Nursery management, Green goods industry cultural,l integration Growing people who grow plants1

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Copyright © 2009 Applied Growth Transitions, Inc.
All Rights Reserved
TEAM DEVELOPMENT CULTURAL CONSULTINGTEAM DEVELOPMENT CULTURAL CONSULTING
SALVADOR Z. ZAMUDIO
760.504.5942 Fax 503.623.5260
P.O. Box 7547 Salem, OR. 97303
www.appliedgrowth.comwww.appliedgrowth.com

All Rights Reserved 2
Growing People
who
Grow Plants
Presentation by:
Salvador Z. Zamudio
President, Applied Growth Transitions
Training/Cultural Consultant

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Objectives
 Growing People Who Grow Plants
 Cultural intersects
 From Employees to Business People
 Managing the Fear Stage effectively
 Handling the Incertitude Stage
 Supporting the Transition Stage
 Overcoming the Resentment Stage
 Avoiding the traps of the Resignation
Stage
 Maneuvering through the New Employee
Transition Scale to achieve the
Integration Stage

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The Total Employee
Involvement Management
System
“WE ARE LIVING PROOF THAT ANYONE
CAN ACHIEVE BOLD DREAMS WHEN BASED
ON A FOUNDATION OF INTEGRITY,
DEDICATION, RESPECT AND
APPRECIATION.”

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Fear Stage New
Employee does not
understand world
around them
1
Incertitude Stage
New Employee is not
sure about new situation.
Comparison between the
old and the new take
place
2
Transition Stage
Adaptation Participation,
Employee feels he can
work with new
conditions and looks for
opportunities to become
involved 3
Resentment Stage,
Negative event triggers
digression to previous
stage (employee
becomes disgruntled)
4
Resignation Stage.
Employee accepts new
conditions and lives with
it (Employee falls back
on fatalistic outlook)5
Integration stage
(employee assumes
responsibility) Sees value
in learning new things,
language and other
skills) 6
Copyright © 2009 Applied Growth Transitions, Inc. All Rights Reserved

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Training Model
NOVICE
APRENTICE
JOURNEYMAN
MASTER

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Cultural intersects and
dynamic challenges
COMPANY CULTURE
EDUCATION CULTURE
EMPLOYEE CULTURE

COMPANYCOMPANY
CULTURECULTURE
EDUCATIONEDUCATION
CULTURECULTURE
EMPLOYEEEMPLOYEE
CULTURECULTURE
KEY OPERATIONAL AREAS
MEASURABLE RESULTS
MISSION
VISION
EXPERIENTIAL
TECHNICAL
SEASONAL
EMPLOYEE
NEW TO THE
COMPANY
PART OF THE
COMPANY
VALUES

COMPANYCOMPANY
CULTURECULTURE
EDUCATIONEDUCATION
CULTURECULTURE
EMPLOYEEEMPLOYEE
CULTURECULTURE
MEASURABLE RESULTS
FLOW
WASTE
DEPARTMENT
OWNERSHIP
BUSINESS
OWNERSHIP
SEASONAL
EMPLOYEE
NEW TO THE
INDUSTRY
PRIOR WORK
IN FIELD
ACTIONS

COMPANYCOMPANY
CULTURECULTURE
EDUCATIONEDUCATION
CULTURECULTURE
EMPLOYEEEMPLOYEE
CULTURECULTURE
MEASURABLE RESULTS
RESOURCES
AUTHORITY
RESPONSIBILITY
ON THE
JOB TRAINING
MANAGE
COSTS
NO KNOWLEDGE
NO INVOLVEMENT
SOMEWHAT INFORMED
MINIMAL INVOLVEMENT
WELL INFORMED
SOMEWHAT INVOLVED
ACTIONS

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The Hiring process -The First Shock
in the Fear Stage
 There are long forms to be completed.
 Most information is provided in English
instead of the applicant’s native language.
 Often, it is impersonal with no interview
process.
 If an interview takes place, the interview
might not be well prepared.
 Pre-employment screenings possibly not
explained to the prospective applicant.

