How to build a world class horticultural workforce

Horticultural WorkforceHorticultural WorkforceChampion Projectp j

Findings and Next Steps

Copyright Dr Alan Rae 2010

Challenges we face as growersChallenges we face as growers

• Concentration of purchasing power for edibles into a few major players who dictate the terms of trade.who dictate the terms of trade.

• Run down of research meaning many varieties are imported.

• Perceived poor education and work ethic in the UK cause dependence on migrant labouron migrant labour.

• Poor image with career advisers.• Skills and qualifications don’t alignSkills and qualifications don t align.• Industry knowledge base depends

on ageing workforce – where are innovative leaders to come from?


3 stage project3 stage project

• We wanted to find some examples of people who had good stories to tellg

• Interviewed 30 growers and stake holders

P d d 24 kf id 4• Produced a 24 page workforce guide, 4 case studies with video clips and a web site to download materials and support discussion

• We need speaking platforms to promote it


The common patternThe common pattern

• Companies have a small core team

• Look to Eastern European for temporary workersLook to Eastern European for temporary workers

• Recruit supervisors /junior management from ktemporary workers

• Go outside the industry for new bloody

• Supply chain pressures make horticultural t i i diffi lttraining difficult

• industry seen as second class by Government and recruiters


Training BarriersTraining Barriers

• Supply chain pressures force specialisation

• Low margins mean lack of money for trainingLow margins mean lack of money for training

• Colleges can’t run courses with critical mass

• Assurance schemes and regulation channel money into mandatory areas that crowd out y ybusiness development training

Th i i d th t d l th• There is no recognised path to develop the integrated management needs for the businesses of the future


This is a creative,technical industry

• Successful companies are embracing IiP and Lean methodologies and are committed to gtraining

• There are some interesting initiatives• There are some interesting initiatives– Plant Science at Level 3 for Amenity Horticulture

– Ready Trained peak staff – Concordia / Scion

– Flexible – on‐site training from Plumptong p

– Soil Association apprentice ship scheme

Increase in local authority apprenticeships– Increase in local authority apprenticeshipsCopyright Dr Alan Rae 2010

Underlying business principlesfor workforce development

1. Adopt good HR Practices2. Aim to keep the core team employed

through the year3. Find ways of making peak resourcing easier4 Be innovative in looking for new blood4. Be innovative in looking for new blood5. Set our own agenda for training and

hresearch6. Tell the story better


Principle 1Principle 1

• Adopt basic HR good practice– Iip has worked for those who’ve done it

– Have a proper induction and set out the expectations p p pclearly – with achievable milestones and backup to make sure it happens.

• Justin Coleman at Leckford reduced turnover from 60% pa to 2%

• Recognise that it takes more than 3 days for someone to settle in

Get skilled at working with mixed nationality teams– Get skilled at working with mixed nationality teams

– Work within an IiP or Lean framework



• Aim to keep your core team employedAim to keep your core team employed throughout the year

Di if th b i l f– Diversify the business so people can move from job to job.

/ /• Hankham / Golden Plain / Fletching

– Use Annualised hours• Lowaters

– Multi Skill ‐ find ways to let go those who resisty g



• Make peak resourcing easierp g– Build direct relationships with contacts of people who have already worked in the business

– Use agencies with a longer term relationship – Concordia / HOPS / ScionCreate your own bank of people for temporary work– Create your own bank of people for temporary work

• Students• Mature peopleMature people• People with accredited skills

– If the NHS can staff theatres like that – surely we can growIf the NHS can staff theatres like that surely we can grow fruit and vegetables



• Be innovative in looking for new bloodg– Many East Europeans are here to stay. Their education and work ethic is good –recognise their g gstrengths

– Go beyond relevant degrees – the industry needs y g ybright graduates with a technical, numerate bent. If you have to take a graduate from a decent University and train him up as a pack house manager – may be you should just do it.



h f d• Recognise that as far as training and R&D is concerned we have to set our own agenda– There’s a real need for plant science

• Reading and the HDC/HTA KTP initiative

h h d f b d h l k h– Know whether you need a craft based approach like the soil association apprenticeship scheme or an engineering approach where you’re running a glass factoryapproach where you re running a glass factory.

– Be clear about what you need.

Tell anyone who’ll listen that we need underpinning– Tell anyone who ll listen that we need underpinning knowledge – not skills assessments alone.

– CollaborateCollaborate



R i h t ll th i d tRecognise we have to sell the industry– Work with Schools and take part in their diplomas

• Learn about the Qualifications and Credits Framework

– Tell them what the industry is actually likeTell them what the industry is actually like• Highly Technical

• Reasonably paidReasonably paid

• Interesting work

• Chance to develop real skills over a period of timeChance to develop real skills over a period of time


Telling the World about itTelling the World about it

• Promote via growers organisations conferences – aim for speaking slots in the conference season

– So far I have talked at FAST conference, and to LANTRA

• Make use of NFU and GOSE press officers

• Social Media Campaign – Blog – Linked in – Twitter• Social Media Campaign – Blog – Linked‐in – Twitter

• Online questionnaire

• Plus our own web‐site – www.growingjobs.org.


TELLING A BETTER STORY

•Project Web sitej

•Case Studies

•“Duffers Guide”

•Message to Policy Makers Copyright Dr Alan Rae 2010

What the principles meanWhat the principles mean

• Treat people properly and they will deliverP id i i bl l• Provide secure, interesting, stable employment

• Instil flexibility throughout the business– In your marketing– In the variety of things that you do

h l i killi f h ff h h– In the multiskilling of the staff that you have– By building your training needs into your business plan ‐

and implementing it vigorouslyand implementing it vigorously– By focusing on adding value to the customer


What we need to do

• Educate the educators about the story we have to tell. • Recognise that the future is all about flexible working and g g

proactively embrace it. – Create your own labour bank or work with organisations like Scion and ConcordiaScion and Concordia

• Reclaim education and research– Martin Emmett’s made a start with propagation techniques. – Get the infantry skilled up.– Position the industry as suitable for bright engineersB ild i d h b i d l k l d– Build in‐depth business and plant knowledge


Headline MessagesHeadline Messages

• Sell the industry as a good place to work – and look for new blood in unconventional placesp

• Tell Government and educators what training we needneed

• Tell Multiples ‐ and their customers ‐ that over aggressive procurement means an unstable supply chain that can’t deliver Food Security –supply chain that can t deliver Food Security we need Margin to develop the Workforce

Ad t d HR IiP d L ti• Adopt good HR, IiP and Lean practicesCopyright Dr Alan Rae 2010

Business

How to build a world class horticultural workforce