PEOPLE SMARTS: Know When to Hold 'Em

With many green industry employees and employers parting ways at the rate of some of the hands on cable television poker tournaments, company owners and hiring managers might think it is an easy task to attract some of the good workers in the employment pool. But as the old adage goes, finding Mr. or Ms. Right can be very different than finding Mr. or Ms. Right Now.

The best companies in our industry who attract good people do so by making it a vital part of their strategic planning process. These companies understand and appreciate the art in finding the right people for the right jobs.

Consider the typical landscape company married to a recruiting model that makes it tough to find well-matched job candidates. They haphazardly put a few bullet points together, generally noting how to get the job done rather than the type of individual they are looking for, and call it a job description. The landscape company owner or human resource manager then places this want ad in newspapers or on the Internet. Like a worm on a hook, the ad dangles the typical description of company benefits and programs in the hopes the right candidate bites.

The process concludes with prayers that the recent hire, picked from the lot of job seekers, understands the business and its culture. After a few months, the manager wonders why the person hasn't worked out and starts this process all over again.

Companies need to look at recruiting in a more strategic and cultural way in order to attract and retain the best people. If not, they risk their business going down the drain.

Here’s an example of a client of ours who operates a very profitable mid-sized Southern California-based landscape company who has gotten it right. About five years ago he realized the talent pool for managers and supervisors had dwindled in his particular marketplace and he had more client business opportunities than he could handle with the current workforce. After trying traditional methods, he took our advice and changed his thinking by including a staffing strategy in his business planning methodology.

First, he clearly defined his company’s business goals and key drivers. This led him to determine who to target in terms of background, experience and expertise. He better identified the type of employee who would enjoy long-term success at his company than others who just looked good on paper.

Because he knew who he wanted, he built the programs and benefits to attract, retain and provide a motivating culture for the particular type of candidates he wanted working for his company. It became a much easier task to recruit the best candidates who matched his overall organizational picture.

Although it took a considerable time investment up front, this strategic recruiting approach resulted in saving time during the attraction and selection phase while targeting only those candidates who met his experience and personality criteria. He also implemented rewards, benefits and other more contemporary employee-centered programs (flexible work days, personal development, etc.) that complement his targeted/strategic workforce. Turnover in the managerial and supervisory ranks was around 15 percent in 2005 and their business is growing at a 22 percent clip.

Life can be good if you not only play your cards right, but also make sure to play the right cards, too.