The most interesting trend I saw this summer while traveling in Europe to visit trade shows and breeders was the annualizing of perennials. What does that mean? It basically means breeders are selecting perennials that can be planted as a tiny input late in December or at least before the beginning of March, and then sold as a pot full of blooms that same year.

That’s nuts, right? What about plants that need to be vernalized? Apparently, vernalizing perennials takes too long, costs too much money and just isn’t cool anymore. And you guessed it, it absolutely means perennials that need to have a cold winter to bloom are no longer showing up in mass quantities in the marketplace.

Beloved plants like Lobelia cardinalis, some echinaceas, dicentra and others are falling out of favor with growers because they can’t be planted and brought into bloom in a few months.

What’s the good news? The cost of perennials has gone down and the new “annualized” perennials make the greatest displays in retail garden centers. In some cases, perennials like campanulas and anemones (top right) and some succulents are being sold as gift plants.

There were two cool marketing ideas that caught my eye. One was full of emotion and one showed use. I’m learning so much about how little today’s consumers know about plants, and the more I think about it, the more I realize we need to tell people how to use them.

These two ideas could help. The More Lips campaign is an overarching POP idea to put emotion into buying common gift plants. More Lips = more love, and more kisses for the person who gave the gift. The campaign was all about love, and the black and white posters had photos of people kissing, children kissing their parents, and even new moms kissing their babies. It was very powerful. There were bench wraps, plastic sleeves and tags to match.

This kind of point-of-purchase marketing grabs the attention of a shopper looking for something to take to their sweetie or maybe someone who just had a new baby. It was well done and I think it would work in grocery stores and in the gift plant section of any garden center or home store. I would buy them. It was like Anthropologie or J. Crew meets Hallmark.

Check out the tags for hedge plants called Privacy Makers (top left). It’s not really showcasing new plants, but new ideas for their use. This booth had everything from beech trees grown to perfection for making a proper hedge, to hydrangeas and common evergreens used to make a hedge around your patio or property. The tags and signage showed couples and families BEHIND the hedges enjoying meals, glasses of wine, and play time. It was such a wonderful way to portray how hedges can be used in any garden space.

The last thing I saw that blew my mind were the fully fruited, probably 20-year-old espaliered pear and apple trees we saw in several displays. For $400-$500, someone could take one home and plant it without all the hard work of training it for the first 5-10 years. This is a great way to carry on a very specialized gardening skill without having to teach someone how.

Angela Treadwell-Palmer founded and co-owns Plants Nouveau LLC., a company that specializes in introducing and marketing new plants to the nursery industry. She’s been around the world, experiencing world-famous gardens and remote areas looking for new ideas and exciting plants. angela@plantsnouveau.com.

Time is running out. With hope of a short-term legislative fix gone, many employers are facing the reality that by Dec. 1, they must increase salaries to $47,476 or pay overtime to some employees in order to comply with the U.S. Department of Labor’s (DOL) new regulation. Known as the “Overtime Rule,” the new regulation aims to curb what the DOL refers to as “the evil of overtime” by increasing the minimum threshold salary level required to classify a worker as exempt from overtime under the Executive, Administrative, and Professional (EAP) exemptions (a.k.a. White Collar Exemptions) found in the Fair Labor Standards Act (FLSA). (Editor’s note: For an overview and Jean’s take on the DOL’s new overtime rule, see the story in our July issue: www.nurserymag.com/article/prepare-for-more-pay/)

Under pressure to minimize costs related to increasing salaries, the DOL believes employers will reclassify employees in lower-paid salary exempt positions to nonexempt and, to avoid paying overtime, reduce their work hours. The DOL is targeting first-line supervisors and managers in several industries and occupations, including, among others, the green industry with landscaping, lawn service, and groundskeeping workers.

Implement a DOL compliance plan

If you have employees in positions that are classified as salaried exempt under an EAP overtime exemption, now is the time to implement a DOL compliance plan to assess your risk, determine if your labor costs will increase, and plan necessary changes. Your plan should include the following steps:

Identify employees currently paid a guaranteed salary regardless of the hours worked. These employees hold positions that are classified as “salaried exempt,” whether or not you have formally designated them as such. Create a list with the names, dates of hire, positions, locations, and rates of pay for these employees.

