One major issue landscape business owners face is a competitive labor pool. Developing diversity initiatives can increase that labor pool and develop a company’s next generation of leaders.
Diverse teams introduce increased productivity and profitability, more intelligent decision-making and innovative problem-solving, says Jennifer Myers, senior director, workforce development, National Association of Landscape Professionals and executive director, NALP Foundation, Fairfax, Virginia.
“Numerous studies have consistently demonstrated diversity plays a crucial role in driving innovation, with diverse teams generating up to 20% higher revenue compared to nondiverse teams,” she adds.
Combining perspectives
A diverse workforce encompasses a range of perspectives, ideas and approaches, enabling teams to find solutions incorporating multiple angles of a problem, which ultimately strengthens and optimizes the proposed solutions, making them more well-rounded and effective, Myers notes.
It also gives a company a competitive edge, says Barbara Booth, vice president of micro irrigation, Rain Bird Corporation, Azusa, California, and past chairperson of the Irrigation Association’s Diversity, Inclusion and Opportunity Advisory Group.
Promoting diversity in hiring attracts a wider range of clients, strengthens reputations and improves decision-making by combining different points of view, and it motivates creativity and innovation by bringing people together, says Deniece Maston, advisor, HR Knowledge Center, Society for Human Resource Management, Alexandria, Virginia.
Fostering an inclusive workplace boosts employee retention and satisfaction, she adds.
Employees know they are valued and appreciated for who they are in addition to what they do through diversity policies, notes Richard Lehr, shareholder at Lehr Middlebrooks Vreeland & Thompson, in Birmingham, Alabama, who works on diversity issues with several companies and industries and serves on the NALP’s diversity and inclusion council.
“Each crew is a team; a company is a team of teams,” he says. “When employees work in a culture where they are engaged, they are more likely to remain.”
Creating an inclusive culture to attract and retain a diverse workforce involves a thorough examination of a company’s current demographics, hiring practices, benefits and overall culture, says Myers.
NALP’s Industry Diversity, Equity and Inclusion guidelines describes diversity as “the presence of differences that may include race, gender, religion, sexual orientation, ethnicity, nationality, socioeconomic status, language, (dis)ability, age, religious commitment, or political perspective.”
While a company may excel in certain areas such as attracting young professionals, it may struggle in others, such as having a high turnover rate among women, says Myers, adding it is important to understand the reasons behind these challenges.
“Do your colleagues share the same observations?” says Myers. “Is your organization actively evolving its workforce development initiatives, or does it rely on outdated programs and strategies? Taking the time to evaluate your company’s image and messaging from the perspective of a diverse population is crucial.”
That entails encouraging honesty and self-reflection among staff members involved in the process and then applying those insights effectively in such a way that engages all levels of leadership to advance initiatives and address diversity, equity and inclusion challenges to make a meaningful impact, she adds.
“It helps if you believe a diverse workforce makes your company stronger,” notes Booth. “We can’t afford to exclude historically underrepresented groups from our recruiting efforts.”
It is critical to be intentional about those practices, Booth says.
“You can ask others how to effectively reach potential employees of those underrepresented groups, especially as members of your target group, and then do the outreach,” she adds. “Let those target groups know you want them to consider a job or career with your company.”
For instance, if a company is looking to hire women, a business owner can learn much by asking women in their network to identify other women who could be an asset to the company and what is the best way to reach, speak to and recruit them, Booth notes.
“The challenge is to make the industry attractive to any potentially qualified employee,” Lehr notes.
What retains employees is consistency in scheduling and pay so that on inclement weather days, the employee does not feel like a day laborer, he adds.
“Culture is important,” says Lehr. “Does the employee feel part of a team? Is good performance recognized? Are diverse cultures, life experiences and interests welcomed and celebrated? Too often, diversity is viewed narrowly such as based on protected class status – race, sex, national origin, etc. True diversity is much more than that.
“An irrigation/landscape business may want to attract applicants from diverse populations in online spaces,” says Maston. “Consider utilizing job boards and websites catering to a variety of backgrounds to expand your reach.”
Engage with potential candidates by participating in career programs hosted at high schools, community colleges, vocational schools and veteran organizations, she adds.
Internships, apprenticeships or job shadowing experiences provide future applicants with a genuine understanding of a company and its industry, Maston says, adding hands-on training opportunities can be appealing to individuals seeking work experience.
“Emphasize clear paths for career advancement and skill development within the industry,” says Maston. “Employees value opportunities for progression and professional growth.”
Promote the diverse range of job opportunities available within a company, Maston says, as “from design to maintenance, showcasing the variety of roles demonstrates inclusivity and accommodates varying skill sets and interests.”
Creating culture
Recognizing the importance of work-life balance is another crucial aspect, Maston points out, adding flexible arrangements such as part-time or seasonal work appeals to individuals with diverse schedules and commitments.
Company managers demonstrate their efforts go beyond lip service when they consider the outcomes, including retention/turnover, community reputation, and by recognizing employees who seek to make lawn and landscape a career and to do so with their current employer, says Lehr.
