When plans go accordingly, a plant efficiently traverses through greenhouse bays, trucks, loading docks and retail shelves to successfully find its way to an end consumer’s garden or planter. Each time a crop is planted, grown and transported, people facilitate the process. But lately, these reliable people have been hard to come by, and retaining the best ones has become an ever-difficult task.

Managers throughout the wholesale supply chain must motivate and inspire their employees — from the plug stage to finish. Two growers in one of these chains are Speedling, a plug producer headquartered in Sun City, Florida; and American Farms, a finished plant grower in Naples, Florida.

Speedling produces vegetable and ornamental transplants and has more than 3 million square feet of production space between nine locations in Florida, Georgia, Texas and California, says Wendy Mortus, vice president of human resources. It grows about 75 percent produce and 25 percent ornamental transplants. It also manufactures expanded polystyrene for its plug trays and for other applications, such as boxes for transporting frozen fish.

American Farms is an ornamental grower with about 65 acres of production space that includes greenhouse space, along with full sun and shade houses. It receives about 20 to 25 percent of its plant material from Speedling, and much of the rest of it comes in the form of cuttings from overseas, says Alex Salazar, operations director. American Farms ships about 40 percent of its crops to Walmart, and the rest of it to independent landscapers and garden centers, and other growers.

At each of these businesses, the people are integral, and do everything from growing to accounting to supply chain logistics. Speedling and American Farms focus on a few key areas to earn and maintain their trust and respect: simply making them feel valued, keeping many of them on year-round and providing opportunities for them to advance in their careers.

Making employees feel valued

Like in other industries, some tasks in a greenhouse business can be tedious, resulting in employee frustration or burnout. Speedling aims to help its employees look for ways to improve the organization, rather than focusing on the monotony of a routine task, Mortus says. “We always encourage finding better ways [to improve], and we know that the people that are hands-on doing the job are the ones that usually will come up with ideas on how to do things better and easier,” she says.

Speedling offers awards to employees who work toward improving the company’s processes, Mortus says. These include an Above and Beyond award for employees who surpass expectations and a High Five award that managers can give to their employees to show appreciation. Speedling also hosts other events that employees can participate in. This year, as part of the company’s 50^th anniversary, it hosted a contest to develop its anniversary slogan. Charlie Rodriguez, production manager at the business’ Alamo, Texas, facility won the contest with the slogan “Fifty Years and Still Growing Strong.”

For Salazar, developing a healthy relationship with employees starts with being respectful. “American Farms focuses on several aspects,” he says. “First of all is the very clear understanding that you do not use abusive language in any aspect whatsoever — that is essential. Sometimes managers think that every day is a Monday, and they have the tendency to lose their cool.” If an employee makes an error, he says, they should never be spoken to in a derogatory way.

Keeping labor year-round

The second thing that Salazar says American Farms does to retain quality labor is to keep employees working through the summer, between its busy spring and fall seasons. For the summer, the business reduces hours from busy 55 or 60-hour weeks to around its minimum of 35 hours — with the goal of continuing to support those employees and their families.

Salazar tells his managers to be creative with their employees, having them paint, make repairs, collect trash, weed, and grease and clean equipment. The benefit of having reliable employees who don’t need to be retrained outweighs the cost of rehiring and retraining more employees, despite that the dollar figures on their paychecks are larger than those of new arrivals. “How much money is it going to cost me to keep my labor, or how much money is it going to cost me to try to get new labor and retrain that labor for just one season and then go over the same episode again?” Salazar asks.

American Farms consistently runs a leaner workforce than many other greenhouse businesses so it can afford to retain its people, Salazar says. It does sometimes need to acquire some additional help. In these situations, Salazar calls local companies who provide labor, and those companies handle those workers’ compensation and payroll.

Similarly, Mortus says maintaining stability and avoiding constant layoffs is one of Speedling’s core values, adding that the company has an “according workforce” that includes a core group of year-round personnel that is supplemented during busy seasons with hires from farm labor agencies. The core group includes crew leaders and supervisors who manage others during busy seasons, then do more manual labor themselves when business is less hectic. “They’re familiar with the job because they’ve done it in the slower seasons, but they’re able to supervise and manage people in our busier time,” she says.

Providing opportunities for advancement

Much of the greenhouse industry is family-oriented, and many people in the business consider their colleagues to be like a second family, Mortus says. As industry members from various organizations often work together on addressing issues such as government regulations, she says Speedling employees support each other in various ways and work together in the community.

