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KlotKlotz says his rand vision is to


make it clear to new hires


es that landscap- ing iing isn’t just a job, but


but a career. “We need to


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Competitive wages can help with retention as well, but paying above the market rate isn’t the main deciding factor for employees staying.


Competitive wages ca


Lake says they do profit sharing when the company reaches their margin goals, as th


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a fulfilling car a fulfilling career


path, competitive wages and a culture of respect and connection.


“Career development is a cornerstone of our employee retention strategy,” Gil says. “We believe investing in our team not only benefits the individual but strengthens the entire organization. We actively encourage employees to pursue professional certifi- cations, such as obtaining their pesticide license, and we provide opportunities for them to attend seminars, field days, trade shows, and specialized classes.”


Gil says they conduct monthly training sessions and provide a clear roadmap for employees to understand what skills are required to progress.


“When employees see that we’re


committed to their success and that their aspirations align with opportunities within our company, it builds loyalty and inspires them to stay and thrive with us,” Gil says. Joyce agrees employees stay when they


see a career ladder and know where the growth is. He says a lot of their people in


24 The Edge //March/April 2025 Your company culture and other


employees also impact the ability to retain goo


while they don’t pay above the market ave


“You’ve got to lead with empathy,”


Joyce says. “You have to understand your employee and who you’re managing, and you’ve got to figure out what makes them tick and be able to be a person to them, not just an employee-employer relationship. You’ve got to be emotionally engaged with them more, not just on the work level, but so they understand that you care about them.” Sikes says being approachable and hav- ing a personal relationship with your key employees can turn them into recruiters for your organization. Gil notes that the Myatt family’s involvement in the day-to- day operations resonates with employees. “Their active presence not only sets


the tone for our values but also reinforces an environment where employees feel supported and appreciated,” Gil says. “To- gether, these elements create a workplace where long-term employees feel valued,


erage, their employees stay long-term because they treat them as family, and their opinions matter.


good team members long-term. Klotz says whi


“While compensation is important, we’ve found that other factors, like job satisfaction, work environment, and career development opportunities, play a larger role in retaining employees over the long term,” Gil says.


we sat


do away with the term laborer and start using apprentice,” Klotz says. “The whole idea being there’s a bigger e in mind.”


y started out in y-level jobs with


connected, and empowered to succeed.” Lake says his team members appreciate


the level of transparency his company provides and how they hold everyone accountable for their actions. “I have always said we spend as much time with our work family as we do our babies at home,” Sikes says. “I am going to choose to surround myself with good people and like-minded individuals.” Joyce says their benefits, profit sharing, and being part of a winning team are all reasons his employees have stayed long- term. He says they are proud to work there. “I have grown tremendously as a landscaper and a person since the first day I started at Myatt Landscaping. Myatt has allowed me to grow in areas that stretch far beyond the horticulture field,” says Herbie Champion, installation and construction division manager for Myatt who has been with the company for 21 years.


RECOGNIZING TENURE It’s also critical not to take your long-term employees for granted. How you recognize and reward your team members will vary based on their personal preferences. Talk to your long-term employees to understand what means the most to them. Lake says when he asked his team what


would be the most meaningful thing for them, they answered cash. “If you’ve been here 10 years and be-


yond, for every year after 10, you get $100 bucks,” Lake says. “At your 10th year, you get $1,000. At 12 years, you get $1,200. At 32 years, you get $3,200 cash.” Joyce says they recognize their employ- ees on their annual anniversary, and when team members have been with the com- pany for more than 20 years, he presents them with a Rolex watch. “We have 11 employees who have been with us who have been presented with Rolex watches,” Joyce says. Gil says each year they celebrate em-


ployees who have reached significant an- niversaries like 5, 10, 15 years, and beyond, with a special crystal award presented during a holiday team meeting, ensuring the entire team is part of the celebration. “In addition to the award, employ-


ees receive a bonus and a personalized thank-you letter that acknowledges their contributions and extends our gratitude to their families for their support,” Gil says. Employee anniversaries are also shared in their monthly newsletter and team members who have been with Myatt for five years or more are showcased on their ‘Wall of Fame.’


Joyce Landscaping, Inc. rewards team mem- bers who have been with the company for more than 20 years with a Rolex watch.


Joyce says their benefits, profit sharing and being part of a winning team are all reasons his employees have stayed long-term.


Joyce Landscaping has 11 employees who have been presented with Rolex watches.


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