After a decade of recruiting in the landscape industry, abundant work, empty trucks and hiring processes that have ground to a halt are some of the scenes that define 2025.
So, what’s really happening? Companies aren’t slowing down from lack of work, but more companies are pausing searches mid-process — or even ghosting candidates after final interviews — in 2025 than in my prior decade combined.
Candidates are cautious, too. Even unemployed professionals reject solid offers, fearing last-hired-first-fired scenarios. Most demand 15- to 20-percent salary increases just to keep pace with rising costs, plus job security guarantees no company can realistically provide.
Finally, artificial intelligence is backfiring. Veteran managers get auto rejected for using “crew scheduling” instead of “workforce optimization software.” Technology is adding distance when personal connection still closes deals.
Inside the numbers
Here’s what my firm tracks in terms of recruiting across 2024–2025 searches (industry averages may vary from our results):
⦁ Time-to-hire crisis. Internal hiring now averages 90-plus days from posting to accepted offer, nearly double the numbers from 2023. Our agency averages closer to 60 days, even in today’s market.
⦁ Offer acceptance has collapsed. Down by one-third compared to 2023.
⦁ Mid-process abandonment. Roughly 60 percent of searches stall without explanation.
⦁ Salary inflation pressure. 75 percent of candidates expect increases of 15 percent or more to move.
Why the industry remains resilient
There is good news that frustrated hiring managers forget: Landscaping isn’t collapsing — it’s selectively hiring through temporary turbulence.
The industry’s fundamentals are rock-solid. U.S. landscaping services maintain 11.9-percent profitability despite rising costs. The broader outdoor economy generated $1.2 trillion in output and supported more than 5 million jobs in 2023. Properties need care regardless of cycles, and maintenance contracts are among the last expenses cut.
Meanwhile, private equity is recalibrating. After a decade of aggressive roll-ups, investors are now prioritizing integration and efficiency. That means they’re optimizing the teams they have before expanding headcount. This isn’t a retreat; it’s consolidation to prepare for the next growth wave.
All this creates opportunity. While other industries slash payrolls, landscape companies can attract talent from sectors in distress — operations managers from retail or project coordinators from construction are ready to transition into green industry roles.
The candidate reality
On the candidate side, inflation anxiety is driving everything. An $85,000 operations manager now expects more than $100,000 to maintain living standards. Companies offering 3- to 5-percent bumps wonder why phones don’t ring.
For many, job security trumps opportunity, and stability outweighs growth potential. Candidates use multiple offers for leverage with their current employers rather than risk a move.
There is also a pay gap dilemma to navigate. Managers face questions about current team members making a certain amount but new hires wanting 15 percent more than that. They ask, “How do I handle this?”
The takeaway? Acknowledge the gap, share market reality and provide advancement plans.
Strategies that work
From hundreds of placements in 2025, here are some best practices that have been successful:
⦁ Move fast. Make offers within 48 hours of finding the right candidate.
⦁ Pay market rates. Salary ranges ignoring inflation are dead on arrival.
⦁ Use tech strategically. Automate admin but call promising candidates quickly.
⦁ Sell stability first. Highlight financial strength and long-term contracts over growth promises.
⦁ Follow the three-touch rule.After three unreturned calls or emails, move on.
Also, begin making plans for 2026 now. Market conditions should normalize by the middle of next year as inflation stabilizes. Companies building relationships now gain a head start when growth resumes.
The bottom line
The green industry remains essential and profitable. Companies succeeding aren’t waiting for perfect conditions; they’re adapting to current realities while positioning for the inevitable recovery.
