Building better culture

A strong workforce is built on inclusivity. Irrigation and lighting industries are embracing diversity as a key driver of success.

An inclusive workplace starts with culture, notes Jennifer Myers, executive director and workforce development senior director at the National Association of Landscape Professionals Foundation.

“Leaders need to set the tone that every employee is valued and respected and diverse perspectives are seen as a strength,” Myers says. “That could mean creating employee resource groups, offering bias training or making space for open conversations.”

Employees who feel they belong bring their best work forward, translating into better service, stronger relationships and, ultimately, a more loyal customer base, she adds.

Representation matters when it comes to customer profiles and cultural competencies, and that includes language, dialect, mannerisms, attitudes and traditions, notes Wayne Encalarde Jr., MBA, EDFP, Master ASBC, principal and CEO of Encalarde Consultants in New Orleans.

“While companies have these internally — which could be curated — they tend to be an amalgam of the individuals inherently making up the organization,” he adds. “Most small and midsized businesses tend to hire from the communities the founder is from, so its internal culture tends to reflect the values of the founder’s background.

“While [hailing] from an underserved community is great,” he adds, “as a company grows and expands, it requires that it continues to develop divergent perspectives from different groups of people who can contribute more than requisite knowledge, skills and abilities to perform their job function.”

The most important perspective is diversity of thought or approach through lived experience, Encalarde notes, adding that it creates a better product or service, an atmosphere where everyone feels heard and an environment that feels welcoming, giving the workplace a sense of community and belonging.

Representation also matters in the chain of command, he notes. “If no one who looks like me is in upper management, it may signal there may not be opportunities for me at the top of this organization,” he adds. “Some may try to trailblaze while others seek advancement through shopping in the market. It translates to losing good and talented individuals for a lack of perceived growth and advancement.”

Customers are identity-focused on supporting companies that reflect their individual values, background and beliefs, Encalarde notes. “Being able to connect with a multitude of segments that make up the economy is critical to ensure a robust marketing base,” he says. “While the product and/or service should still satisfy consumer pain points with features they desire, being able to effectively communicate those elements to the various groups means having cultural competency to connect meaningfully with each target market segment.”

Mentorship and leadership development are key to inclusion, says Myers. “They help employees see a path forward for themselves and give them access to the support and networks needed to succeed,” she adds. “A strong mentorship program ensures underrepresented voices don’t get overlooked. Leadership development helps managers learn how to build inclusive teams. Together, those efforts create a pipeline of future leaders reflecting the diversity of your workforce and customers.”

“Mentorship is a dying art, as it takes a sense of wanting to see someone grow or replace you in the future,” Encalarde notes. “It can be difficult to find and pair mentors with mentees. As it relates to diversity, equity and inclusion work, it is critical because if glass ceilings are being broken, the newer generation will need the guidance of seasoned mentors to help navigate their new roles.

“Legacy mentors are sometimes averse to new ideas and concepts mentees may bring,” he adds. “The upper management culture may not be receptive to new ideas as power has solidified more concretely at the top and the stakes are higher.”

If the focus of having a well-rounded and well-represented organization matters to top management and they remain open and committed to organizational improvement, allowing the organization to thrive may require outside executive coaches and new board members to help drive upper management change, Encalarde adds.

Cherisa Chapa, ASBC, a business process consultant with Recharge Consultants, notes mentorship provides access and support, while leadership development equips people to create and sustain inclusive environments. Combined, they create a cycle of empowerment driving equity and belonging.

Mentorship connects employees with people in the organization who can help them navigate barriers and see advancement pathways, Chapa notes. “Using guidance, feedback and encouragement, mentors boost employees’ confidence and help them develop needed skills,” she says. “Employees who feel supported and valued are more likely to stay and engage fully in the workplace.”

Diversity fuels innovation because people with different experiences see problems — and solutions — in different ways, Myers notes. “When you bring those perspectives together, you get more creative ideas, better decision-making and products or services that resonate with a wider audience,” she adds. “Over the long term, this adaptability and innovation keep businesses growing and competitive.”

