 Growing up on farm, working and being independent is not just something to be proud of – it’s who you are as a person. It’s a trait all farm kids-turned-adults have in common. Since most farm owners grew up on farms, we can’t fathom why anyone would spout about the need for work-life balance. But there is quite a disconnect between the farmer’s view of work-life balance and what the workforce is telling us today. We might think it’s just a fad – as some of us thought when organics started. But I’m here to tell you work-life balance isn’t just a buzz word to ignore.
According to the 2017 Randstad Employer Brand Research Report, 45% of surveyed employees noted that good work-life balance is an important attribute when gauging the attractiveness of an organization. Work-life balance came after an attractive salary (58%) and long-term job security (46%). As a recruiter in agriculture, I constantly hear from jobs seekers that would love to work on a farm but don’t think the work-life balance will work for their family. It’s not that they won’t put in some extra hours when needed, but they also know most often on farms the balance is well, not balanced. I can hear your sighs as you read this – including my own family – and there may be an occasional eye-roll too. My concern is that we are losing too many great hires in an already tight labor market because they believe a farm can’t offer a career with a decent work-life balance. While the seasonality of our business can’t be changed, we can change our approach to labor. Agriculture is not alone; plenty of other industries have peaks in their cycles. Think about retail and food manufacturers around the holidays. Think about the construction industry in northern states; they can’t work on projects year-round. The busy time for accounting firms are four months of the year. The labor shortage is not fixing itself anytime soon, and we can’t keep losing great candidates. We need to rethink the labor on our farms. There are two basic problems to solve. One, how do we attract the best of the best for our full-time year-round positions? Two, how can we add supplement labor during the peak season to ensure our full-time team does not get burned out? Here are a few creative ideas from other industries and farmers to help solve these problems. Retirees Retirees are a great resource for additional staff during the peak season. They care about the equipment, are punctual, and don’t want to be year-round employees. The only challenge is how to find retirees. They aren’t looking on job boards. To be successful, you need to focus on word-of-mouth. Talk with anyone and everyone in the community about your opportunity. Students If there’s a college or university near you, students are typically looking for evening job opportunities. This allows your full-time team to leave work and not work into the late hours of the night. Most students look for jobs on a website called Handshake. It would be beneficial to post your job there to attract more college students. Since students also use various forms of social media, social media advertisements are another good way to target these candidates. Partner with Another Industry Partnering with another company can be a hidden opportunity. For example, a company in Nebraska hires seasonal soil samplers from another company that lays off their employees at the same time of the year. These companies encourage employees to work for each other during the opposite season. Look at your individual market to see which companies are nearby and learn about their typical seasons and work schedules. If a local company has structured hours from 6:00 a.m. to 3:00 p.m., you can target employees who want extra hours from 4:00 p.m. or later. From general labor to operators, H2A employees are another great resource. Though there are some setbacks. It can be difficult to predict and commit to how long the season will be. You’ll also need to stay in compliance with housing and pay rules. Your local staffing firm, which comes with a higher price tag, takes away the burden of finding employees and keeps the employees on their payroll. When you want to let someone go, the staffing firms takes care of everything. Remember, work-life balance is different for everyone. Not all employees need or want the same hours. For example, we work with one agricultural equipment dealership that develops custom plans by employee. If an employee wants to work between 40 to 45 hours per week, they will honor their schedule. If a technician wants to work extra hours, then they can do so. Talk to your employees to understand their desired schedules. The most important part of the work-life balance is creating a schedule that fits their needs. Written by: Lori Culler, AgHires Founder & Owner See more from the AG’s HR Coach here.  Family-run farms offer a great way of life, where both relatives and employees alike are treated as family. A smaller, close-knit team does have its downfalls. It often creates an environment where it's difficult to hold tougher conversations and address problems. That's why many farmers love working with equipment and the crops: Simply put, there is no human factor to deal with.
Communication is one of the factors that will make or break the performance of the team. Just because communication is a natural human behavior, that doesn't mean it comes easily. For many, it's a skill honed over time. Communication, or lack thereof, has its pitfalls. Whether it's the negative attitude of your best mechanic or a constant lack of awareness from your operator in managing the details, clear communication is the only answer that will result in improvement. As humans, we typically avoid conflict, and our natural tendencies to deal with the issue only end up making it worse. Sometimes we avoid the situation altogether, which causes tension to build. Other times, we end up talking to someone else about the problem, which is never just one conversation. It ends up being a daily or weekly complaint about the same issues. I've also seen the occasional joking jab at addressing the issue. This leads to more confusion by the employee on whether it is or isn't an issue. Not only do these common reactions to avoiding the conversation not solve the problem, but it also takes time, energy and focus away from the farm. With all these pitfalls, combating and preventing communication issues can seem like a daunting task. But it can really be quite simple: Set expectations, communicate in-the-moment and schedule ongoing meetings. Set expectations early to ideally prevent issues from arising. Guidelines can detail employees' responsibilities, how specific situations are handled and when a lighthearted situation becomes more serious. If all employees know how to handle communication on the farm, it prevents confusion and conflict. For new hires, a dairy farm in Michigan reviews their management style and what they should expect from employees in terms of communication. Each owner talks about their own tendencies; one shared that they are more direct and prefer to know the details throughout the day. This allows the employees to flex with that style. However, difficult discussions will inevitably arise despite your precautions, and how you approach the conversation is a key element in successfully navigating the discussion with an employee. It's better to handle it sooner rather than later. If left alone, the tension on your end builds, and the employee is frustrated that you didn't say something earlier. It's also helpful to prepare for the conversation beforehand. Write down some of the points you would like to make, and be prepared for the various responses you might receive. Try to see the situation from the other person's point of view and listen. You may need to adjust your strategy or message during the conversation. I've had plenty of discussions where I was transparent; I saw some setbacks and discussed what I was looking for going forward. Not only did the employee acknowledge it, but they came up with their own solution, which was better than mine. Constructive feedback needs to be articulate and clear about future expectations. Be positive that they have the capability to make the necessary changes, but be careful not to sugarcoat the message too much. Too many compliments can lead to confusion about the message you are trying to relay. To take your communication a step further, invite your employees for a set one-on-one meeting on a quarterly basis. Whether you meet in your office or over lunch, face-to-face meetings are the best way to engage with your employee. Nearly 90% of communication is expressed through nonverbal behaviors, such as body language and facial expressions. The rest is communicated verbally. Not only is a one-on-one meeting beneficial, it can show you where the faulty spots are in your farm's approach to communication. The foundation for healthy conversations starts with listening and creating an environment where employees can openly share ideas and concerns. They can offer vital feedback on your communication skills as well as the operation's communication. They will also be more open to receiving feedback from you as well. Effective communication is the key to a smooth-running operation, and lack of it can spell disaster. Take a moment to think about it: What conversations have you been avoiding? If you are spending too much time frustrated with an ongoing issue, it's time to talk about it. It's never too late to address an issue even if it's been swept under the rug for a long time. Written by: Lori Culler, AgHires Founder & Owner See more from the AG’s HR Coach here.  It’s the end of June, and there are still too many acres without crops in the ground. Our farm started in 1941, and according to my father’s impeccable record keeping, this is the latest time of year we have planted and the worst spring conditions we have seen on the farm.
