because they don’t see the career path and opportunity they’re looking for. They may have higher expectations, or they simply need guidance. They also may have been thrown into a position without proper onboarding or training and are learning simply by making mistakes, which can be soul-crushing. In a recent Udemy “Workplace Boredom Report,” 46% of employees are looking to leave their companies because of a lack of opportunity to learn new skills. This is where a more experienced counterpart or mentor can provide the training, skills, career/life guidance, coaching and patience that can help them learn the position, see their fit within the company and culture, and see a future. Do you offer continuing education, seminars, training programs and other developmental programs that will keep your employees learning new skills? Do you have a portion of your meetings dedicated to best practices or learning something new, or even a simple sharing of information? There is a measurable ROI to upskilling your employees, and often it is in the form of productivity gains and reduced turnover. Onboarding Onboarding is a great tool for welcoming a new team member and first impressions here are lasting. Think about your own career. How many of us on our first day in a new job had to find a temporary workspace since our workstation wasn’t ready? They may not have had our email setup yet and didn’t even have new business cards printed. “I’m sorry, I didn’t get the email that you were starting today,” was often a common refrain. You can feel the love and sense of belonging in your new company, right? According to ServiceNow, 80% of workers experienced some issues when starting a new job. One third stated they received no training at all, while 28% were unsure of their responsibilities and goals. 20% felt they were not fully onboarded after three months on the job! In fact, that same 80% would rather go on an awkward first date then attend a new job onboarding session or orientation. What do new hires want out of onboarding? In the ServiceNow survey, 58% want a walk-through of key processes or want a “buddy” or mentor they can turn to for questions. According to a recent Harris Poll, 93% of employers agree that a good onboarding experience is critical to influence the new hire’s decision to stay with the company. In fact, nearly 1 in 10 new hires leave a company due to a poor onboarding experience and the attrition rate can be up to 22% in the first 45 days of a new hire. The solution? Have a comprehensive plan for onboarding new hires. Your onboarding may include: a pre-boarding with your new hire (welcome packet and schedule, including a welcome letter from the CEO, sent prior to their first day); scheduled walk-throughs with key department heads; a longer duration for getting acclimated (most successful onboarding plans take weeks or even months); and the assignment of a coach/mentor to help them learn the new job quickly and immerse them into your company culture. Values & Company Culture Company values and culture are more important than ever when it comes to retention. Are you giving people insight into the company’s mission, values, vision and purpose? A good thing to do is write it down, not just have it on your web site, but have it visible throughout your entire operation. According to Bretton Putter, Founder and CEO of CultureGene, “The
