One of the most pressing challenges facing the tree nursery industry is the shortage of personnel. Finding skilled employees is an enormous task, both now and for the future. Are the demands placed on employees changing, both now and in the coming years? Are different expectations being placed on employers? What does the ideal employee look like, and how can companies attract them as efficiently as possible? The KwekersBode discussed these questions with two participants, each offering their own specific perspective: Ergon Kwekerij and accounting firm aaff.

aaff: focus on sustainability

Since 15 January, Alfa Accountant en Adviseurs and ABAB have merged under the name aaff. The organization now comprises 2,000 colleagues across 50 offices in the Netherlands. The new organisation has no partner structure, as the shares are owned by all 2,000 employees. Sustainability is a top priority, which is reflected in their B Corp certification. This certification signifies that the company meets rigorous standards of social and environmental performance. Doing the numbers is becoming green: with sustainability advice for clients. The specialists assist entrepreneurs in understanding the impact of sustainability challenges on their business and seizing the opportunities presented by this transition. Both Alfa and ABAB were already well-established in the agricultural industry, including in West Brabant. Also, aaff views personnel policy as an increasingly critical factor in business operations. The KwekersBode discussed this topic with advisor Frans van Wanrooij.

“Every entrepreneur knows they need to effectively sell their business to the target audiences they interact with”, says Frans van Wanrooij. Entrepreneurs aim to sell their products or services to customers, maintain a strong relationship with the bank to secure funds when needed, and present their plans convincingly. Then there’s another critical group that everyone in the industry is eager to attract: employees. “If there’s one group to which you must sell your business, it’s the (potential) employee.” The expectations of employees have evolved. Each age category has its own set of demands. Workers aged 40 to 50 primarily focus on their salary and recognition, while those aged 30 to 40 are driven by career growth and development opportunities. Employees in their 20s and 30s, however, have a completely different set of priorities. “This group looks at the bigger picture,” says Frans. “Their sense of self takes precedence, they change jobs more frequently, and they value Me-time. This means I, as an employer, can no longer use the same approach I did ten years ago. Of course, the hourly wage is important, but the modern employee wants more. They really do not want to be seen solely as a worker but also as an individual.” This sentiment applies to all age groups. “If the gap between employer and employee grows too wide, you’ll see a decrease or loss in ‘commitment.’ And that sense of engagement, which arises partly from feeling valued, is essential for a positive working atmosphere and strong performance,” explains Frans. Paying attention to your employees also includes simple gestures like a compliment, a birthday greeting, or even a bowl of pea soup after a hard day of work outside in the cold. “It’s often the little things that make the biggest difference.”

Good personnel management matters both in business and in personal relations. Frans van Wanrooij identifies commitment as the common thread. You offer appropriate compensation and good working conditions, a positive work atmosphere, and prospects for the future, and in return, you can also ask for that commitment. “The entrepreneur who succeeds does not do so because they are exceptionally skilled, but because of the team around them-the team they themselves are part of. That team is becoming increasingly important. A strong team includes all the groups involved in your operations, and most certainly your staff. Surround yourself with them.”

Collaborating with an employment development company pays off!

Ergon Kwekerij, based in Eindhoven, holds a unique position within the tree nursery industry. A significant portion of its workforce consists of individuals with support needs in the job market. Work not only puts food on the table but offers so much more. Having a job allows people to learn new skills, bring structure to their lives, meet others, and actively participate in society. Sometimes finding work can be challenging, whether due to a disability, a physical limitation, or being out of work for an extended period. At Ergon Kwekerij, one of the work-learning companies of Ergon, there is a clear stance on this: everyone deserves a suitable job.

Ergon Kwekerij specialises in providing vital, high-quality plant material using an environmentally conscious approach. Each year, millions of healthy cuttings and plant materials are hand-cut and leave the nursery, meticulously clipped, propagated, and potted with care and precision. The company is set up for large volumes, high quality, and flexibility in production quantities.

There’s a lot involved in making this happen. How does Ergon Kwekerij approach this?

De KwekersBode asked Hans van der Staak, business unit manager at Ergon Kwekerij. “At our nursery, we work with two types of staff: our supervisory staff, or what we call our managerial staff, and employees with support needs,” explains Hans van der Staak. “When it comes to our managerial staff, we primarily look for individuals who have the necessary empathy and are good with people. Those qualities are essential if you want to work with us. They don’t necessarily need to have knowledge of the tree nursery industry-though that would certainly be a plus-but we can train them in that area. The employees with support needs, our target group, typically come to us through the five municipalities for which we implement the Participation Act (Participatiewet), including the municipality of Eindhoven. These individuals often come from social welfare programs. We provide them with a meaningful way to spend their time by helping them develop technical and workplace skills. Of course, there’s a clear difference between our employees and those working in regular tree nurseries. Regular staff can perform various tasks in succession, but for our employees, that’s more challenging. So, we break the different tasks down into smaller steps. Each employee focuses on a single task-one person, for example, cuts the cuttings, while another places them. This approach not only works well for our staff but also enhances the overall quality of our work.”

Is there a noticeable difference compared to how things were a few years ago, and what do you foresee for the future?

Hans van der Staak: “We certainly see a clear difference when it comes to managerial staff. In the past, it was much easier to find people with expertise in tree cultivation, but that’s much harder to come by these days. Now, we select based on interpersonal skills-how well someone can work with others. We teach them the technical aspects of the job ourselves. For us, the focus is on the person. Since our employees from the target group come through the municipalities, we’re also required to be accountable to them. We’ve noticed there’s a greater need for more diverse types of guidance because this group is more complex than it used to be. Think of challenges on multiple fronts, such as psychological and physical issues. It’s becoming increasingly important for managerial staff to provide empathetic support. In the future, our role is only going to become more challenging.”

Hans van der Staak also sees opportunities for regular tree nursery businesses, many of which are struggling with staff shortages-and their numbers are growing. “In fact, every tree nursery could implement what we do on a smaller scale,” says Hans. “Of course, these employees, who can handle simpler tasks, will need additional guidance. But that’s largely offset by the wage subsidies you can apply for. In return, you get highly reliable and dedicated employees, freeing up other staff to focus on more complex tasks. Whether it’s working with people who have support needs or in a standard business environment, the same principle holds true-now more than ever, people must be the central focus.” 

On behalf of trade fair GrootGroenPlus: Loïs Lodders, members of the board

“ Profiling and showcasing your business is an art in itself. Participating in GGP at least makes you think about this, and that is already an important first step!”