The unpredictable weather and temperatures have created a variety of problems for farmers. Not all of us have our crops in, nor will all of us get everything planted this season. While it depends on the situation, temporary layoffs should be avoided as best you can. With the low unemployment rate and difficulty in hiring talent, it is more costly to lay off employees for one to two months than it is to search, hire and train new employees when you do need them. Whether you have downtime this summer from lack of planting or you are battling the usual labor surplus between planting and harvest, there are a few ideas to maximize your human capital and accomplish much-needed tasks on the farm to keep everything progressing in a positive direction. Low-Cost Improvement Projects It might be time to reorganize the farm shop. As time goes on, materials and tools can get misplaced and used parts stacked up. Before long, nothing is in its proper place, and it can be difficult to find the right parts. The disorganization of the shop costs both time in inefficiency and money when you can’t locate a part you know you have on hand. Before you even begin moving pieces and parts, establish a plan for what you want the shop to look like. Research ideas online for organization. Although it isn’t practiced as much in agriculture, 5S shadow boards and organization techniques they use in large maintenance organizations could easily be implemented on the farm. If you have metal shelving, consider using magnetic labels so everyone knows where you would like things to go. Low-cost items such as commercial bin racks only cost $150-$300. Including your entire team on the project will help to get their buy-in and support to keep it more orderly going forward. Education & Training Extra downtime is the perfect time for employees to learn new skills. Whether you send your employees to classes, workshops or seminars, they will appreciate the ability to expand their knowledge, and your farm will benefit from what they bring back to apply to the farm. Consider classes in supervising employees, lean agricultural practices or on-farm safety. Perhaps it’s time to send them to more agronomy and crop-science classes. If you are simply looking to add knowledge depth to your team, cross training on the farm also has its benefits. It’s low cost and the training is on-site. Landlord Relations If you rent the land you farm, it’s critical to continually build upon your relationship with your landlord. Get in touch with your landlord to see what else they are looking for in the partnership. They might ask for simple improvements or changes such as getting ditches cleaned out or stone added to an entrance that your team could work on. You could also utilize your team to host the landlords on-site. Take them on a tour of the farm, meet the team, go over where your farm is heading and answer any questions. The more interaction your landlords have with you, your team and your farm, the more likely they are to feel connected to your operation, come to you with problems and remain loyal when a neighboring farmer knocks on their door. Connect with the Community Volunteering in the community is a great way to connect and increase visibility. Hosting a community day shows what your farm has to offer. Also, consider having your team volunteer at a local event or partner with another agribusiness to host a dual event. An added bonus: Events are a great way to meet more people in your community who could be potential future on-farm employees. The most important idea to maximize your team’s talents during downtime is actually very simple: Ask! Ask your employees about what they’d like to do. More often than not, they’re more willing to work if they get to choose their work. For example, if you have an employee with technology experience, they may be willing to help with the website and social media. Keep the farm progressing, keep the morale up and get the team involved on low-cost initiatives that will benefit the farm years to come. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  Just when it feels as if we have millennials figured out, or somewhat figured out, Generation Z enters the workforce. Generation Z are those born in 1997 or later. By 2021, they will make up more than 20% of the workforce. There’s a tendency to label all younger employees as millennials, but you may be surprised to know that Gen Z’s tendencies, motivations and operational styles are quite different, and, in some cases, completely opposite. Let’s take a step back to consider what Gen Z has been exposed to and how it influences their tendencies. They grew up in the digital age, so Gen Z is more tech savvy than their predecessors and have been exposed to social media at a younger age. Whether it’s a quick text or emojis in a social media post, Gen Z lives in a time of instant answers and instant feedback. This generation has also watched millennials amass large debt loads from college, and they’re less willing to take on that debt themselves. Statistically, more students are graduating from high school but fewer are enrolling in college. Roughly 75% of Gen Z doesn’t consider college as the only path to a strong education. If they aren’t going to college, where are they going? Many are going to trade schools or are entering the workforce directly — a sign of a booming economy. Gen Z is highly success-oriented and is mainly focused on personal financial success. Millennials tend to be focused on owning their own business and being their own boss, whereas Generation Z is looking for career advancement, enjoyment and stability. When it comes to marketing jobs to this new generation, we need to showcase what agriculture can offer. Gen Z is looking for a great workplace and will be highly focused on the culture of the organization. They will research the company, read reviews and gain as much information as they can before they apply or respond to a reach-out. Sixty four percent of candidates look for more information about the company before applying. If they can’t find information about the company, they will move on. Make sure you have a basic website and social media presence, or you might lose them at hello. About 70% of Gen Z job candidates have said they would apply for a job if the company’s brand is managed well. At AgHires, we know how important it is to get the attention of the target audience. It’s the reason we create video job posting advertisements to go with a written job posting. When you first speak with a Gen Z job candidate, don’t jump into their background. First, take the time to walk through your operation, highlighting the family-like atmosphere and explaining the direction you want to go. Gen Z is looking for opportunities to grow and learn. Help them visualize that path at your operation whether it’s through mentorship on the farm, outside classes or learning conferences. Gen Z has grown up with YouTube as their go-to resource to quickly learn different topics. To manage and train them, consider creating short videos on everything from precision ag technology and how-to videos on the steps to complete a pre-trip inspection report. You can upload your videos for free on easy-to-use sites such as YouTube or Vimeo. Finally, just when you thought you were getting better at giving feedback, you’ll have to crank it up a notch for this next group of employees. Given the digital world in which they grew up, Gen Z needs more feedback than previous generations, even millennials. While they may need a quick status check on a nearly constant basis, it can be as simple as a quick phone call or text. If you aren’t sharing any feedback, they will most likely believe that you have negative thoughts about their work. Due to a large amount of digital communication, Gen Z will be more reserved in person. You will want to set them up for success if they have a role where direct interaction with customers is needed. The same goes for formal emails. Gen Z is used to short communication with incomplete sentences. If formal emails are needed in your operation, they may need more guidance. This next generation is smart, ready to work and ready to learn. They will be great additions to the team. But as with any new generation, it takes targeted focus from managers to help them succeed.  