Most produce companies do not have the resources to build a department dedicated to overseeing internships or formal mentorship programs, said Rex Lawrence, president of online job center and executive search firm Joe Produce in Granite Bay, CA.
“But you don’t have to build a department or structure,” he said. “It doesn’t have to be big to be successful.”
Strong talent development often incorporates formal training or coaching programs as well as informal daily mentoring.
“When we have new people come on, we have structured training plans we slowly work them through,” said Kevin Small, founder and CEO of transportation firm Agri-Fresh, Inc. in Lockport, Manitoba.
“But I also encourage everyone from the very top through all management levels to always support employees,” he said, emphasizing the importance of proactively removing barriers to help associates be successful.
Even if talent development is informal, it’s important to have a plan.
“This component of business is simply too important to be left to chance; talent development should be part of at least one person’s job description, even in the smallest companies,” said Wendy McManus, leadership coach with Connect 2 Potential, based in Orlando, FL.
“Everyone in the organization who manages people should have some basic training in how to use a coach approach with their direct reports.”
It is also important for talent development to be aligned with a company’s corporate mission or vision. “One of the most important exercises is identifying the company’s core values,” said Mike Chirveno, founder of ClearVision Consulting in Kansas City, MO. “Align the interests of the company and the interests of the employees.”
“It’s very critical to clearly identify your purpose and your passion,” Small said. “Ours is that we deliver fresh and healthy, and that’s a feel-good thing. We want employees to have pride in delivering fresh fruits and vegetables.”
To keep employees over the long haul, McManus believes a company must be “intentional” about creating and maintaining its culture, “and give leaders and managers the tools and training they need to effectively lead their teams. People want to be valued—they want to make an impact, they want opportunities to grow.”
This is an excerpt from the most recent Produce Blueprints quarterly journal. Click here to read the full version.
Most produce companies do not have the resources to build a department dedicated to overseeing internships or formal mentorship programs, said Rex Lawrence, president of online job center and executive search firm Joe Produce in Granite Bay, CA.
“But you don’t have to build a department or structure,” he said. “It doesn’t have to be big to be successful.”
Strong talent development often incorporates formal training or coaching programs as well as informal daily mentoring.
“When we have new people come on, we have structured training plans we slowly work them through,” said Kevin Small, founder and CEO of transportation firm Agri-Fresh, Inc. in Lockport, Manitoba.
“But I also encourage everyone from the very top through all management levels to always support employees,” he said, emphasizing the importance of proactively removing barriers to help associates be successful.
Even if talent development is informal, it’s important to have a plan.
“This component of business is simply too important to be left to chance; talent development should be part of at least one person’s job description, even in the smallest companies,” said Wendy McManus, leadership coach with Connect 2 Potential, based in Orlando, FL.
“Everyone in the organization who manages people should have some basic training in how to use a coach approach with their direct reports.”
It is also important for talent development to be aligned with a company’s corporate mission or vision. “One of the most important exercises is identifying the company’s core values,” said Mike Chirveno, founder of ClearVision Consulting in Kansas City, MO. “Align the interests of the company and the interests of the employees.”
“It’s very critical to clearly identify your purpose and your passion,” Small said. “Ours is that we deliver fresh and healthy, and that’s a feel-good thing. We want employees to have pride in delivering fresh fruits and vegetables.”
To keep employees over the long haul, McManus believes a company must be “intentional” about creating and maintaining its culture, “and give leaders and managers the tools and training they need to effectively lead their teams. People want to be valued—they want to make an impact, they want opportunities to grow.”
This is an excerpt from the most recent Produce Blueprints quarterly journal. Click here to read the full version.