Effective leaders set the tone for an organization’s culture — when leaders demonstrate respect, equity and openness, others follow suit, says Chapa. “A diversified, talented, inclusive workforce that feels supported is generally more creative, better at problem-solving and provides improved outcomes,” she adds.

“If no one who looks like me is in upper management, it may signal there may not be opportunities for me at the top of this organization.”
— Wayne Encalarde Jr., MBA, EDFP, Master ASBC, principal and CEO, Encalarde Consultants

Myers notes some best recruiting practices:

• Partner with schools, community groups and professional associations to widen a company’s reach.
• Write job descriptions that are inclusive and free of unnecessary barriers.
• Showcase a company’s values and commitment to diversity during the hiring process.
• Involve diverse interview panels so candidates see representation from day one.

An accurate job posting — one without jargon or gendered language — that starts with a clear description of the role and business needs, then includes the salary range and clearly highlights responsibilities, qualifications and available growth opportunities, showcases what makes the organization unique through its culture, mission, benefits and flexibility, says Chapa.

“The applicant process should not be cumbersome or overly complex,” she adds. “Respecting the applicant goes a long way. The entire process should have clear expectations, feedback and positive interactions. It should have an appropriate number of interviews, consistent negotiation tactics and respectful, timely communication processes — even when stating you are not interested in moving forward with an applicant.

“Asking for requirements beyond reasonableness, such as an entry-level position asking for five years of experience, unless that is appropriate, or a master’s degree for a low-level position is ridiculous,” she adds.

A strong online presence through LinkedIn, Glassdoor and career pages that reflects company culture and values goes a long way, Chapa says.

Beyond recruiting, the culture work continues with new employees — and existing employees who want to improve or move into new roles. Myers notes some best training practices:

• Provide ongoing diversity, equity and inclusion (DEI) training, not just a one-time session.
• Incorporate real scenarios employees face so the training feels practical and relevant.
• Invest in leadership training focused on inclusive management and communication.
• Blend DEI into technical and professional training so it becomes part of everyday learning, not a separate track.

Connecting formal and blended training formats to role-specific business goals, which include skill assessments to identify gaps, allow for tailoring modules and consider employee career goals is important, Chapa says.

“Interactive workshops, role-playing, group problem-solving and real-world simulations — including gamification — keep motivation high,” she adds. “Job aids, checklists and digital resources are valuable. Recognizing and rewarding ongoing skill development and encouraging peer-to-peer learning, communities of practice and mentoring programs are often overlooked but essential to keep the training relevant.”

Cross-training disciplines is a good practice, notes Encalarde. “Sensitivity trainings on different cultural aspects of social, economic, religious and cultural norms help greatly to allow for others to empathize more effectively with other team members not from their background,” he says.

The company being open to paid training or upskilling in language acquisition for employees — especially if a company’s client base is multilingual or speaks a nonnative language of the company — is another best practice, Encalarde notes.

Opportunities for socialization in nonwork environments, where people can connect, share and build with one another, while not a training per se, are important, Encalarde says.

“Employees who feel supported and valued are more likely to stay and engage fully in the workplace.”
— Cherisa Chapa, ASBC, business process consultant, Recharge Consultants

For employee retention, Encalarde recommends team-building exercises where trust and innovation are required and expected, as well as teaching team members how to proactively coordinate in groups, hold meetings and communicate in correspondence internally and externally.

When misunderstandings happen, allow space and opportunities for clearing the air in a positive and productive way facilitated by management, a mediator, translator or counselor, he says.

A commitment to everyone feeling respected, safe and valued should be a core tenet that bolsters retention outside of economic elements like pay and benefits, which also play a role in general retention issues, he adds.

Embedding DEI lenses and aligning policies and practices within an organization establish fairness and trust, says Chapa. “When everyone feels seen, heard and safe, employees feel they belong,” she adds. “Difficult conversations can be opportunities to improve. Clear career progression and transparent promotion give everyone an opportunity to succeed and advance.”

Carol Brzozowski is a freelance writer with a specialty in environmental journalism based in Venice, Florida. She can be reached at brzozowski.carol@gmail.com.