Investing in people – not the latest technology and equipment – is key to building a successful landscaping business.
At least that’s what established landscape contractor and business guru Frank Crandall claims. The founder and owner of Rhode Island-based Wood River Evergreens, Inc. shared his business smarts with a crowd at the 2002 Lawn & Landscape Business Strategies Conference, calling employees the vitality of any profitable company.
“Happy employees are your most valuable assets,” Crandall said, noting the incessant need to focus on building satisfaction among workers. “Always look to primarily invest in your staff.”
Citing examples from his own endeavors with Wood River Evergreens, Inc., Crandall outlined 10 keys for attracting, hiring and retaining profitable employees:
1) Create a “company culture” to support a winning team.
Crandall encouraged those in attendance to develop a “company culture” of optimistic thought and action. Owners, he said, are particularly responsible for setting an example of positive morale for their employees. And although owners often find themselves playing a variety of roles – from “psychiatrist” to “educator” – they must remember that their role as “coach” can be most beneficial. As such, they should develop winning strategies, support and motivate employees, and show appreciation for the efforts of each team member.
2) Look professional – and attract professionals.
Attracting clients – and prospective employees – is made easier when professionalism is part of the plan, Crandall asserted. Emphasizing the need to exude a professional appearance, he urged attendees to build strong brand images that elicit respect.
“Everything that you produce should have your brand and should have your logo on it,” Crandall noted, sharing examples of his own company’s brochures and thank you cards. He also encouraged owners to keep their office grounds looking attractive and representative of their companies’ landscaping work. Such details, he said, will enable a company to attract more customers and talented personnel.
3) Be specific about job requirements.
Since employees, according to Crandall, are the greatest capital a company has, they ought be selected with care. “Hiring is like adding a member to your family,” he said, emphasizing the need to be thorough when selecting a new member of any company family. Crandall insists that hiring the “right” people begins with running carefully designed classified ads to attract those who meet specified job requirements. Employees should be sought based on what they can add to an already-strong, talented and diverse team.
“I look for employees that can do the things I can’t,” Crandall explained. “I look for skilled employees whose talents will complement the abilities of current staff members.”
And Crandall is adamant about the absolute need to check references for each potential employee. Failing to do so can produce dangerous results, he warned.
4) Network to find new personnel.
Hiring can be drudgery when the pickings are slim – but networking widens the pool of potential new hires, Crandall pointed out. Finding high-quality employees is simplified by networking with local universities and green industry organizations. Placing classified ads in their publications often draws interest, Crandall said.
5) Open your doors to the community.
Hosting a job fair can be an effective way to gain community approval, while drawing on the local workforce, Crandall noted. By putting on such fairs, a company illustrates – to the community as well as prospective employees – its emphasis on people, not just profits.
“One of the things we have done in terms of how to attract new employees is job fairs,” Crandall stated, referring to his efforts with Wood River Evergreens, Inc. “Because of the importance we place on hiring the right employees, we decided to host our own.”
6) Define the rules.
Crandall, a big believer in thorough company policy, recommended owners have a business consultant or an attorney review their company handbooks for legality issues. Handbooks should be updated each year to include new regulations – and when new guidelines are made, employees should be part of the decision-making process. That way, Crandall assured, they tend to take on more responsibility for the book’s contents and help ensure the new rules are being honored.
7) Create opportunities for employee advancement.
A company is only as effective as its employees. Why not, then, increase employee proficiency by encouraging them to continue their skills training? Crandall answered that question, urging owners and managers to make employee advancement a priority. He suggested sending employees to seminars and paying one-time bonuses for any relevant certifications they achieve.
8) Reward employees.
Incentives are huge in terms of keeping employees happy, Crandall said. People who feel their efforts are noticed and appreciated will perform well. In addition to the basic health and dental benefits, companies should offer extra rewards, he suggested. Some of the extras Crandall has instituted successfully in his own company are: paid lunches; employee banquets; holiday parties and bonuses; a competitive pay scale; and flex-time scheduling.
Crandall also recommended continuing benefits throughout the winter months for those employees who are laid off for the season.
9) Help employees set their own personal goals.
Crandall discussed the need for owners and managers to conduct yearly performance evaluations to be sure their employees are staying on target with their performance goals.
10) Keep your team motivated.
Remembering to say “thank you” is also crucial to a successful business. Crandall suggested showing gratitude to employees, vendors and customers – through words, notes and letters.
The author is Assistant Editor - Internet of Lawn & Landscape magazine and can be reached at aanderson@lawnandlandscape.com.