It’s a numbers game: The data behind staff retention
Years ago, a client stated, “if you torture the numbers long enough, they will confess to anything.”
After the statement echoed in my brain for a moment or two, I smiled — because it is true.
Baseball is known for this. In July, at a home game where the team didn’t travel the day before, against right-handed pitchers, when the weather is over 80°F, a certain batter hits 400. Tortured numbers, indeed.
Data analytics has a similar approach when it comes to probability. The likelihood of something happening based upon patterns, history and probability are what machine learning and AI are improving upon each and every day — predictive analysis, forward forecasting and dynamic decision-making. Game-changing stuff.
The Garden Center Group benchmarking program, led by Tim Quebedeaux, is in the process of digging into a deeper level of comparing IGCs nationwide with individual categories where weather plays an immense role in the ups and downs of reporting. That’s a lot of moving pieces — and the insight will become extremely valuable to members as well as the industry.
For example: On a weekend, in this region, with rainy weather, this category did very well, while this particular category underperformed. That insight can help staff better (labor) or purchase better (waste/profitability), or merchandise better (revenue) to maximize opportunity.
Using Data for Decision-Making
I am currently reading a book by a former poker player, Annie Duke, called “Thinking in Bets” where she approaches data differently and teaches how to make smarter decisions when you don’t have all the facts. An interesting mindset, and one a gambler may feel more inclined to embrace, but she makes the case that it’s not gambling — it’s critical thinking and strategic decision-making.
My point is that having some, most, or all of the data and facts in the world may not always lead you to the very best decision; however, it will lead you to a well-informed decision, which is what matters most. You may fail (as the book references in the opening pages), but you only failed because it didn’t work, not because you didn’t plan.
But how do we take this lesson of data gathering, analytics and decision-making to the IGC market and apply it to the attraction and retention of top talent?
When working with clients on strategic planning and company culture, we always start with an employee-engagement survey. We anonymously ask 10 questions that relate to recognition, compensation, communication, training, workplace culture, flexibility, personal/professional growth, effective feedback, organizational fit and level of pride.
The data we receive back becomes the guiding principles and leadership discussion to improve retention, job satisfaction, personal fulfillment and purpose. And although some of the scores and comments/feedback can be a jagged little pill to swallow for the leadership and owners, the opportunity to provide a voice to the team is worth the momentary gut punch.
The top three lowest scores we have consistently found are centered around communication, compensation and professional growth. The top score — consistently for each of them — is interesting: “I am proud to say I work for this company.” Meaning pride in one’s work is a valuable data point and can make the pill go down a little easier when looking at the lower scores of the survey.
This feedback from our clients mirrors data from The Conference Board’s Annual Employee Engagement Survey of 2024, which cites that, although employee contentment is up over 2023, the most erosion of scores occurred in education/training, wages/bonus and performance reviews.
So, if we torture these numbers enough, they seem to be confessing to the same issues — improved communication relating to performance and overall company goals, education and training to ensure they have the tools to be successful, and fair compensation for the effort that is made.
In partnership with Proven Winners, we created a platform that addresses all three of those initiatives and more to focus IGCs’ effort on both attraction and retention of talent — Your ConnectSpace.
Creating a culture where “those who learn more, earn more” is a great start to tackling the issue of wages and compensation balanced with the need for team and leadership development.
Knowledge Is the New Currency
Setting employees up for success with easy-to-digest training opportunities can be a great avenue for improved retention. Simple how-to videos on retail detail, cashiering, loading, plant health and customer service can go a long way toward employee engagement and retention.
Also, an on-boarding video to explain to the new employee your values, your vision and your mission — and get the newbie ready and rooted on day one — can go a very long way to both the attraction and retention of talent.
It’s important to note that having a formal process of employee feedback is vital. An employee review to ensure they are aware of their performance goals, are given the right opportunities to achieve them and are rewarded accordingly are key elements of this process.
Employees are used to report cards and should expect them working with an IGC just as much as attending school. Whether formal, informal or both, folks appreciate knowing how they are doing in their work, relationships and life — so let them know!
A Cadence of Communication
Recently, my wife Souny and I were at the airport seeing our son off to head back north to college. His plane was delayed, then delayed again, and then delayed a third time. With frustration growing, the pilot took to the microphone at the gate, took two minutes, and explained “why” the delay was occurring, what the next steps were and when the next update would occur. The folks at the gate applauded the simple effort of keeping them informed.
We could learn a lot from a Delta pilot! Providing daily huddles, weekly department meetings, monthly managers meetings, quarterly State of the Union meetings and a nice update at the end of the year is what I refer to as a “cadence of communication.” Formal and informal check-ins or pulse checks can go a long way. And including the “what’s next in your career path” can be a huge piece for the employee.
I have heard many clients claim that an employee gave notice first before they were told they had a career with the IGC. Communicate often!
Don’t lose a great employee because you were too busy growing your plants and not your people. Delegating the role of master communicator and educator can become the responsibility of Your ConnectSpace.
And lastly, to drive maximum communication, education and compensation, I highly suggest picking up the book “The Great Game of Business.” There are many growers and retailers who are placing the financial health and wellness of their business enterprise into the hearts and hands of the employees.
Teaching them financial literacy, how to “think like owners” and having a “stake in the game” with a bonus plan that is directly related to the success and growth of the business is vital in today’s workplace, where you want to pull in new talent and keep the existing talent tethered to the business.
Lukas Nursery in Oviedo, Florida, is the latest client diving feet first into the financial benefits of crafting a culture not only with vision, values and mission, but with a true and compelling stake in the game for each individual employee — and their families.
If I was a betting man, I would put my money on the data derived by asking your team how you can improve, engage, communicate and educate them better for the long haul, one data point at a time. I would ask first how we can improve instead of assuming I know best. Assuming is not a great data collector, asking is — just ask, and then follow through with what you learned. Your team is counting on you.
Videos
