aren’t teaching a practice five different ways. “Before you know it, you have con-
flicting ideas, especially if you have one crew member bouncing around different crews,” Parsons says. “You’re not going to get consistent results and then it might create conflict on site because they’re like, ‘Well, this person said, do it this way.’ or ‘This person said, do it this way.’” Parsons has found training all his em-
ployees on irrigation has been helpful in their efficiency. This allows them to avoid eating the cost of having a dedicated irri- gation team come out for a simple fix like moving or replacing an irrigation nozzle when a crew is already on site. Jones says having their management
team cross-train with their customer service department has been the most beneficial. “Managers can offer solutions in re- al-time that we can use to navigate future issues,” Jones says. “Some things can be re- solved over the phone instead of in-person visits. Additionally, our managers can see just how busy the call center can be.” Deane says they focus on cross-training
key roles like assistant field managers and field managers. “For assistant field managers, this includes mastering various software, technology and equipment, as well as gaining hands-on experience by observing customer interactions and eventually man- aging their own,” Deane says. “These skills are essential for their professional growth and advancement.”
ADDRESSING RELUCTANT EMPLOYEES When marketing cross-training to
your employees, refer to it as continued education. Jones notes that employees tend to appreciate it when you’re investing in them. Parsons says he’s had some employees be afraid to learn a new skill and he says it’s important to make them feel comfortable messing up. “Tell them, ‘You haven’t done this before,
and it’s probably not going to go well the first time, and I’m okay with that’,” Parsons says. “They just need to be willing to learn and grow from that.” Deane adds that if an employee is hesitant to learn new skills or pursue new roles, it may be due to a lack of confidence in their abilities. “In these cases, it can help to have a
conversation about their concerns and weigh the pros and cons together,” Deane says. “If they feel lacking in certain areas,
Packed with Value
The Steel Green SG36 is a compact, zero-turn spreader/sprayer ready for big tasks. With a 30-gallon liquid capacity (eight-foot spray width) and 120-pound hydraulic hopper (25-foot spread), it’s ready to tackle properties quickly and effectively. Made in the USA, designed for ease of maintenance, and loaded with valuable features, the SG36 gets the job done and then some.
Scan the QR code to check out the SG36
offering additional training might boost their confidence and skills.” However, it’s important to understand that some team members may not have the desire to learn more or take on new roles. Your managers need to acknowledge this is the employee’s decision to make.
ADVICE FOR OTHERS When first rolling out cross-training, start small. “Make sure each of your staff mem-
bers can complete each other’s tasks,” Jones says. “Once that training is complete, start the process of training across depart- ments.” Even if departments are simply
observing how tasks get done, all parties will benefit. Jones recommends adding cross-training to your operations as soon as possible. “In the short term, it may cost you some
time, but in the long term, the benefits far outweigh the time spent,” Deane says. TE
steelgreenmfg.com (765) 481–2890 National Association of Landscape Professionals 17
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40