When it comes to improving performance and retaining top talent in our competitive landscape, employee engagement needs to be one of your farm’s top initiatives.
An engaged employee is 21% more productive than a less-engaged employee and a highly engaged employee is 87% less likely to leave the organization. High levels of energy, commitment and performance from our employees lead to an increased bottom line. The return on investment (ROI) on improving employee engagement is higher profitability, fewer errors on the farm and more creative problem solving. It’s not about ensuring they are happy every day and enjoy every minute of their job; rather, it’s about having employees that are deeply committed to the success of your operation. In March, our Ag’s HR Coach column looked at how to manage a team to higher production by asking employees questions to see how engaged they are in the business. In this second part of the two-part package, we look at five practices you can implement with relatively low cost and investment of time to help keep employees engaged. Employee-Led Projects Give your employees autonomy to lead projects that will affect the business. This allows employees to grow their knowledge and experience while adding variety in their work from their day-to-day responsibilities. Align an employee’s natural talents to useful projects. If you have someone who is very detailed and organized, designate that person to reorganize the shop, adding labeling and shelving as the person sees fit. Or create employee-led safety committees to implement internal training or improvements to comply with safety standards. Have someone create a landlord newsletter or maintain the company Facebook page. There are endless amounts of apps to assist with communication and tracking progress; consider having a team of employees research apps that might be useful for the farm. The extra bonus of employee-led projects is the team is more apt to support what ideas they have developed. Continuous Learning Employees are looking to continuously learn and gain knowledge. It benefits the farm when employees have more perspective on what’s going on in the industry and what other progressive farms are implementing. Consider sending them to industry seminars, tradeshows and workshops. The value comes when you hold a discussion when they return to find out what they learned, found interesting and what ideas could be applied to the farm. Also consider outside-the-industry training, such as management training, lean manufacturing/continuous improvement, or the 5S technique (refers to five steps: sort, set in order, shine, standardize and sustain). This helps employees bring in ideas from other industries that can be applied to the farm. Management Coaching A big part of whether employees are engaged or not largely depends on the interaction they have with their direct manager. To retain top talent, managers must be strong leaders and great coaches to drive the best performance. Those skills don’t always come naturally to everyone. Get training for your managers, or perhaps even yourself, on how to improve your leadership skills. I’ve been contacted by farms who want us to hire a manager because, although they have an individual that is great on the farm and execution of work, that person lacks leadership ability. Build your bench strength by training your next level employees below the management level. Build Comradery When a team is connected, the employees’ performance can thrive together. Foster good working relationships amongst the team and build an environment where it’s okay not to be perfect. Build a culture where everyone’s strengths are recognized and flaws are enjoyed. Besides building a cohesive team through day-to-day interactions, treat employees to fun events outside of work, whether you take the team to a ballgame or host a picnic for the families. Celebrate wins and successes along the way, whether it’s a new yield record or simply harvest is complete for the year. Celebrate the hard work everyone has put in. Another great way to connect is to have a service project the team could work on together, such as volunteering or perhaps even host for a charity. Tools and Resources High performing employees want to have the tools and resources to succeed. Let’s say you have implemented a new tracking system in the field, and it has some glitches that continually arise. If we don’t work to try to fix the issue for the operator, it ends up being a daily point of frustration. Same thing with having the right equipment to perform employees’ jobs and conduct in-the-moment repairs. Ask your employees, after planting season, what tools and resources did they need that would have made their jobs more effective during planting. Focusing on your employee engagement is an ongoing effort. Continuously check-in with staff and conduct self-evaluations. Answer these questions as a management team to see how you are doing: Does everyone know where we are heading as a company and what matters most to helping us get there? Does everyone know their role; do they have the tools/resources to do their best in that role? What activities have we done to increase the knowledge base of the team? Do employees have a voice and are those voices heard by the management team? Are we maximizing the unique talents of our team members? What’s the trust level between management and team? Have I spent time individually with each employee the past four to five months to discuss these things? When we are talking with candidates about potential jobs, they constantly ask us questions about our client’s culture and what is it like to work there. We need top talent for our operations to stay competitive and we can only attract and retain top talent if we have built a culture focused on employee engagement. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  Business owners, both on farms and across all industries, want to capture higher profit margins. They want teams to produce at a higher level, with less turnover and more individuals thinking versus just doing their work. The secret recipe to achieve these results comes from two words, employee engagement. It's not just a fluff phrase someone in human resources made up, there are staggering statistics on the benefits of engaged versus disengaged employees.
