Retaining Good Labour in Landscaping Businesses
The Challenge of Staff Retention
It is hard enough trying to find the right people, but even harder to keep them.
It does seem that workers are less inclined to stay in one place for any length of time nowadays. Maybe it is just an illusion, but years ago staff were taken on and trained to the standards required by the firm, then stayed on to become charge-hands and management, building their skills base from hands-on artisans to team leaders in an almost seamless pathway.
That may not be an entirely accurate picture of reality, but many firms did retain staff from school-leavers through to retirement.
Consider how your company is seen by others — both by public perception and within the industry. There are many very small firms with a strong brand name and enviable reputation. That reputation is built not only on quality of work, but on attitude to business in general.
Only by offering high-quality service backed by a professional foundation — settling accounts promptly, arriving on time, working to specification and budget, and showing respectful regard to clients and site etiquette — can such companies gain a positive reputation.
For these firms to grow, they must find suitable staff. Finding the right employees is complex and variable — but retaining them is often the greater challenge.
Creating a Long-Term Retention Strategy
Retaining Good Labour in Landscaping Businesses requires planning before recruitment even begins.
The foundation of company policy should include a long-term strategy aimed at retaining good staff. Think ahead. What do you want from your staff? How can you manage them in the future?
What is your ambition for the firm? Do you want to grow into a medium-sized company, or remain small and focused on a specialist discipline?
Once a forward plan has been produced — especially as a staff training and progression tool — it should be shared with everyone on the payroll. By involving people in your ambitions and setting out a clear pathway for growth, they are more likely to buy into the venture.
Building Structure and Incentive
Imagine a five-person firm: the proprietor and four employees, perhaps operating as two teams of two.
Without association membership, public recognition or significant marketing, you may be one of many similar firms in your county.
However, if you plan to specialise or differentiate your business, you should create a structured system within the company that recognises progression and reward.
This may include:
- Annual pay progression
- Clearly defined bonus structures
- Recognition for qualifications such as First Aid or Manual Handling
- Measured advancement through responsibility
If someone passes an examination useful to the company — even if the firm paid for it — modest financial recognition can reinforce loyalty and shared growth.
Only by setting out a documented pathway of advancement can you help staff align their ambitions with those of the business. Importantly, once introduced, such systems should not be altered without mutual agreement. Offering progression and then withdrawing it will undermine management credibility.
Company Progression and Shared Success
Equally important in retaining good labour is ensuring company progression.
Consider applying for membership of a strictly meritorious trade association. Entry into such organisations demands high standards and professionalism. Acceptance should be celebrated as a collective achievement.
Participation in exhibitions, shows or high-profile projects should likewise be shared successes. From managing director to newest recruit, inclusion strengthens identity and loyalty.
Retaining good staff is not easy. By learning the art of positive management, sharing ambitions, and walking a clearly defined path together, you increase the likelihood of building and retaining your greatest assets.
