PEOPLE SMARTS: From 'Just Talk' to Engagement

One of the most frequently reported frustrations among landscape contractors concerning their HR issues is the inability to spend more time communicating with their employees.

For most landscape managers, this challenge is a matter of time allocation; for others it is proper prioritization. The traditional weapons of more money and increased benefits are no longer enough to win the war for the best employee talent in our industry. The battle is now being fought over which company – small or large – has the best employee relations and communications programs.

In spite of their best intentions, sometimes landscape company owners become so focused on hiring people that they lose focus on how to treat them once they come aboard. In particular, new employees size up their company in the first few months of employment and, based upon these experiences, begin to make decisions about how long they will stay employed there. These early experiences form lasting impressions – you expect to see the best in them and they expect to see the best in you. In many cases, poor communications can erode even the best recruiting and selection program.

Therefore, it is important for landscape contractors to develop an employee communications strategy as a part of their overall human resource initiatives. Some key points to consider include:

1. Communication needs to be constant. Clear, concise, and regular communication is always best. So many times companies wait until the last minute to communicate changes, especially when the news is not so positive (e.g., medical premium increases, lower revenues than projections, etc.). 

Landscape contractors can find the time each day to see and positively urge the workers on who are taking off for a hard day to do their best and greet them upon their return to the company facility. This activity can be supplemented with postings regarding company news and upcoming events, weekly employee meetings that go into more detail, payroll stuffers and other ad hoc face-to-face meetings which build trust and foster more open dialogue.

2. Communication should come directly from the horse’s mouth. There is nothing worse than when employees hear of important company news first from the likes of vendors, competitors or other third parties. Employees may feel a sense of betrayal, awkwardness and loss of power.  Therefore, it is important to communicate as much information as possible, honestly and accurately, concerning pending change without violating a trust or confidential agreement. This way, employees will feel more involved, more understanding of pending decisions and will more likely embrace the organizational changes once they do occur.

3. Tighten up your employee communication program. Because of the nature of the workforce, especially those who have smaller numbers, make sure your employee communications have a consistent tone and style. Always appeal to your audience and stay away from any corporate jargon. Employees will then come to look forward to and identify with each communications piece. Don’t forget to retain a competent translator who can accurately communicate to your non-English speaking workers.

4. Involve all managers and supervisors in the process. Don’t let the boss go it alone. Managers and supervisors are credible and respected members who are valuable resources for conveying key company messages. They need to be active participants in the process and need to assist with the development and delivery of detailed “talking points,” Q & As, and face-to-face presentations.