Your employees can basically be put into one of three buckets: engaged, not engaged and actively disengaged. Engaged employees are emotionally committed to the organization and its goals. In short, they care about their work and they want to do well and help the organization succeed. These individuals go the extra mile, share the passion of the company and look for more ways to contribute than just performing their assigned roles. Engaged employees ensure they are focused on your landlords and how they would want things handled in the field. They will offer up new ideas, stay the extra time to do the job right, help in other areas, etc. According to Gallup, one of the leading trackers of employee engagement, roughly a third of employees, are actively engaged (32%). Employees that are not engaged are not emotionally connected, they are simply putting in the time, for example, running through their tasks, but not go the extra mile. An unengaged employee notices a flat tire on the tractor, but then proceeds to head to the next field as if it were fine. Or, the employee has been hearing a funny noise in the truck, but since it was still running the employee never bothers to tell the mechanic, then in the heat of harvest the truck breaks down. They are not as energetic, not willing to put in the extra effort, and certainly not adding any additional value to the team. Interestingly, half of employees fall in this sleep-walking mode of production (51%). The last category is the most disturbing, it's the actively disengaged employees who are not focused on doing a good job, but also act out on their lack of satisfaction and disappointment in the company. These are your gossipers, your naysayers, the one who has the rebuttal and brings the rest of the team down. We've all had some employees on the farm who could do the job, but their attitude damages their production and the production of others around them. This group represents about one of five employees (17%) in a company. Many people confuse employee engagement and employee satisfaction, assuming we need to aim to make everyone happy in their roles and everyone gets along outside of work. That couldn't be more of the contrary. Engagement comes from building a culture of success, where employees can bring up ideas, be part of solutions and share pride along with the owners on the accomplishments of the team. We first need to identify where our current employees fall. Your goal is to get the disengaged employees moved up to the engaged status where their productivity increases. At the same time, identifying the actively disengaged individuals and placing them on a performance improvement plan with clear expectations and if that doesn't work, recruit new individuals to take their place. We often spend too much time on the bottom performers who are not going to be a long-term fit versus spending time on our top, engaged performers most likely to influence the bottom line the most. If you are looking to take a deep dive into this area, there are companies that will provide you engagement survey questions to ask employees and will even take it a step further with management training. If you have a smaller group of employees and are looking to gain insight from your current staff, holding one-on-one conversations with each employee is a great way to get feedback and to gain a sense of each one's engagement to the business. Here are six suggested questions to ask each employee individually. This could be done over lunch or simply in your office.
As we've discussed in previous articles, the unemployment rate is the lowest it's been, and the fight to retain good talent is harder than ever. Focusing on your culture and your current team is critical to the success of your farm. In our next column, we'll discuss how to increase employee engagement to boost productivity. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  Farmers are known for being innovative, working with what they have to get the job done. Whether it's finding the extra expertise on crop nutrition or specialty equipment fabricated to fit your farm, farmers tend to know who to call. But as your operation works to improve efficiency and maximize resources, specialty talent is often needed to accomplish specific projects. Where do you go to create specialty technology equipment or to develop a custom app that tracks critical data for your farm?
Freelancers are here to the rescue. A freelancer is simply an individual who offers his or her services on a project and/or hourly basis with no expectation of long-term work. Within 10 years, experts predict, the number of freelancers will encompass more than 50% of the workforce. That doesn't necessarily mean that everyone will be freelancing full time, but over half the workforce will be freelancing in some capacity. You will find experts in most areas of business, including bookkeeping, technology, app development, website development, social media, safety compliance and more. There has even been a more recent movement on senior-level and C-suite freelancers. Think part-time CFO! One way our farm clients have used freelancers in the past is hiring someone to establish and improve Occupational Safety and Health Administration (OSHA) compliance. The individual worked with the owners to identify areas for improvement and developed safety protocols and procedures. Other farms have had contractors develop custom apps that are specific to their farm's needs. Plenty of farms have utilized freelancers for website development and social media management. You could take the idea a step further and have someone help you with your marketing plan or to connect with more landlords to rent ground. The attraction of a freelancer is on-demand labor with specialty talent that can be hired on an interim basis, typically at a much lower cost than using a larger firm. The success of the project relies on two main factors: your farm's ability to clearly identify what outcome or deliverable you are looking for and your selection of the right freelancer for the project. The first step is to clearly identify and detail the project, including an expected time table and what deliverables you expect at the end of the project. There are several places to search and select individuals by areas of expertise. Freelancer.com and Upwork are two sites where you can enter what you are looking for, and they will showcase different freelancers, their backgrounds, ratings and projects. LinkedIn, which has historically been known as a place to keep and maintain your professional network, now has LinkedIn ProFinder that also serves as a source to find talent on a per-project basis. You will need to look carefully at the freelancer's background, including ratings, feedback from other clients, and their portfolio to see their prior success. You will also want to screen your freelancer, similar to conducting a phone interview, to learn more about them, preferably via video conference. Ideally, you would review their past projects, your current project and vet out how they could go about completing the project. If you are looking to develop any type of technology app or have an overall business strategy or other intellectual property you are looking to protect, have them sign a non-disclosure agreement. If you are looking to "test" an individual before you have them work on a larger project, ask them to work on a smaller project with a lot fewer hours to see how they perform and if they are the right fit for the larger project. Freelancers are a great resource to utilize for small and large projects and can add talent and expertise on your team. However, just as it is with your full-time labor, you get what you pay for. Do your research to ensure you are hiring at the right level of expertise for the goals and deliverables you are looking to accomplish, and invest in the time to ensure you're working with the right one. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  How do I get my employees to listen? It's an interesting request I hear often at farm shows and conferences. Many are fed up with employees not listening to their clearly stated steps. I even had one participant say, "I literally give each step a number, and they still miss steps."