Every month, Speedling hosts a boot camp for new hires, Mortus says. “The goal of our week-long Boot Camp is to expose our new teammates to all the owners for each area of our organization and give them a ‘day in the life of’ experience for each department,” she says. “They soon find out that we are all one piece of a very large puzzle.”

Speedling also has an internal recruitment process for employees who are looking for advancement or a new opportunity within the organization, Mortus says. If an employee wants to apply for another position now or in the future, they can work with the company to plan next steps.

Meanwhile, American Farms offers competitive wages because it has to compete with other industries, Salazar says. One example of this is that more men used to perform manual labor, but now it’s more likely to be women; the men have gone to work in construction or other industries. He has adapted to these changes, noting that women are succeeding in these jobs, just as men have in the past.

American Farms hosts educational seminars and cross-trains its labor — from planting to irrigation to shipping, Salazar says. This fosters an environment where more work can get done with fewer essential employees. “Most of the people that work in our company have been here for many years because they like the environment,” he says. “They understand that they don’t have to be chasing the check.”

Having committed and trained workers means there is a first “line of defense” in the event of a production issue, Salazar says. The employee’s experience will serve the business well, the same as it serves the employee — and their family, if they have one. “You have to protect and to keep the people that have been loyal to you, working with you for many, many, many years,” he says. “Pay them well, treat them right and the results are going to be fine.”

Photo: Tracy Walsh

What’s your stance on breaks? Do you believe they are crucial and helpful, that they improve employee morale, job satisfaction, creativity and productivity? That individuals, particularly those laboring in the heat, need recovery time? Or, do you see breaks as a necessary evil?

Think back to your previous jobs. How were breaks and meals managed? Did the rules apply consistently across the board, or did each team leader determine how breaks would be handled? Have you worked where it felt like the “Time Police” monitored your every move? Did you appreciate everyone being treated equally or was being closely watched demotivating?

What about the flip side? Have you ever worked in an organization where people could do whatever they wanted, whenever they wanted, however they wanted? What was your reaction? Did such a policy improve your morale and productivity? Did employees ever take advantage of the trust afforded them?

Beyond the laws of your state, there aren’t hard and fast rules about breaks or meals. Research by Drs. Emily Hunter and Cindy Wu of Baylor University’s Hankamer School of Business indicates that the right type of break increases job satisfaction and commitment to the organization, while decreasing burnout. Specifically, mid-morning breaks boost energy, concentration and motivation better than waiting until lunch or mid-afternoon. Additionally, allowing employees to do something they like and choose while on break, including non-assigned work tasks, provides greater rest, promotes better recovery and empowers employees to return to work stronger.

While it may be easiest to have hard and fast rules concerning breaks, you run the risk of conveying distrust and creating unintended consequences rather than conveying fairness. When it comes to policy, the questions you must ask are: “What message is being sent?” and, “How is it working?”

Years ago, a group of us visited the Cross in the Woods, a Catholic shrine in Northern Michigan. The stairway leading up was roped off in the middle with multiple “Keep Off” signs. All of us but one dutifully stayed on the permitted side. Our friend, however, tapped her toe on the other side. When asked why, she replied, “The best way to get me to do something is to tell me I’m not allowed.”

I can’t help thinking that rigidly monitored breaks provoke the same response. While you can dictate when and how long breaks will be taken, you might not hear the complaints or see what happens when your back is turned.

Having no rules, on the other hand, generally creates chaos. While your employees might enjoy the freedom and appreciate the implied trust, some will take advantage of the opportunity to slack off.

I believe the best policy is to encourage your employees to take mini breaks as needed, and to ensure they are actually taking their breaks. Your team will appreciate the freedom and respect of being treated like adults, and you’ll avoid burning out your high performers.

As you lead, routinely ask yourself:

• Does everyone have enough work to do, or do I need to make adjustments?
• Am I holding employees accountable for their results?
• Am I over-relying on or over-burdening my best performers?
• Am I adequately rewarding results and behaviors that lead to success?

When you treat employees respectfully and protect your team from burnout and overexertion — especially in extreme heat — you win their respect, admiration and loyalty. Who wouldn’t go above and beyond for a company and fantastic leader who cares for them and rewards great work?

Sherene works with organizations that want to boost their Leadership IQ so they can enhance effectiveness, increase employee engagement and raise productivity. sherenemchenry.com

Photo courtesy of Plantpeddler

Heartland Growers has existed for more than 40 years. They say that, since the very beginning, they’ve made their name in annuals production by providing the Midwest with quality colors in the spring.

The Westfield, Indiana, grower is the largest in the area, and they turn to Plantpeddler for quality and consistency in their begonias.

