Our last few posts have contained some insights culled from State of the Industry surveys done by trade publications in the greenhouse, nursery, and lawn and landscape industries. Like many of you, we look forward to these annual looks at the triumphs and travails of each passing season.
With 2020’s pandemic pressures fresh in our minds, we expected the year’s surveys might yield some surprising results. And they did. But in one remarkable way, they didn’t: Labor concerns topped every list as the most significant problem facing horticulture-related industries across the board.
When we thought back, we couldn't remember a year when labor wasn't No.1. So, we reached out to an editor for her insights. It’s been topping the lists for as long as she can remember, too. But even though COVID-19 didn’t knock labor from the lead, growers we've spoken with lately say things have still changed.
Commercial horticulture’s collective pandemic experience has transformed the industry’s take on these concerns—and accelerated trends previously underway. Lesson learned from 2020’s insights can help you tackle these topics anew:
- Finding qualified new hires.
“Finding” may be the key word here. Competition for qualified labor has only intensified. Increased interest in plants and gardening may translate to new faces in the hort industry workforce. But skilled, experienced, industry talent in the market for new positions is at a premium.
According to Nursery Management magazine, lack of qualified available labor was the biggest hiring obstacle for 45% of nursery growers in the last year. Yet, 40% of nursery growers surveyed didn’t limit new hires. For some, that meant settling for quantity over quality. For others, running leaner than you’d like became the rule.
The days when highly qualified candidates hoped to convince you of their qualifications have mostly gone. They understand the leverage they have.
Increasingly, it’s up to you to actively seek out desirable candidates and convince them that your operation is where they should be. As we mentioned recently, social media and online networking have become crucial avenues for recruiting talent of all ages.
- Revisiting labor costs.
Let’s face it: Top talent is looking for and getting top wages—because they can. But it pays to remember why that’s true. Highly qualified, personable, motivated employees do more work and better work than less qualified, less motivated workers. And their attitude of achievement trickles down to everyone around.
In a way, investing in labor by revising your payroll approach is similar to automation gains. You can do more in less time with fewer people and—if you do it right—you’ll do it better than you did before.
Greenhouse Management magazine reported interesting stats for 2020 hourly and salaried compensation compared to 2019. More than half of greenhouses surveyed increased hourly rates, while 39% of you kept wages the same. But salaried workers didn't fare as well: 45% of greenhouse salaries stayed constant, and only 35% increased salaries.
For major and minor roles, keep in mind that compensation is only one part of the puzzle. Job candidates base decisions on many things, from company culture to sustainability practices of companies comprising your supply chain.
- Developing leaders downline.
For many of you, 2020 revealed a lot about your operation’s leaders-in-waiting. We’ve talked before about succession planning. That’s important, but it’s not the leadership we’re talking about here.
When coronavirus restrictions went into effect or staff quarantines and positive COVID tests surfaced, the pandemic became like a line drawn in the sand. The depth of leadership—or lack of depth—in many growing operations became apparent.
As one grower told us, the people who stepped up and stepped in weren’t always the ones they expected. And they often didn’t carry titles or training to match new responsibilities. Managers that put off cross-training plans faced critical production gaps. Those with hearts for building in-house talent saw fruits of their labor materialize.
Now that COVID revealed these leaders, it may pay to show some gratitude for their grit. And to address the depth of leadership within divisions and positions, as well as the depth of training and cross-training across your growing operation.
A recent marketing study found that 86% of 2020’s gardeners plan to do at least as much gardening or more in the coming year. So, you’re going to need all the good help you can get. Here’s hoping that lessons learned help fuel the horticulture industry’s continued success.
Here at ICL Specialty Fertilizers, we’re optimistic about the year ahead. Helping growers like you succeed drives us to make a difference. So, drop us a line or give us a call. Let us be your partners in growth. Let’s talk about the lessons 2020 taught us all.