What drives an employee's behavior at work, including their ability to listen, stems from how well you perform as a leader. There are extreme cases where employees just can't be saved, but more often it's good employees behaving unfavorably because we've created an environment that encourages the exact behavior we don't want to happen. There are ways to improve employees' listening and understanding of the tasks they are given. Explaining the "why" behind your requests and sharing knowledge behind decisions will help improve listening. You can also maximize the use of technology to ensure everyone is on the same page, such as sending out instructions in writing, to help keep things in check. But even if you get really good at having employees listen to every step, is that really what you want? If you are the only "thinker" on the team, and all direction, decisions and tasks come from you, eventually you will get what you created: a team of employees that simply have stopped thinking. Employees will react to the environment you create as an owner. If you are a "just do it how I say" manager, you will get a team that only does what you say. The challenge in farming is there are so many factors that can change in a moment and that should trigger a change in direction. But if you create the wrong environment, employees will keep charging ahead to get A, B, C done as you said, sometimes to the detriment of the farm. These are competitive times in agriculture, and if you are the only leader on the team, you'll limit how far you can take your business. One person can only be in one place, only do so much, only think of so much. To expand your limits, you need to build a team of leaders. The phrase "building leaders" is often interpreted as "growing managers," and many farmers are concerned they don't have a lot of spots for managers on their farm. But developing leaders on your team simply means developing individuals who take ownership of their tasks and are an impactful contributor to the company. They give that extra step. I have leaders on my team that don't manage anyone. They manage their department, think outside the box and are passionate. Their leadership over their responsibilities is not only an infectious attitude for other employees, but also pushes our company to new heights. On the farm, when you build a team of leaders, it's a ripple effect that bleeds through the whole farm. Fewer mistakes are made because employees are taking more care and stopping to think before they act. Employee longevity increases because they are engaged at work and enjoy showing up each day and they will be less likely to look at or take another job. You will have employees helping you solve problems to daily challenges and suggesting new approaches. The first step to developing a team of leaders is to listen. Ask employees what hinders them in their role. Ask their opinion on how to approach a problem. Ask them for ways to improve communication during planting. You will need to be the one leading the charge to get them engaged. It doesn't mean you need to take every idea, but go with one or two ideas, and you will start to see more come your way without having to tug them out. Give a little power to your employees by creating self-driven teams in areas you would like to see improved, whether it's a group of employees that focus of safety on the farm, or you want them to rearrange the shop. Giving your team authority in certain areas will have them fully buy-in to seeing it through. How do we get them to start listening? We start listening and engaging with employees in different ways than we have been in the past. The real question isn't how do we fix them, but how do we fix us, the employers, that drives better results. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  To run a successful farm, you need your team members consistently performing at their best. Unfortunately, even your best team members can be habitually late or a little too chatty on their cell phones. Whether it’s your best mechanic that happens to be the negative one on the team, or it’s your greenhorn that’s taking a little too much sick time, there are ways to get them back on track.
Unless there are multiple issues, you don’t want to jump right to letting a good employee go for one setback. Going to the extreme could cost you the time and money of hiring and training someone new. Its human nature to avoid confronting employees on these issues, especially when their good qualities outweigh the bad, but ignoring what needs to be changed only leads to more problems. You end up spending too much time being frustrated, and it could cause issues with other team members. A simple combination of strategies including setting guidelines, direct coaching, maximizing technology and sharing perspective will often correct the issues. Here are five solutions to common employee difficulties most farms need to tackle at some point. Tardiness Tardiness ranks as one of the most common complaints since the beginning of the employer/employee relationship. One grain farm I know of came up with a unique way to prevent tardiness: Anyone who is late must clean the shop bathroom. I thought that was especially creative and motivating at the same time. If that idea doesn’t match your culture, establishing a guideline of what’s acceptable and using technology to highlight bad habits are good ways to tackle the problem. Some companies adopt a zero-tolerance policy on lateness, but that doesn’t excite me. Cars break down. There are emergencies. Life happens. I’d suggest common-sense guideline on tardiness and attendance expectations. It could be as simple as stating: “The expectation is for you to be clocked in and ready to work at the set start time. We understand emergencies will arise but would expect that to occur no more than one to two times per month.” If you have an individual with a constant issue, take that person out to lunch and learn more. Simply giving the employee “shop jabs” or sarcastic joking will not change any behavior. Human nature comes into play, and when the problem is addressed in a more formal manner with agreed upon next steps, behavior is likely to change. Also, consider using a time clock system where employees can clock in at the shop or on their phones in the field. It is a great way not only for you, but for the employees to monitor their timeliness. The employees might not feel their lateness is excessive, but seeing it in black and white on their time cards could give them the perspective they need. It’s easier to hold concrete discussions about tardiness if you accurately track time and can show how frequently employees are tardy. Cell Phone Use A recent survey by OfficeTeam found professionals waste an average of 56 minutes per day on their cell phones for personal use during work hours. Five minutes here and there throughout the day really add up. Farm employees typically need to carry their cell phones to communicate throughout the day, but creating a cell phone use guideline in writing should help keep the team productive and off their phones. Outline when it’s acceptable and the frequency in which employees can to use cells phones for personal use. We’ve seen policies that simply suggest that an occasional, two- to three-minute personal phone call is acceptable. With the long hours during harvest, employees will want a few minutes to speak with their families in the evenings. Customize your plan to allow for additional acceptable use when working past 7 p.m. Negativity Having employees that are continuously complaining and being negative can have a damaging effect on your team. They might be good at what they do, but it’s a steep cost when they’re bringing