Eliminate from the list any employees who customarily and regularly work outside the office (which could be your office or their home) performing the primary duty of making sales or obtaining orders or contracts for services. Regardless of how they are paid, these employees fall under the Outside Sales exemption and are not affected by the DOL Overtime Rule. Likewise, if you currently pay salaries to employees who qualify for the Agricultural Exemption from overtime, they are not affected by the Overtime Rule and can be eliminated from the list.

Ensure that all employees remaining on the salaried exempt list qualify for the “duties tests” associated with the applicable EAP exemption. Employees who do not meet the duties tests under one of the EAP exemptions do not qualify for an overtime exemption and, therefore, regardless of their salary rate, should be reclassified as nonexempt. (See nonexempt pay plan options at the end of this page.)

Identify employees on the salaried exempt list who meet the duties tests but who are not paid a guaranteed salary of at least $47,476 annualized ($913 per week). For these employees, by Dec. 1, either increase the guaranteed salary level to the minimum required amount OR reclassify the position to nonexempt. For this group, also:

Consider the possibility of satisfying up to 10 percent of the guaranteed salary with a nondiscretionary bonus or incentive. Employers are permitted to pay a lower guaranteed salary (at least $42,728 annualized or $822 per week) that is supplemented by nondiscretionary bonuses or incentives, as long as the bonus or incentive is paid at least quarterly and the employee earns enough from the bonus to bring earnings up to the minimum required salary amount of $47,476.

Determine the anticipated cost to increase salaries (with or without the bonus option) versus transitioning employees to nonexempt pay plans. Consider the amount of overtime typically worked, how (or if) a bonus plan must change, adjustments that can be made to work schedules and job duties, and the impact on eligibility for benefits (those that are based on the method of pay or exempt/nonexempt classification).

Determine the best strategy for communicating changes to employees. When applicable, inform employees that the change is necessary to comply with new federal regulations affecting the payment of salaries and overtime. In most cases, it will not be necessary to circulate a written memo. However, if you elect to do so, ensure it is written or reviewed by a qualified professional. Expect your employees to be informed about the requirements and be prepared to answer questions they may have.

Transitioning to a nonexempt pay plan

There are many options for transitioning a salaried exempt pay plan to a nonexempt pay plan. To avoid the potential for inadvertent pay discrimination, it is best to utilize the same pay method for employees who hold the same position. Of course, regardless of the method of pay, all nonexempt employees must receive overtime on all earnings (including commission and nondiscretionary bonus earnings, among others) and should be required to maintain an accurate record of their daily work time, including times in and out for meal breaks.

Here are some common pay plans to consider when transitioning salaried exempt pay plans to nonexempt pay plans.

• Continue to pay the current salary and overtime at a rate of 1.5 times the regular rate (salary divided by 40 hours). (Note: Most employees who are paid a salary believe they will receive the full salary even when they don’t work an entire workweek; so if you adopt this pay plan, it is important to clarify how you will handle the salary when the employee is tardy or absent at times when paid vacation, sick time, or PTO is not available. If you plan to pay only for actual time worked, there is no point calling it a “salary.” In this case, it’s best to use option No. 2.)
• Convert the salary to an hourly rate that is based on 40 hours of work and pay overtime at a rate of 1.5 times the regular hourly rate. With this method, you pay only for time that is worked.
• Convert the salary to an implicit hourly rate that is adjusted downward so that when the overtime is paid, the total earnings remain as constant as possible. Again, with this method, you pay only for time that is worked.
• Maintain the current salary that covers more than 40 hours regularly worked and pay overtime in addition to the salary. With this method, the overtime hours that are included within the salary are paid at a half-time rate and any hours worked beyond those included in the salary are paid at time-and-one-half the regular rate.
• Adopt the fluctuating workweek pay plan that includes payment of a guaranteed salary and half-time (in lieu of time-and-one-half) to calculate the overtime. (Note: This option is only permitted in certain states and the DOL currently prohibits employers from paying nondiscretionary bonuses and incentives to employees paid by this method.)

