The Edge March/April/May 2026

their job. We have an extraordinary story to share at The Mariani Premier Group.” Mariani Premier Group’s new hires start learning their technical skills within the first week. Jones says they utilize short videos and reference guides to help expedite learning, while they hold larger training sessions for labor roles on safety and proper equipment operation. Haugen says because they want their new hires to love working at Prescription Landscape as much as they do, they strive to avoid information overload on the first day and break things down into smaller sessions. “Rather than having the new team member go out with the crews the next day, we assign them paid safety training modules that must be completed before they come back,” Haugen says. Haugen says the new hire completes these models at home via Greenius mod ules and contacts their supervisor once they are finished. “The supervisor then schedules time with the new hire to come in and complete field checklists on the training they just completed online,” Haugen says. “This ensures that the new team member is comfortable operating our specific equipment and following safety standards specific to Prescription Landscape.” By having the employee complete the modules first, Haugen says they learn more about the employee and how they learn best. “Not everyone learns from mod ule-based trainings, so some people need more hands-on training than others,” Haugen says. “By making the process tai lored to the individual, we can make sure that each employee gets what they need during their first few days with us.” TE

ing process. “Onboarding is not just about HR, vid eos, benefits, and checklists; it is about manager connection and role clarity,” Jones says. “Employees of ten leave a company because they do not feel connected to their manager or job. Managers should have regular check-ins, provide feedback, set clear job expectations and first 30-day goals, and celebrate early progress. It is important for HR to collaborate with managers to set expectations and provide training.” Perez says they pair their new hires with strong team members, encourage open communication and conduct regular check-ins. Mariani Premier Group also helps new hires feel connected by partnering them with a buddy. “As a new hire, people do not al ways feel comfortable going to their manager with small questions, and a peer mentor can be a great resource for new employees,” Jones says. “It also re duces isolation, creates personal connec tion, and can lead to faster ramp up.” Additionally, new hires with Mariani Premier Group can access their intranet site, which includes links to Mariani Uni versity, company blogs, podcasts, and NALP membership. They can also explore peer groups like plant buyers or design round tables, so they feel more connected. BALANCE CULTURE AND TECHNICAL TRAINING Another aspect that should be fine-tuned with your onboarding is striking the right balance between providing the necessary technical training and helping new hires understand your company culture. “We introduce technology and software systems, like Greenius, right alongside our core values and 30 Funda mentals,” Perez says. “From day one, we also talk about growth programs and training opportunities. We want new hires to understand that we work hard here but we value our people just as much. Skills can be taught. Culture comes first.” Jones agrees that culture should be introduced early on. “It is important for new hires to un derstand the legacy of Frank Mariani and how we are all sitting here today,” Jones says. “It is also equally important to un derstand the journey we are on and the leaders and associates that are making this possible. Employees, more than ever, need to feel a deeper connection beyond

ing to Workday, which has allowed them to manage the employee experience all from one place. Previously, the onboard ing process varied among their partner companies. “We collaborated with our HR depart ments to evaluate all onboarding process es and selected those we felt would drive the best candidate experience,” Jones says. “We implemented best practices by creating an onboarding playbook for each hire scenario: rehire, promotion, new hire hourly or salary, intern. This was a big starting point for us to ensure candidates receive the right onboarding and training support for their role.” Jones adds that standardizing has allowed them to minimize their paper and manual processes, going from nearly 100% manual in the beginning to almost 100% digital today. “We have seen significant improve ments in our month-over-month turn over as well as a decrease in the time required to onboard a new employee,” Jones says. CREATE CONNECTIONS FOR NEW HIRES Perez says their previous onboarding process covered the essentials and served as a strong foundation, but now it is more people-focused. “It includes a genuine get to know you questionnaire, introduction to our culture and 30 fundamentals, team introductions, system trainings, ride-alongs, scheduled check-ins,” Perez says. “It’s no longer ‘sign your paperwork and good luck’ it’s a guid ed and supported experience.” Perez says they’ve seen stronger reten tion past the 90-day mark, a decrease in turnover and higher confidence among their new hires, who feel supported rather than thrown into the fire. Haugen says that spending time with the new hires and getting to know them during the orientation process has had the greatest impact on their employee retention. “When you hire 50 or more new people in a season, it can be challenging to make sure you remember everyone and something about them, but it truly makes a difference,” Haugen says. Prescription Landscape’s managers reach out to new hires on the first day with a welcome message as well as their contact information so they know who to contact when they are done with their training. Jones says it’s extremely important for managers to be engaged in the onboard

 KEY TAKEAWAYS ■ The first 30 to 90 days make or break retention, which is why your on boarding process should be strong, structured

■ Consistent check-ins,

clear role expectations, and buddy systems have the greatest impact on engagement. duce culture early while pacing technical training see stronger confidence and performance from new hires.

■ Companies that intro

and help employees feel welcome from day one. ■ Moving administrative

tasks to digital formats allows onboarding to focus on people, not paperwork.

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