down the rest of the team. According to LeadershipIQ, 87% of employees say they have wanted to change jobs because one of their co-workers had a terrible attitude, while 93% say a co-worker’s negativity makes them less productive. Negativity breeds negativity. If you don’t address the issue, you are at risk for losing others on the team, or worse yet, pulling other employees into the negative mindset. One of the hardest types of employees to approach is one with a strong personality who is also negative. The first step to address negativity is to hold a constructive conversation with the observations you are seeing and laying out expectations. If you don’t address it, they won’t either. Most often, negative individuals already know they struggle in that area, and half the battle is bringing it to light and setting expectations. Excessive Sick Time An employee unexpectedly missing work can cost an operation approximately $2,650 to $3,600 a year, according to a report by Circadian. On top of that, your productivity goes down because work is being stretched thin. The best way to combat excessive sick time is to create a policy and stick to it. Clearly outline the farm’s standards and expectations. If someone isn’t keeping with the policy, identify and discuss the issue with the employee before it worsens. Find out the cause of the issue and help to resolve it. Also try encouraging the proper use of sick time by offering incentives, such as cashing-out unused sick time at retirement or at the end of the year. Inability to Follow Directions What about the employees that never seem to follow specific instructions? You give them step-by-step details, and they always seem to miss a step or do them in the wrong order. It’s frustrating, but can also lead to big errors in the field. There are a few strategies to try depending on the situation. When you are finished with a lengthy conversation covering many topics, recap the final takeaways. Or, have the employees recap back what they understood of your instructions. You might feel you were clear, only to find out that a few steps weren’t laid out properly. Also, it helps to be mindful when stating instructions with the word “we.” It leads to confusion on who it is you’re referring to. Technology can be our best friend when it comes to creating consistency. Text instructions on what tasks need to be done in what order. On the farm, dropped communication happens when two or more people need to know the information, but only one person is told. Keep the entire team in the loop through group texts on which field is next or to set the expectations of tasks for the next morning. If you’re interested in learning more about ways to attract the best talent, craft competitive compensation packages and get the most out of the labor you have, make sure to attend Lori Culler’s session “From Boss to Leader: The hidden costs of miscues when managing non-family employees” at the DTN Ag Summit on Dec. 4. The Summit begins Dec. 3 with a keynote speech from Agriculture Secretary Sonny Perdue and includes numerous sessions on how to improve the financial management of your farm. For registration and event details, visit https://www.dtn.com/about/events/ag-summit/ Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  According to the 2012 Census of Agriculture, the average American farmer is 58 years old. Farmers over 55 control more than half of the country’s farmland, and one in two is likely to retire in the next decade. For three decades, there has been a decline in the number of new farmers joining the ranks, so it’s critical that we keep our current farms strong. So how can you find these workers? When it comes to hiring, a popular credential to look for is military experience.
We had a client recently hire a senior-level military captain to fill an operations role on a farm focusing on developing structure, process improvement and training of employees. My husband is a senior farm manager and has been for over the past decade. He’s a retired military sergeant who did not grow up in agriculture. It should come as no surprise that a military veteran possesses the traits necessary to leading a team in the field and in the barn. Other traits that are common for military employees include: Trust and Respect. Veterans have gained a unique perspective on the value of accountability. They can grasp their place within an organizational framework, becoming responsible for the outcome of their team’s work. They understand policies and procedures are in place for a purpose and they respect that. Communication Skills. Military personnel understand style-flexing in the way they communicate. There is the possibility he/she speaks more than one language and has traveled internationally. In addition, this new employee may bring along a high level of technical literacy which can serve to streamline communication efforts across the farm. Trained in effective writing and professional communications, military personnel know that being successful means being able to communicate articulately and efficiently with other staffing levels. Prefer to be outdoors. Veterans know what it means to do “an honest day’s work.” They’ve been through boot camp, continuous training, and in some cases, war. Military employees may have traveled across the US and other countries. They are trained to adapt to the elements, so rainy days in the field will not affect them as it does others. Attention to detail. Veterans have the proven ability to learn new skills and concepts. In addition, they can enter your workforce with transferable skills, proven in real-world situations. This background can enhance your farm’s overall productivity. Steadfast Loyalty. Job turnover is higher than ever, but military personnel have longevity in their history. Veterans stopped their life because they were loyal to their country. This extraordinary spirit is rare and carries on into their civilian careers. Veterans do not job hop; they want to find a home and grow with an honorable company. If you create a productive working environment for the employee, he/she will stay with the company. Mechanical Skills. Because of their experiences in the service, veterans are usually strong mechanically and well-informed of the latest technology. Candidates with heavy-wheeled experience transition well to maintenance roles. They can bring the kind of farming outlook and technological savvy operations of any size need to succeed. Now what do you do? There are many local veteran centers, service organizations, colleges, or military bases you can connect with to find the candidate. You can also hire a recruiting firm, such as AgHires, where we will help you succeed in matching your organization’s needs with the skills of quality candidates for you to hire. A final perk for employers considering hiring veterans is the tax credits via the Veterans Opportunity to Work to Hire Heroes Act of 2011, which provides two types of tax credits for employers. The Returning Heroes Tax Credit provides an incentive for companies to hire unemployed veterans. The Wounded Warrior Tax Credit provides a tax credit for hiring long-term unemployed veterans with service-connected disabilities. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.   We are in midst of a talent struggle in agriculture. With the national unemployment rate at an all-time low, we are not the only industry that’s facing challenges finding and attracting top quality candidates. Over three quarters of hiring managers and recruiters say they are struggling to find hires across all industries. The compensation we have historically paid on farms is no longer bringing in the quality of hires needed for strong performance.
