A file next to the register at The Secret Garden Florists holds the resumes of people interested in working at the Linwood, New Jersey flower shop.

Usually, owner Joseph Neidinger could pull from that file and fill openings at his shop with no problem.

But for the past year, that file has sat empty.

“Since we reopened from the pandemic, the volume of business has steadily increased and it got to the point where we were looking to get additional help,” says Neidinger. “We are suddenly realizing we can’t get it.”

Florists across the country expressed similar concern in SAF’s Economic Outlook Survey. Difficulty attracting non-seasonal employees for experienced positions was a challenge for nearly 60 percent of respondents, while about 56 percent of respondents reported the same challenge hiring for non-seasonal entry-level positions. The struggle has prompted florists to offer employees flexibility, perks and benefits unheard of pre-pandemic, such as offering signing and referral bonuses, employee discounts on products and extra days off work.

Labor was an industry problem pre-pandemic, but it’s now compounded by a national labor shortage. There were a record high 10.1 million job openings in country in June, according to The U.S.  Bureau of Labor Statistics. Its jobs report released Friday showed signs of improvement, though. The labor force  — people actively looking for work — grew by 261,000 in July and the unemployment rate fell to 5.4 percent from 5.9 percent in June.

Employers added 943,000 jobs, with every industry reporting growth except the retail sector. Retail jobs decreased by 6,000 in July following large increases in the prior two months, according to the report. Employment in the retail sector is down 270,000 since February of last year. So what’s a retail florists in need of employees to do? Rethink everything, says Glenna Hecht, founder of Humanistic Consulting in Dallas, Texas.

“Get back to basics. Unravel what you need, and think about it differently,” Hecht says.

This might involve adjusting the hours of a shift, assigning work that can be done from home, and offering more pay for employees who can work nights and weekends, she says. Before posting a job ad, employers should study the competition in their area — not just their industry — so they can make an appealing offer, Hecht says. Accelerate and simplify the hiring process, and keep the candidates’ needs in mind. Some may be rejoining the workforce for the first time in more than a year and will need help acclimating, Hecht says. Others may have been working jobs with more flexibility, which they’ve come to rely on. Hecht’s advice for retaining employees comes down to developing relationships and offering support.

“Have a compassionate heart and talk to people so as stuff comes up you can help them deal with it and you can deal with it,” she says.

Neidinger, in New Jersey, has been doing just that. He has focused on building relationships with his employees and has seen that a good connection fosters a better understanding on his end — and theirs.

“In the past, I’ve tried to keep it more professional,” he says. But since the pandemic, he’s made a point to learn more about his employees’ families and lives outside of the shop. “Now, I’m finding the connection helps to generate some loyalty within the staff. If I know what’s going on in their life, when issues come up, I can be more understanding and more willing to work with them.”

He’s also offering hourly pay that’s above New Jersey’s minimum wage of $12 per hour.

“Being understanding only goes so far. You have to show your appreciation by adding a little bit more in their paycheck,” he says. “It’s amazing how far that goes.”

Neidinger is on the search for three more part-time employees. He’s advertising on social media, online job sites and relying on word of mouth. He asks others in the wedding industry, such as caterers and event planners, if they know of anyone who would be a good fit.

James Yaughn, of Cannon House Florist in Aiken, South Carolina, has taken the idea of being accommodating to a new level. He allows his employees to bring their children — including babies — into his family-owned shop on a regular basis.

“It’s like a daycare here,” Yaughn says. “It’s not always comfortable, and it’s not always convenient, but it keeps them here. That’s what it takes right now.”

He also keeps a break room stocked with drinks and snacks and provides company lunches on Fridays.

Yaughn’s employees also enjoy bonuses around floral holidays for meeting sales goals and frequent raises. It’s not easy to add expenses, but Yaughn says his employees are the business’s best asset.

“Without them, what would I have? They are the backbone of every business,” he says.

Carrie Slack, an event florist in Columbus, Ohio, is using her nine years of experience in corporate retail management to be strategic about how — and who — she hires.

Looking for part time workers who aren’t expecting health care or other benefit packages is key, Slack says. She targets two sectors: college students and retirees.

She likes to advertise on job boards at the city’s art and design school because those students are often looking for part-time summer work which she needs for weddings. She also tries to recruit retirees, especially retired florists.

And since she can’t provide the benefits that a full-time job would, she is generous with perks. Paid lunches, gift cards and holiday bonuses are ways Slack shows her employees her appreciation.

Amanda Jedlinsky is the managing editor of SAF Now.