Through our Every Employee blog series, we aim to spotlight the many ways that Small Giants companies put their people first and show every employee they are valued. First, we looked to Alpha Coffee and IWI Ventures about how they each develop strong cultures in high-turnover industries with part-time workers. Then, we highlighted ACE Metal Crafts for their efforts in bringing employees from different sectors together. Now, we turn to American Landscape and Lawn Science (shortened to Lawn Science) for how they include their seasonal staff in their year-round culture.
A Connecticut-based company in the green industry, Lawn Science has two components to it: landscape (hardscapes, lawn installations, plantings) and lawn care (fertilization, weed control, soil testing). Their seasonal work, being weather-dependent, typically lasts from around the beginning of March through November. Seasonal workers make up half of the company population; the year-round employees are office staff and the field leads who stay on to fulfill winter operations.
The phrase “out of sight, out of mind” has no home at Lawn Science. The leadership team works to cultivate a culture in which people feel they are still part of the team, even when they technically aren’t a Lawn Science employee during the off season. We spoke with Business Manager, Maegan Raymond, to learn how their culture stays evergreen in a region and industry that’s constantly changing.
The Choice Map, originated by Marilee Adams, is a tool the Lawn Science team uses every day to reinforce their “Safe and Supported” culture.
A reason for every season
If you’re running a lawn and landscape company in New England, there’s no way around it; some of your employees will be seasonal. At Lawn Science, they’ve settled on a cycle of work that keeps everyone happy and seasonal workers returning year after year.
Once the snow has settled and the busy season is over, seasonal employees are temporarily laid off and able to collect unemployment.
“Most of our people want to be a seasonal worker because they have families, and they have projects they can get done in the off season,” says Maegan.
The seasonal staff also understand that during the busy season, it’s go time. Summer, and even more so spring, are months with long, physically intense days. The winter offers a relief and counterbalance to the busy seasons, when team members can rest, spend time with family, and get ready for the thaw.
The majority of the seasonal crew in the landscape division are Hispanic, and so they appreciate having the ability to visit family who may still live in their home countries.
Once spring is in the air, it’s time for the seasonal employees to return. Lawn Science does what they call “re-boarding”, in which the entire team (including full-year employees) gather to regroup. This process involves updating everyone’s contracts, uniforms, and any supplies they need; reviewing the state of the business; and checking in with everyone. Maegan meets with each team member individually during this time to catch up with them and see if there’s anything they need support with this season.
“People want to come back here,” says Maegan. “They’re not worried they’re not going to have a job come March. So having that stability is super important to them.”
Each team member knows there’s a job with a supportive company waiting for them at the end of every winter. It’s what makes the off season a meaningful time to rest and focus on different aspects of life.
But the off season isn’t just about putting their feet up. This time is also used for the entire team to stay engaged and develop components of the business and culture they don’t have as much time for during the busy season.
Growing more than just foliage
Lawn Science cultivates their culture all year round, and when they’re together, the strong bonds and camaraderie come naturally. But the off season is when they can focus on developmental opportunities that help strengthen the team for the busy season. Their 1,000 Day Development Plan encourages all employees to maintain a learner mindset and partake in things like the Clifton Strengths assessment. Taking the assessment allows employees to be more self-aware while also giving them context and common vocabulary for discussions with their managers. Other things included in the initiative are bootcamps, book clubs, and visioning exercises. Employees are paid to participate in these offerings, and clock in regardless if they fulfill the program on or off site, during their normal working hours or a non scheduled day. While some of the 1,000 Day courses and assessments are role-specific, every employee has opportunities to grow as individuals and a collective. Check out the graphic to learn what the 1,000 Day Development Plan entails.
The Lawn Science team keeps their seasonal employees involved during the winter in other ways as well. They host an annual holiday party, and there are 1-1’s between managers and technicians. The lawn care division does team meetings during the off season to stay engaged. The landscape division attends industry conferences to retain morale and focus on improving the business.
The collective effect of all these touchpoints is a benefit to both the individuals and the business. Employees feel like they matter because they’re kept in the loop and given opportunities for growth, while the business is able to foster a supportive and continuous culture with deep roots.
Lawn Science lives out their “Safe and Supported” culture by offering benefits to their employees who return year after year. Even though it is a small business that doesn’t have robust traditional benefits, they offer competitive pay in the industry and compassionate flexibility. For example, if someone has to go on medical leave, they don’t ask them to use their PTO, and encourage them to take vacation time during their employment cycle to stay refreshed and motivated. Offering opportunities for growth, as well as support, are ways that Lawn Science shows all employees that they matter and are an important member of the team.
Cultivating culture
Lawn Science’s seasonal employees retention is thanks in large part to a culture that gives them a sense of security. The proof is in the pudding: 68% of employees have been with the company over five years, and most of those are seasonal workers.
Whether it’s the development opportunities, the stability of having a job to return to every March, or the camaraderie that’s built between employees, Lawn Science’s seasonal employees feel that they matter, regardless of the weather. It’s all of these efforts by the Lawn Science leadership, driven by a desire to grow fulfilling relationships, that keeps the sun shining on their culture.