There are two primary reasons driving the big disconnect between what we are looking to pay today and what you get at that pay range. The first reason is wages have been increasing at a faster pace than in the past due to low unemployment. This year alone we have seen a 2.8% increase in wages across all sectors. Since November 2016, the two biggest job gainers across all industries are mining and logging followed by the construction industry at number two spot, according to the Bureau of Labor Statistics. With a multitude of available jobs and only so many great hires to go around, the pay levels we have seen in the past just don’t align with the market. A quick snapshot of what we are up against: Walmart’s base wage for a general labor employee is $11 per hour. We have a local manufacturing site near us in Indiana with starting pay for general labor on the line at $16 per hour. PayScale reports the average manufacturing wage at $14.99 per hour and the average construction equipment operator earning over $19 per hour on average, with wages ranging from $15 to $28 per hour. Both of those positions have the advantage of paid time and half when employees work more than 40 hours. Last week was reflective of what the data is telling us. I interviewed a candidate who is a construction foreman, with a strong skill set in operating equipment and performing repairs, and due to some required travel and leading a small team, he averages $90,000 per year with no formal education. I also interviewed a 24-year-old diesel mechanic who is already making $25 per hour at truck dealership working on diesel trucks and trailers and is just a couple years out of his tech school. At AgHires, we’ve seen a significant increase in wages the past 5 to 7 years. According to the Bureau of Labor Statistics, the mean annual wage for those listed as farm, ranch and other agricultural managers, (not first-line supervisors/assistant manager roles) in 2017 was $80,310. Agriculture has seen wage increases depending on the sector within the industry of 3% to 3.5% on average the past ten years. This aligns with what we are seeing with our clients. Depending on the operation’s size, complexity and diversity of crops, salaries for farm managers that are leading operations range from $75,000 to six figures. The second reason driving up wages on farms is due to the fact that what we are looking for in employees has changed. We aren’t looking for just a driver or a farm hand anymore. We are looking for thinkers that can add value, understand technology and solve problems. Technology enables us to work with leaner teams, but to stay competitive those hires need to come with higher level competencies. To attract someone at a higher level that brings the behaviors, mindset and experience we want, we need to increase the hourly rate to attract and retain those candidates. During these current down ag market times, I realize every dollar spent needs to be justified. When you consider paying a $16-per-hour employee that isn’t bringing to the table what you are looking for compared to a $20-per-hour employee that adds more value, you are looking at a $12,000 cost differential (estimating 2,500 hours/year and taxes). If the higher candidate was more efficient, made fewer mistakes, wasn’t as rough on equipment and cared more about every bushel, could the additional cost be covered through their performance and then some? We often look at the cost of just the employee, but what other costs are incurred when you hire the sub-par candidate? What are we to do with this information? As farmers we can do what we do best: Be innovative. When it makes sense, adjust the wages to align better with the market. When we need to stick to a budget, think outside the box with younger candidates or individuals from other industries that can be trained. Look to hire relatable skills in individuals with the right characteristics that can get up to speed quickly. You could also develop an incentive program to increase the overall compensation package without having to increase the base wage. We have a lot to offer in agriculture. In general, the candidate pool is looking more for cultural fit and family-owned companies than ever before. We can offer that on the farm. We are in an industry where individuals see their impact and spend time outside. Use that as an advantage point to attract talent. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  Farm managers are the leading factor driving the productivity of the team. By their actions and communication, they ultimately set the tone for the work environment. If you’re not happy with the results of the team it’s time to do some healthy reflection and as the leader take actionable steps to ensure your employees are engaged and performing at their best.
A successful growing season isn’t possible without motivated operators, livestock herdsmen, or grain haulers. Statistically, the number one reason employees change positions is due to their supervisor. With all the activity swirling in the day of a progressive farmer, it is easy to get stuck in your routine and lack focus on your team’s needs. Here are six driving factors to team performance. Measure yourself in each area to see how you would rate your performance and develop 2-3 action items for improvement. Trust. Trust can be broken in a manner of seconds. Employees are not only looking for you to speak open and transparently, they are also looking for stability. One quick spurt of temper in the heat of the harvest takes longer for the wound to heal than one would think. Employees need to trust they can come to you with a problem and you will work with them to solve it. When trust is down, employees tend to not bring up problems that should be brought to your attention and cover up mistakes. Be Approachable. Try to balance personal small talk among all your employees, ask about their family or vacation plans. It’s easy on a small team to become closer to some employees than others. Employees are looking for the family-owned work atmosphere. It’s one of our best assets against other industries. Use that to your full advantage to keep long-term employees. Make Employees Feel Valued. Show the team they are important to your company by acknowledging their efforts and showing appreciation for feedback. Invest in them personally, by providing training opportunities and sending them for agricultural certifications. Handing out new company t-shirts is an easy and cost-effective way to make your employees feel valued and it brings the team together. Host a family picnic or cookout, plan a trip to a nearby amusement park, or organize a training activity. Share the Purpose. Employees perform better when they know the end goal. In farming it is difficult to set a hard number of harvested acres per day, but establishing a target gets you higher performance than not setting a target. Reachable goals and even friendly competitions among each other are great motivators. Have a big wipe board for harvest or send a text each night with remaining acres so everyone knows how you are progressing in the season. Give Feedback in the Moment. Giving small feedback along the way sets the direction for future behavior. Thanking an employee for going the extra mile to assist a landlord without being told encourages them to do it the next time. Same with ideas they bring to the table, allow them autonomy to run with a new idea and I guarantee there are more to follow. Feedback doesn’t have to be formal, a small reinforcement of what you like or a quick correction on what you would like to see different goes a long way. Opportunity to Grow. It’s not just millennials that want promotions, it’s a desire of most dedicated employees. In a smaller operation there are less opportunities to grow into a new role. Growth in terms of simply expanded responsibility or ownership in a certain area goes a long way. Learn what areas your employees would like to expand their knowledge and have a passion and hopefully tailor responsibilities as it fits the farm. Investigate what makes someone want to work hard for the organization. For each employee it is something different. Turnover will stay low once it’s determined what makes someone tick. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  AgHires founder and owner Lori Culler receives a couple requests each year to help find a successor. And that demand is becoming more and more prevalent. The next generation may not always be interested in continuing the family farm, leaving many family farms without a successor.