Heartland has purchased begonias from Plantpeddler for about two years now, Nick Gapinski, CEO at Heartland Growers, says. “We were buying unrooted cuttings from various suppliers and struggling with consistent quality,” he says. “We also had a hard time with consistent rooting, thus making the crop a real challenge. We were looking for a more simple and efficient solution.”

Gapinski emphasizes the quality and consistency of Plantpeddler’s begonias, and the supplier’s reputation drew him to growing their product.

Photo courtesy of Plantpeddler

“Their customer service and delivery were exactly what we needed to fix our problem,” he says. “Producing a good crop starts with a good, consistent, clean, quality liner. Plantpeddler fills that need for us when it comes to begonia liners.”

“Right now, the Solenia series is probably my favorite,” he says. “[The series has a] good assortment of colors, good vigor for most containers, [is] easy to grow, [has] good garden performance, good resistance to mildew and [they] can tolerate some cool temperatures when spring temperatures can vary outside.”

Since switching to Plantpeddler’s begonias, Gapinski says Heartland’s profit numbers have grown “exponentially” thanks to shorter crop times and cutting down shrink. “Our numbers have grown [approximately] 30 percent in the last two years on this category,” he says. “We are anticipating more growth this year.”

Photo courtesy of Plantpeddler

“Our crop time is shorter. We can plant everything at one time instead of over several weeks. Our shrink has been cut down significantly,” he says. “Every plant is sellable — if we do our job, there is very little shrink. Its starts with a quality liner.”

As for Plantpeddler’s customer service, Gapinski says, “The customer service is second to none.” He explains his appreciation for their honesty and punctuality when doing business, as well as their follow-through.

“They communicate when there are issues, they are honest and upfront with you. When they say they will be at the facility at a certain time, they show up at that time. They are extremely consistent,” Gapinski says. “If they have an issue or are concerned about quality, timing, et cetera, they call ahead of time and we work out a solution. There are no surprises. They do what they say they are going to do and that’s grow and deliver a good, clean liner.” — Samantha Cottrill

Photo courtesy of Walters Gardens

A well-draining, sandy loam, moderate temperatures and “decent” snow cover allow Walters Gardens to produce high-quality bare root plants that help growers save on time and costs, says Laura Robles, trials manager of the Zeeland, Michigan, wholesaler.

“Our growing conditions in West Michigan allow us to grow high-quality plants in our fields, leaving us with generously sized, vernalized bare root material with lots of stored energy for our customers,” Robles says.

Walters Gardens’ location offers more benefits to growers than climate conditions. “Since we are producing our bare root material right here in the U.S., we do not have to treat our plants with hot water dips or other treatments that are often required for shipping material in from offshore,” Robles says. “These treatments can result in lower quality by affecting emergence and uniformity of the crop.”

The wholesaler is diligent in maintaining plant health for growers, providing all virus-indexed bare root crops that it tests regularly to make sure they are clean and free of diseases. “We are also extremely careful about sanitation both in the greenhouse and in the fields, and scout regularly for weeds, insect damage, variations in growth and overall plant health,” Robles says.

By providing healthy bare root locally in the United States, Walters Gardens can assure growers they will deliver quality product without hassle.

“Bare root perennials are commonly available to ship from fall through spring, often when temperatures are below freezing, and are much less prone to cold damage during shipping than fresh [non-vernalized] liners are,” Robles explains. “Growers get what they need and don’t have to hassle with claims and changes in planting plans due to receiving damaged material.”

Photo courtesy of Walters Gardens

Robles says there are several benefits for growers when using bare root inputs, which lead to healthier and stronger-performing plants for better profits.

“Planting bare root provides growers with a quick-turn item — most of the varieties we sell as bare root can be finished in about six to eight weeks,” Robles says. “Quick turns can increase profitability, since growers can have more product cycle through the greenhouse in the same time frame.

Compared to plugs, bare root perennials are generally larger and store more energy, Robles says, adding that this “results in increased vigor, more branching and therefore, quicker container fill. Bare-root inputs often allow growers to quickly produce plants in larger containers, which then command [a] higher dollar [value].”

Using bare root inputs could also save growers money on production costs by saving steps in the growing process.

“Many perennials started from bare root don’t require pinching, and often less PGR is needed to finish a crop from bare root [versus] from plugs,” Robles says. “[A] reduced need for pinching and PGR reduces costs associated with labor and chemical[s].”

Robles says Walters Gardens’ bare root plants get positive customer feedback.

“There are still a lot of growers who don’t realize the value of bare root,” she says, “But once we show them and they give it a try, we often end up with repeat or expanded orders for our bare root material.” — Samantha Cottrill