WHERE LONG-TERM EMPLOYEES COME FROM As for where these long-term hires are coming from, the number one resource companies mentioned were word-of- mouth referrals from current employees. Joyce, Klotz and Lake say they’ve gotten referrals from friends and clients as well. Lake says in one specific instance, he had the dean of the school they’re close to calling him up to tell him that he was going to ‘hire this kid.’ Gil says in their case, before hiring a re-


cruiter, many of their team members came through Craigslist and worked their way up into management roles. When looking for long-term employees,


it’s important to be selective with who you bring on as it greatly impacts your ability to retain them. “Hiring someone who is simply looking


for a job often doesn’t lead to lasting success,” Gil says. “However, bringing on people who thrive in results-driven environments and enjoy being part of a collaborative team is the key to building a committed, long-term workforce. Passion and alignment with the team culture make all the difference.” So, is it possible to identify these stead-


fast team members from day one during the interview process? There’s no absolute way to know, but there are positive indica- tors to look for, as well as red flags. “You always want to be around people


you know, like and trust, and if you don’t have a good feeling on the front end, you’re usually right 99% of the time,” Joyce says.


Sikes says promising candidates tend to talk about the future and are interested in the stability and goals of the company. “Advancement opportunities should be of concern and benefits/401k and insurance,” Sikes says. “Though we are a blue-collar business, we are looking for professionalism and knowledge during the interview process.” Lake says their favorable interviewees show up on time, are appropriately dressed and carry a pocketknife. “The whole thing about carrying


pocketknife tells me that that person is pragmatic, that they understand what ev- eryday carry item is useful and necessary,” Lake says. “That’s a person who’s prepared and who has the tools with them to do the job, and who seeks to be a useful person in the world.” Gil says one of the most telling signs for them is if the applicant has a passion for the industry.


“When a candidatedat speaks enthusiasti- cally about their past work and accom- plishments, it shows they genuinely car about what they do,” Gil says.


ti- past -


ows are


Gil notes it’s


also important to ask why


someone left their previous job as it can


provide insights into their prnto theirr priorities and career path. Kllotz says if an applicant absolutely bashes their former employer during the interview, it could indicate they won’t be satisfied with your organi-- zation either.


ities f l nt


“Vague or negative answers, especially if they blame employers without re- flecting on their own growth, can signal potential issues with retention,” Gil says. Joyce and Lake note a reluctance to


y


make eye contact during the interview can indicate a lack of interest in the job. Klotz says another red flag for him is when an interviewee has no personal goals or hobbies. “It just shows a lack of drive overall,


CityGreen Services gives their employees the tools to thrive. His team members often recruit other employees to the company.


which we want team members that are going to want to nurture some growth within themselves and within the compa- ny,” Klotz says.


THE POWER OF ONBOARDING However, just because a new hire seems like a promising addition doesn’t mean you can be negligent with your onboarding process. First impressions go both ways, and you need to impress upon your new employees that your company is somewhere they can see themselves at for a long time rather than just a steppingstone job. “It’s very important because, especially at a company our size or a lot of compa- nies like our size, it can be a very intimi- dating process,” Joyce says. “If they don’t understand the expectations, the policies and procedures early on, they’ll just get lost in the inertia.” This is the time to get new hires up to speed on their responsibilities and help them understand who your company is and how you operate. Lake says they indoctrinate their employees over 90 days, and if the employee isn’t all in by then, they will part ways. Sikes advises having a training program and mapping out the first 30, 60, and 90


days for each position. “The onboarding experience is


d f h ii


absolutely critical to setting the tone for long-term success,” Gil says. “From day one, we want new employees to understand and embrace the quality of work we expect and feel a sense of pride in what they accomplish. Pride in one’s work is a key driver of retention — nobody wants to spend 8–10 hours a day producing mediocre results.” Klotz notes that when you’re onboard- ing the goal is to make new employees feel welcome and at home from the start.


FOSTERING LOYALTY


Some of the elements that can help foster loyalty to your company include providing


“Hiring someone who is simply looking for a job often doesn’t lead to lasting success. However, bringing on people who thrive in results- driven environments and enjoy being part of a collaborative team is the key to building a committed, long-term workforce. Passion and alignment with the team culture make all the difference.” - Misty Gil with Myatt Landscaping & Construction


National Association of Landscape Professionals 23


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