Recently Culler was interviewed by Family Farm Succession to discuss her experiences with helping farms find successors. “That’s what we’re seeing, where the next generation maybe isn’t interested in that farming operation, but that farmer or business wants to see it continue on. They don’t want to just sell it off, they have a passion to see it continue,” Culler says. There are many candidates looking for ownership opportunities and are not sure where to look. AgHires works to match great candidates with these farms. Culler tries to match the leadership style, management style, and customer interaction with owner and candidate to ensure a good fit. “You can have someone with a great looking resume but if they don’t match on leadership style, or how to manage employees, their take on customers and their customer interaction, if that’s not in alignment and a fit, the successorship won’t work for either side,” Culler says. “We’re very selective with our submissions, and with a successor you really just can’t get it wrong.” In the end, it is up to the owner to decide what they want out of the transition of the farm. Do they want to stay active in the farm? Or do they plan to have a deadline to complete the hand off? Being prepared with a wish list will help make the transition smoother and give the candidate some expectations. Read more about how to plan ahead, the benefits and challenges to finding a successor from Family Farm Succession. To get more tips and resources, check out the AgHires Hiring Advice page at AgHires.com! Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  The farming industry has been evolving for centuries, and staffing requirements have changed along with it. The expectations of employees should match the needs of the farm at any given time. What should you do if an employee isn’t living up to the expectations set before them? How long should an employee be on payroll if production requirements aren’t being met?
It is much easier to let someone go from the company when he or she has violated an ethical boundary. It’s a far more difficult challenge to decide based on low or mediocre performance. Understanding where the final line is for an employee that tends to stir the pot, has a negative attitude or just can’t get the job done right can be challenging. It’s never easy to let go of an employee. There are typically two reasons that cause the most hesitation: emotions and fear of not being able to replace the employee. Terminations can be uncomfortable, and the situation can get downright awkward especially on a small team where all the families know one another and the relationship is deeper than it would be in a corporate environment. As the owner, or member of the management team, if you’re constantly focused on or frustrated with an employee, it is time to make a change. You run the risk of losing your high performers if you are settling for a culture where under performance is acceptable. TRY TO SALVAGE YOUR INVESTMENT When time, money and training are poured into an employee, it is hard to let them go. A progressive farm needs to do everything it can to keep the investment it made in an individual. When an employee is under performing, consider the position the individual is in. Is it the right one? Has there been adequate training? Are there personal problems interfering with performance? Verbal counseling is the first step, which can often turn that complacent employee back into a producer. It’s important that he or she knows they are being monitored and held accountable for the efforts they put in at the farm. Verbal counseling shouldn’t be an isolated event, it should occur regularly since it shows you are an ally in the improvement process. PAY ATTENTION TO WARNING SIGNS Aside from the legal requirements of terminating someone from a job, it is important to notice the warning signs of a staff member who may no longer be a good fit for the position. Take note if peers begin having common complaints, if the person has trouble fitting into the culture at the farm, if the frequency of excuses grows and if the employee’s effort begins to slack. Before terminating an employee, a leader needs to be able to look in the mirror and honestly admit that they’ve done everything possible to help the employee succeed. PROTECT THE FARM FROM LIABILITY If a termination is going to happen, there are things you should do to protect the farm from liability. 1. Performance issues need to be clearly communicated on multiple occasions, preferably with a paper trail. 2. Let the individual go early in the week and first thing in the morning. 3. You should have a script of what you need to cover in advance and take as much emotion out of the conversation as possible. If I had to put a time limit on the conversation, it shouldn’t take more than 5-10 minutes. Cover items like when health insurance coverage ends and how earned vacation time will be handled. 4. Logistically, consider how to handle the employee collecting their personal belongs, such as their tool box. 5. Communicate with the rest of the team. Use the turnover as a learning experience for everyone. Use this new opening as an opportunity to look at the structure of your organization and decide if there needs to be any changes of job roles. Before your next hire, outline what you’re really looking for in terms of skill, personality and experience that will align with your farm. Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here.  Productive farms must work together as a team. Each employee plays a role on the team, whether it’s to operate heavy equipment or manage finances from behind a desk. The team should be built on a solid foundation of communication, trust and accountability. The question is: How can a group of employees create and sustain this type of bond?
When there doesn’t seem to be enough hours in the day to run the business, troubleshoot challenges, and keep staff abreast on policies, rest assured that there are tools available to help. Technology changes with the seasons, making it a challenge to stay current. While it takes time and energy to utilize the newest resources, it ultimately improves efficiency and communication among the staff. Imagine having a snapshot of productivity at the end of each day. Everyone would be on the same page, ready to hit the ground running the next morning. Research shows that effective team communication generates highly engaged employees which improves retention and productivity, leading to quantifiable financial returns. Steps to Improving Communication
Clear and real-time communication is what will keep a team productive. Regardless the size of the team, there are technological solutions available, from team messaging to field tracking devices. How often has a phone call come in while the operator is driving a piece of equipment? There is no pen, and it’s dangerous to stop and take notes. Here are some ways to help:
Are you unsure about adding more technology to your operation? Stick to the tried-and-true team building activities that organization were first built on. Don’t let obstacles, such as time restraints, get in the way. While opportunities to host weekend retreats or after-hour events may be limited, make it a priority to fit team-building activities in a regular workday. They can also help employees work better as a team instead of individually and help them adapt to change or simply boost morale. (Note: The software mentioned in this article are not endorsed by AgHires) Written by: Lori Culler, AgHires Founder/Owner See more from the AG’s HR Coach here. |
RSS Feed
|
Contact: |