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The Employees are PREpARING
to Go to Work
 Employees may be experiencing
high anxiety levels and high
apprehension.
 Select someone to help with the
orientation that has some
understanding of the employee’s
culture.
 Orientation must be more than
mandatory readings and or lecture
by someone reading from the
employee handbook.

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The Image Presented to New
Employees
 Train your Supervisors and
Managers (do not create a
“PATRON” image.)
 Employees need to receive proper
instructions as to how to do nursery
work (Avoid the “They Should
Know” syndrome).
 Employees should not be “left to
their own devices” to learn for
themselves.

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Part of the Team
from Day One
 Take time to introduce new
employees to the management
team
 Have managers provide a short
presentation about their
departments to all new hires
 Explain where and how basic
necessities can be met, ie.
restrooms, lunchrooms, and other
facilities.

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The “Deer in the
Headlights” Look.
 Don’t assume people know how to communicate
simply because they can speak the language.
 Most Hispanic people are unwilling to question
authority, or ask clarifying questions.
 When giving instructions, new employees might
nod and tell you the best way possible that indeed
they got the message (WRONG!).
 Just because someone speaks Spanish, does not
mean they can communicate effectively with the
workers.
 In many cases, the barriers are absolutely basic
such as reading and writing in their own native
language and/or in English

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What to Do During the
Adjustment Period?
 Make sure all supervisors learn to
treat employees with respect.
 Discourage favoritism perceptions.
(Hispanic workers may be very
sensitive to this concept.)
 Do not allow supervisors to
separate themselves from the rest
of the workers

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TRANSITION STAGE
ADAPTATION, NEW HORIZONS
DO’s:
1. Do involve employees in meetings and actively seek
their ideas for improvement.
2. Do ask supervisors to identify a list of employees
based on skill and growth you might want to
develop into other levels of the company.
3. Do recognize employees’ efforts ie: Have employee
appreciation lunches, awards, T-shirts, individual
and group photos, etc. (ie. Use of “owls” may not be the best choice)
4. Do, if possible, have a theme celebration, ie. a Harvest
Fest, a Cinco de Mayo Fiesta, or some other
special occasion.
5. Do involve employee’s families, include children’s fun
activities.

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TRANSITION STAGE
DO’s: continued
6. Do provide support to community agencies who help migrant
employees (public relations stewardship ideas.)
7. Do invite employees when appropriate to participate in your
meetings.
8. Do provide the opportunity for Advance Skill Development to
employees
a. Literacy classes
b. Supervisor Training
c. English as a Second Language or Bilingual programs
d. Technical skills development classes (How to Prune,
How to Space, How to Graft, etc.)
9. Do develop a Suggestion Program where employees participate in
developing the concept.
10. Do institute the concepts of Team Development and Total Quality
Management controls.

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TRANSITION STAGE
DON’Ts:
1. Don’t give somebody responsibilities for which
they are not ready.
2. Don’t allow supervisors to play the “Favoritism
Card”.
3. Don’t humiliate people in from of their peers.
4. Don’t allow people in managing roles to assume
“abuse of power” positions.
5. Don’t give conflicting instructions.

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TRANSITION STAGE
DON’Ts:
1. Don’t allow supervisors to transfer employees
to other departments simply because they are
“not working out” in their department.
2. Don’t provide written information without
adequate translation and or interpretation.

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The Concepts of Family,
Work, and Recreation:
 Work is a necessary activity.
 Many do not have bank accounts, debit or
credit cards, and they need time to send
money to family and take care of the
basic necessities.
 Along with the very strong commitment
to family, many have the philosophy that
life is too short to avoid enjoying it as it
happens.

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Delegation:
 Employees might not be willing to
assume responsibilities, fearful of the
consequences if they do not do their job
correctly. (lack of training)
 The idea and concept that “God is in
control” is prevalent, leaving the
appearance they are avoiding accepting
responsibilities and accountability.

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Delegation:
 This is often referred to as the “Dios
dira, or “Ni Modo” syndrome.
 Train team leaders to know what to
delegate and how to delegate.
 Employment culture in Latin
America is based on unquestioned
orders, not delegation.

