From Intern to Industry Pro Strategies for Hiring, Training, and Retaining Top Talent By TJ Yurko, ISA Certified Arborist® (PR-5403A), ISA TRAQ, CLHT
Hiring seasonal workers is more than filling short-term jobs — it’s about building long-term careers. Building a strong team with incredible staying power requires employers to invest in their employees and create meaningful oppor- tunities that last a lifetime. With the right ap- proach, temporary can become tenure. Wheth- er you are welcoming students, newcomers, or seasoned veterans into your ranks, creating the right work environment can transform these interim MVPs into lifelong superstars. A well-implemented hiring, training, and re- taining program not only addresses emergent business needs, but also creates an investment that exponentially grows over time. When com- panies invest in seasonal workers with valu- able opportunities for career growth and pro- fessional development, workers give back by increasing their motivation, productivity, and ambition. By working together, employer and employee can maximize the benefits of seasonal work while contributing to the company’s growth year after year.
THE JOURNEY BEGINS Building your dream team starts with a well- planned recruitment process that draws in the right talent. The first step in this process is to write a well-defined job description that clearly and concisely outlines the major duties, responsibilities, and expectations of the role. “When hiring seasonal workers, speed and structure matter,” Keith Kakadia, founder of Sociallyin observed. “We’ve seen success with clients who run short, high-frequency hiring campaigns that clearly outline job length, role expectations, and growth potential — even if it’s temporary. Transparency upfront leads to stronger retention.” Truth in advertising is especially important when presenting job opportunities to potential candidates, as misleading claims can lead to disappointment, distrust, and high turnover. “One common mistake employers make is that they oversell the job — they don’t give can- didates a clear understanding of what their expectations are and what the role entails,”
38 | Summer 2025 ArborTIMES ™
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