“The only way to do this is to show you mean what you say and to take action. Actions and results demonstrate you’re serious about the effort – not so much talking about it, but doing more, saying less, taking action.”
– Barbara Booth, Rain Bird Corporation
“The only way to do this is to show you mean what you say and to take action,” says Booth. “Actions and results demonstrate you’re serious about the effort – not so much talking about it, but doing more, saying less, taking action.”
Developing measurable diversity objectives and consistently tracking progress over time not only demonstrates dedication but ensures accountability within the company, says Maston.
“Creating an inclusive culture is equally important,” she adds. “Employers should strive to foster a welcoming environment where individuals from all backgrounds feel valued and respected. This involves implementing policies and practices promoting diversity, equity and inclusion throughout the company.
Diversity training is essential, Maston says, adding that by offering programs which raise awareness and challenge biases among employees at all levels, companies can encourage a more inclusive mindset and foster a supportive workplace culture.
Partnering with organizations, groups and networks dedicated to diversity and inclusion is key to demonstrating a genuine commitment to diversity beyond their own company, she adds.
An employer can host a workplace volunteer day, encouraging staff members to participate in volunteer activities and community events such as a neighborhood beautification project, Maston says.
Encouraging team members to showcase completed projects on social media platforms and industry forums not only promotes a company’s work but also attracts potential clients and job seekers, she adds.
To get the most outreach from a company’s current team, “you have to believe diversity is good for your business,” says Booth. “Let your team know why you want to diversify your workforce. If your team understands the benefits or they know how important you think it is, they can become some of your best recruits.”
“Conversely, if your team does not believe in the benefits, they could undermine all your efforts,” she says. “Explaining to your team why and asking for help not only helps your recruiting, but also you need to ask them to make the newly hired diverse employees feel welcome.”
Booth cautions a company will not retain employees who do not feel like they belong in the work environment.
“The team dynamic is hugely important to recruiting and retention,” she says. “Explain the why, ask your team directly to be advocates, not adversaries, and let them know you are seeking to improve the team’s productivity, not to dilute it. You still want to find the best and most qualified candidates for your positions.”
To get the most outreach out of the current team, a company needs to first and foremost consider workforce engagement, notes Lehr.
“Celebrate individual, team and company success,” he says. “Avoid decisions that create employee heroes and company villains.”
Booth points out diversity isn’t focused on just one aspect such as gender.
“It’s important to think of diversity as what kind of population is underrepresented in this industry, this workforce,” she adds.
One example discussed in the IA’s Diversity, Inclusion and Opportunity Advisory Group is that many military veterans’ logistics and hydraulics experience “would be perfectly transferable to our industry, but they’re not necessarily looking to our industry for careers after their service,” Booth says.
Find the best way to reach veterans or any other underrepresented group seeking opportunities by speaking directly to this audience and encourage them to apply for positions, Booth says.
Demonstrate progress
Genuine diversity entails having a diverse group of individuals in leadership positions, not solely in field roles, Maston notes.
“Witnessing their colleagues in managerial positions can instill a sense of belonging among minorities and demonstrate viable career paths for them,” she adds. “Providing mentorship within your current workforce can better equip individuals to transition into leadership roles with genuine qualifications.
“Instill a culture that focuses on not just DEI, but also feeling accepted for who you are. Leadership plays a crucial role in shaping organizational culture. Leaders should lead by example by demonstrating inclusive behaviors, actively promoting belonging, and holding themselves and others accountable for creating an inclusive environment.”
“As a leader, it is crucial to comprehend the significance of DEI initiatives for your organization and the landscaping industry,” notes Myers. “DEI efforts encompass a conceptual framework promoting fair treatment and the active involvement of all individuals in the workplace, particularly those who have historically been marginalized or excluded due to their identity or disability.”
Encourage honesty and self-reflection among staff members involved in the process and then apply those insights effectively in such a way that engages all levels of leadership to advance initiatives and address diversity, equity and inclusion challenges to make a meaningful impact.
These efforts encompass any policies or practices aimed at creating an inclusive environment where people from diverse backgrounds feel valued and supported to perform at their best, she adds.
This can involve implementing antidiscrimination policies, adopting a zero-tolerance stance toward discrimination, ensuring gender-neutral and multilingual company communications and paperwork, as well as organizing company-sponsored team-building activities, Myers notes.
Myers notes the NALP recruits leadership volunteers from diverse backgrounds to ensure its board and committees reflect the industry’s demographics and brings a wider range of perspectives to decision-making to the entire association’s benefit.
Imagery and content highlighting the journeys and achievements of landscape professionals from various backgrounds and ethnicities inspires newcomers and demonstrates available industry opportunities, she adds.
Maston notes other strategies for promoting diversity and inclusion include conducting pay equity audits, implementing flexible work policies, providing mentorship opportunities for underrepresented employees, and regularly reviewing and updating diversity recruitment strategies to adapt to evolving best practices and industry trends.