If you’ve been holding out hope for a DOL miracle before December 1, sorry to say, the current Secretary of Labor believes it has already been granted — just not for employers. So break out the calculator and start crunching numbers. As you do so, keep in mind that noncompliance is costly. To minimize your liability, before implementing any changes, seek counsel from an HR expert who is experienced and knowledgeable about the FLSA and wage and hour matters, including the new regulation, tests for overtime exemptions, pay plan options, and relevant state regulations that may exceed federal requirements.

Jean Seawright is president of Seawright & Associates, a management consulting firm located in Winter Park, Fla. Since 1987, she has provided human resource management and compliance advice to employers across the country. She can be contacted at 407-645-2433 or jseawright@seawright.com.

If you’re grateful but don’t take the time to tell anyone, does it count? Maybe, but it’s a bit like clapping with one hand. You know you’re doing it, but does anyone else? Probably not. When shown appropriately, gratitude has tremendous power. At a minimum, it will keep you from appearing like an ungrateful and uncouth toad. On the other end of the spectrum, well-expressed thanks can open doors, solidify relationships, and change careers. The key to giving and getting with gratitude is knowing who to thank, when to thank them, and how to do it.

Who to thank

Thank up; thank down; thank out; and thank around.

Thank up. When bosses take the time to support you, provide you with an opportunity, or include you in something to which you’re not usually privy—thank them. Chances are, the next time they are deciding to whom they will extend an invitation, your name will appear higher on the list than it might have had you failed to recognize an earlier kindness.

Thank down. Maybe your team stayed late to finish a project. Perchance someone put forth extra effort to create a presentation. Perhaps an employee who has had a hard time meeting expectations finally does so. If you want those types of activities to continue to occur on any kind of regular basis, you need to recognize them.

Thank out. Customers, colleagues, and suppliers will support you if they feel you acknowledge their efforts. If you want to grow and build your network and workplace support system, those are the people you must cultivate. Doesn’t it make sense to nurture the relationships you have with them?

Thank around. Do you take the time to thank your office’s cleaning staff? Have you done anything to appreciate the cafeteria’s cashier? How about the security guard? A lot of people forget those individuals, and they shouldn’t. After all, chances are nobody would miss the CEO if he or she were absent for few days. Try that with the janitorial staff—not a pretty thought.

When to thank

The world would be a kinder and gentler place if people displayed more grace. Can you imagine how your workplace would function if everyone expressed sincere gratitude at least once an hour? Motivated, appreciated, and valued are some possibilities that come to mind. When you think about it, once an hour may be a bit much at first, but it is not a bad goal to work toward. And as with most activities, the more you do it, the easier it will become. But be warned: you must choose well. Recognizing people inappropriately is worse than not recognizing them at all.

For example, ask any kid how much a certificate, award, or trophy received for some trivial activity meant to him. If you don’t already know, the answer is a whole lot of “zero.” Kids are not stupid, and neither are the big people they turn into.

Gratitude should feel real and be relevant. If either one of those elements is missing, your “thank you” will most likely seem hollow.

How to thank

The words “thank you” are an adequate choice for acknowledging common courtesies shown to you. However, when people go beyond the basics, your recognition should as well. By following a few simple guidelines, you can quickly and easily step up your gratitude game.

Get specific. Focus on a detail, and your “thank you” will mean more. For instance, “The lemon muffins you made and brought into the office today were some of the best I’ve ever had. The glaze was amazing. You were so thoughtful to share them with us.” That’s a whole lot better than “Thanks for the muffins.”

Get personal. Share with others how what they’ve done meant something to you, and your thanks will both seem and be more sincere. With a little thought, you can connect feelings to the most mundane topics. For example, “John, I wanted to tell you how much I enjoyed and appreciated your presentation this afternoon. I’ve struggled with using PowerPoint animations and never been able to get them to look professional. I learned a lot from watching what you did. You have real talent.”

