A new U.S. study of nearly 400 organizations reported investments in leadership development on the rise in 2015. The research, conducted by the global talent mobility consulting firm Lee Hecht Harrison, reports 54 percent of employers plan to increase leadership development investments this year.

“Having a strong pipeline of ‘ready now’ leaders is at the heart of a high-performing talent-management strategy,” Kristen Leverone, senior vice president for Lee Hecht Harrison’s Global Talent Development Practice, said in a press release announcing the study. “And it requires an investment and commitment to bring that to fruition.”

Among the obstacles to fostering a sound leadership pipeline is an employment market more positive than it has been in years. These favorable circumstances give high-performing talent tremendous freedom to pursue new employment at any given time. Professional development can be an important component in helping companies remain an “employer of choice,” something many produce and floral companies already recognize.

“We must be willing to invest in employees for the long term,” said Kevin Fiori, Sunkist Growers vice president of sales and marketing and PMA board of directors chair. “Companies not willing to do so will experience a revolving door of employees looking for growth, development and a brighter future elsewhere. Loyalty breeds loyalty and employee development breeds competence.”

Employee loyalty and competence will prove critical in helping the global fresh produce and floral industries innovate to meet immense challenges — like the need to increase food production with fewer resources while also bolstering consumer confidence in the safety of fresh produce.

“Professional development — like workshops, seminars and e-learning — provides a great avenue for our early talent to learn critical skills,” said Traci Ramsey, Monsanto’s global human resource director, vegetables. “With retirements in this industry on the rise, companies are focused on development of talent pipelines and stronger succession plans that will offer strong leaders the ability to advance quickly.”

Furthermore, the Lee Hecht Harrison study reports that the millennial population is expected to become the largest percentage of the workforce in 2015, with 34 percent already in managerial roles. The study’s authors say astute organizations are scrambling to prepare this generation for leadership roles.

“I expect the agriculture and produce industry will see modest growth over the next few years,” Ramsey added. “Our millennial generation is interested in quick wins and immediate gratification. It will be important that companies provide professional growth and development for their employees to keep them interested in this field and area of study. For some, it may be enticing to chase ‘the next shiny thing,’ but with focus on coaching and mentoring, training and on-the-job development, we’ll be preparing our people for a great future and a promising career.”

Employers aren’t the only ones with an eye on professional development. Employees are also looking to develop their skills and prepare to take advantage of the opportunities that lie ahead.

“I think professional development plays an important role in keeping us in touch with what is relevant in our industry and our careers,” said Candace Wilson, Monsanto strategic account director and a participant in PMA Foundation’s 2015 Emerging Leaders Program. She also emphasized professional development’s role in relationships building as a benefit to the produce professional and the industry as a whole.

“The [PMA Foundation] Emerging Leaders Program is a fantastic networking experience,” said Wilson. “By bringing together professionals from all areas of the produce industry, we get to hear the various perspectives from everyone who is involved from seed to spoon. These new relationships will go a long way in helping us work together to drive fruit and vegetable consumption.”

Put simply, businesses grow when employing and developing the finest talent and the industry grows in the process. As the world becomes increasingly interconnected, competition among business sectors and companies of all kinds to attain talented, motivated workers only intensifies. Offering dynamic professional development opportunities is one way produce and floral industry members can help the best and the brightest to see us as the “industry of choice” and a great place for a fulfilling career. Developing the competencies of the produce workforce also helps us face future challenges with confidence because we have the top people solving the toughest problems.

“Whether you are a sales and marketing cooperative, an e-commerce company, a foodservice distributor, a retailer or a floral distributor, it is critical to our long-term success to develop the next generation of industry leaders that will be the future of our industry,” said Fiori. “A diverse and competent workforce is needed to innovate, drive consumer demand and succeed in achieving our business objectives.”

(Alicia Calhoun is the PMA Foundation program director)