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Acceptance of
Control:
 While most employees are not
willing to accept full responsibility
and authority, they resent control.
It is a question of basic trust; if the
supervisor has asked them to do
something, then the supervisor
should trust they are going to do it
and do it right.

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Acceptance of
Control:
 Since most employees are unwilling
to question authority, supervisors
often get the “I got it” look.
 The issue around control is perhaps
the lack of training from the
supervisor.
 Not the employee’s lack of ability to
perform the task.

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Loyalty:
 Most Hispanic employees
particularly those in the migrant
work force may appear to have no
loyalty to the organization.
 Hispanics are very loyal to the
supervisor or the person in
authority.
 Loyalty comes from trust; if trust
breaks, loyalty disappears.

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Competition:
 Most Hispanic workers want to avoid
personal competition and prefer to
have a harmonious work relationship.
 They are very gregarious and depend
on one another for survival and
support.
 People tend to travel in groups, ride
together in large numbers, work
together.

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Concept of Time:
 Life is lived from sunrise to sunset,
there is nothing so crucial that it cannot
wait until tomorrow. “Mañana”
 The present takes center stage over
anything else.
 Plan meetings to start 10 to 15 minutes
after the announced meeting time.

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The Concept of
Planning:
 Planning is mostly short term.
 Today’s plans are well understood,
tomorrow is an unknown mystery.
 The lack of stability fuels the
resistance to make long term
planning events.
 Make certain supervisors and team
leaders know how to prepare short
term plans.

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Education:
 Survivors, with strong perseverance
and work ethic.
 Education is based on memorization
and is highly theoretical.
 Classroom education limited to 3rd
grade, in many cases.
 Knowledge transfer is best with
pictorial formats.

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Ethics:
 Employees find it difficult to talk to
management.
 Communication takes place anonymously
through unsigned notes.
 Truth is sometimes compromised in order
to avoid hurting someone’s feelings
 Confrontation is not a strong skill.
 The fear of losing face takes over.

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Titles:
 Titles of authority are very
important as a form of recognition.
 The title denotes power, and power
means one can manipulate a
situation to one’s liking.
 The person with the title commands
a great deal of respect within the
cultural group.

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THE RESENTMENT
STAGE
1. Accusing somebody of wrongdoing.
2. Disrespecting him or her in public.
3. Insulting their religion and or national
heritage.
4. Giving the person unwanted
responsibilities.
5. Exercising excessive control over the
person.

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THE RESENTMENT
STAGE
6. Treating him or her differently from
others.
7. Not including him or her in department
functions, company functions, and/or
other events.
8. Not including the family in company
events.
9. Major pay differences in like work.
10. Tyrannical supervisor and abuse of
power.

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THE RESIGNATION
STAGE
1. The employee makes no effort to contribute
(work is work for 8 hours and that is it).
2. Employees will look for ways to do as little
as possible and sabotage the process while
they are at it.
3. Many absences with or without reason.
4. The employee will wait to be told every
move he or she has to make.
5. The employee is highly political, always
has an excuse for what happened.

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THE RESIGNATION
STAGE
1. Employee avoids participating in any
company events.
2. Safety suffers and other employees begin
to complain about working with Jane Doe.
3. The employee fades into the background,
you know he/ she is there but are not doing
much.
4. Last to get to the work area, usually first to
leave.
5. Goes out of their way to let you know how
uninterested they are in their work.

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THE INTEGRATION
STAGE
1. Commits to learning new things.
2. Looks for and assumes new roles.
3. Develops a sense of responsibility.
4. Becomes innovative and involves
others in the process.
5. Talks well about the company and
the management team.

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THE INTEGRATION
STAGE
1. Looks for positive aspect of work process
even when it is not so positive.
2. Inquires about growth opportunities within
the company.
3. Participates in language classes and other
school activities.
4. Work becomes a passion; learning new
aspects of it drive the effort.
5. The employee feels respected and part of
the team, driving the company’s vision and
mission forward with incredible tenacity.

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SUMMARY:
 Each one of these stages represents a
challenge for both the new employee
and the company.
 We work in this industry because we
love the people and we love to grow
plants.
 May you be successful in
Growing People Who Grow Plants!

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