Great creative. Ironically, the phrase “thank you” hinders most people’s ability to express gratitude effectively. Avoid using the phrase at the start of your sentences, and you’ll find you are more imaginative. For instance, “Thank you for allowing me to attend today’s meeting. I appreciate the opportunity to be included in the decision-making process.” That’s okay, but consider the following: “I learned a lot about the decision-making process at this meeting. I never understood how the committee system worked until today. It was real eye opener. I appreciate you allowing me to attend.” Choice number two is stronger and it doesn’t use the words “thank you.”

Get to your keyboard. Email is appropriate when a verbal “thank you” seems a bit inadequate or is not possible. Although you don’t want to fill people’s inboxes with unnecessary messages, recognize that for most folks, it is a pleasure to receive an occasional note of appreciation among the usual dreck. Start typing.

Get out your stationery. If you really want to show your thanks, think “old school.” These days, hand-written notes are few and far between, so when you take the time to craft one, it won’t go unnoticed. Write at least three sentences using your best penmanship, focus on a detail, and tell your recipients how what they’ve done for you has made a difference.

Kate Zabriskie is the president of Business Training Works Inc., a Maryland-based talent development firm. She and her team help businesses establish customer service strategies and train their people to live up to what’s promised. www.businesstrainingworks.com

I find it a bit silly to say edibles are still “trending” in our industry, because I have to wonder if it’s a trend in the true sense of the word. Edible sales continue to climb, garden centers are attracting new consumers with edible gardening classes and projects, and breeders continue to crank out new edible varieties. The sales may level out after a while, but I don’t think we’ll see the major peaks and valleys that are often seen with ornamental trends.

The generational pundits are convinced that Millennials will continue to grow their own food, whether it’s in a pot on the patio of an apartment or in the ground once they’re in a home. The National Gardening Association found that more young people, particularly Millennials, are the fastest-growing population segment of food gardeners. In 2008 there were 8 million Millennial food gardeners, and that figure rose to 13 million in 2013, an increase of 63 percent, according to NGA. Edibles are a multimillion-dollar business. Millennials also nearly doubled their spending on food gardening, from $632 million in 2008 to $1.2 billion in 2013.

This month the Dallas Arboretum and Botanical Garden broke ground on an $8 million farm-to-table garden. It’s a 2-acre year-round food oasis named A Tasteful Place.

A Tasteful Place will include an orchard, vineyard and raised beds of mixed flowers, vegetables, fruits and herbs, as well as shaded porches and patios. The 3,600-square-foot Garden Pavilion will include a dining room and teaching kitchen to showcase local chefs preparing garden-to-table cuisine. Gardening guru P. Allen Smith has partnered with the Dallas Arboretum to develop programming that includes a year-round calendar of educational activities, tastings, horticultural demonstrations, workshops and public festivals. Visitors will be able to go into the garden with the chefs to learn how to pick the edibles, clean and prepare them. Excess harvested food not used in cooking classes or tastings will be utilized by the Arboretum’s in-house catering.

The Arboretum’s harvests in A Tasteful Place will be on display in four raised gardens in the Potager Quadrant intensively planted with climbing vegetables and vines, as well as other vegetables planted ornamentally and interspersed with flowers to attract pollinators and beneficial insects. Learn more here: www.dallasarboretum.org.

Even if you’re not growing edibles (but what’s stopping you?), you can reach a new generation of consumers by partnering with the fruit and vegetable growers and breeders. On the pages of this magazine, horticulture rock star Brie Arthur has explained many ways to combine production, sales and marketing of ornamentals and edibles. She’s currently doing lectures across the country about it and she’s writing a book on the topic. Don’t let edibles get all the press. Reach out to your colleagues and find a way to ride this wave. If the Dallas Arboretum attracts new fans because of its new farm-to-table garden, those visitors will also have the chance to see all the amazing ornamentals at the award-winning garden. Edibles and ornamentals are a practical and potentially profitable combination.