To compete with larger, central companies, small businesses must offer clear expectations, work-life balance and the ability to grow.
The seed industry is no different than many other industries out there — it can be difficult to entice next generation employees to relocate to a rural area for a small business. While larger companies have the funds to raise compensation and elevate benefits, mom-and-pops struggle to remain top-of-mind for future employees.
Despite the obvious importance of a competitive salary, money is not the only major factor considered when it comes to what the next generation of employees is searching for. Nearly all reputable companies are already offering fair pay and benefits. In order to successfully recruit younger employees, it is imperative to understand what motivates and entices them.
A common misconception surrounding Generation Z employees entering the workforce is that they have a lazy work ethic and lack the want or motivation to prove themselves. In reality, many people don’t understand the value system shift that has occurred over the last few decades.
“Generation Z were born starting around 9/11. The economy has struggled, political battles have ensued and global issues have grown out of epic proportions during the last 20 years as they have been growing up and learning about this environment,” says Mark Waschek, president of Ag1Source.
Due to the exposure to these major life events, this generation is going to be much more cautious about choosing an organization to work with. After watching their parents get let go from jobs during the Great Recession (Dec. 2007-June 2009) and feeling those impacts personally, Generation Z no longer follows the system of starting at the bottom and working their way up over time. To get that edge over other businesses and win over Generation Z employees, a company must offer great opportunity and clear expectations, according to Waschek.
“It isn’t so much the dollar value of the salary as much as it is the opportunity to be part of something and to grow,” he says. “Many of the roles that I have placed in the months since COVID started at equal or less money because people are evaluating what’s important. A lot of companies are saying, ‘We have to pay people more to keep them.’ Which is true, but that’s because they want to leave, and you have to keep them.”
In the past, many employers have viewed employees in positions lower on the totem pole as just happy to get the job and do that role for the rest of their lives with no growth. Yet the times are changing, and that is no longer the case due to an influx of need for talented individuals in the workforce.
“Regardless of the role, most folks aren’t just happy with that. Even folks that are looking at these hourly roles that you typically don’t think of as ladder climbing, they all want to have a purpose. They all want to belong to something. They all want a job where they can meet or exceed expectations and know that there’s more opportunity to grow down the road if they want to,” shares Waschek.
The bottom line is that employees want to feel valued by their employer. While competitive compensation is a requirement, it is only one piece of a much bigger puzzle.
“Companies that keep focusing on compensation, quite honestly, are the ones that are missing the boat. The only lever they have to pull is costing them more and more money every year. If you have to pay people more to come and work for you, that’s a problem,” says Waschek.
If money is not the greatest motivating factor, what can companies do to enhance their offer? Make sure to stay tuned for part two where we discuss what matters most to younger, potential employees.
