Leading the Way
How leadership works on the ranch.
contributed article by B. Lynn Gordon Leader Consulting, Sioux Falls, SD leaderconsulting.biz
RECRUITING FOR THE RANCH
EMPLOYER’S ROLE TO RECRUIT THE RIGHT KIND OF EMPLOYEE V
isiting recently with a ranch manager and discussing the challenges associated with hiring employees for his ranch, he caught me off guard when he stated, - “it’s not just me out there trying to find men and women to come and work on the ranch; it is them deciding if this is a place they want to work.” In today’s workplace climate, the focus has shifted from intense scrutiny on the employee to the spotlight now shining on the employer as well. People want to know if their new role will be a good fit before relocating themselves and their families. Let’s face it: the great employees are not just waiting around without work they are in demand and can be selective choosing an employer with a reputation of providing a culture where people feel valued and want to work. Here are a few suggestions for ranch managers/owners to evaluate for your hiring and recruitment process: September 2020
Be Brand Worthy. Your cow
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herd may be known for its superior phenotype or above average EPDs but what is the human
resources side of your business known for? Have you created an environment as a preferred employer creating a culture that has branded your ranch as a place where talented, trustworthy, hard-working people want to work? Traditionally, employers ask for employee references to gain further insight on their work history and credentials. Today, employees are asking for references on the ranch and its management. Word travels fast among the livestock community. If you or your ranch has the reputation of not being the best place to work, it will be more difficult to recruit the type of talent you had desired.
Be Responsive. Think about how you feel when you don’t get a returned phone call or email that you have been waiting for. Potential employees will feel the same way. A lack of response is discouraging and raises red flags to how you will communicate with them once they are hired. If you don’t see someone as a candidate for the current role, they may be better suited for a future position or know of someone else that is perfect for the job. Unresponsive
or poor communication will have them unlikely to pursue future employment or tell their peers about your ranch opening. Determine a hiring timeline to help you stay focused and prevent any oversight of failing to communicate with candidates.
Be Fair. Research the going rate of compensation for the role. Employees will have done their homework asking around in their network. A fair value will represent your devotion to finding a qualified candidate. What other compensations or benefits are offered (insurance, housing, meals, transportation, vacation time)? What about cattle or other livestock like horses? Will there be an opportunity to run them with the ranch herd or rent a pasture nearby? Your end goal is to build a solid, trusting, respectful, long-lasting relationship with your new employee. Transparency and clarity while discussing monetary and non-monetary issues is imperative. This is probably the number one issue that I hear ranch managers and owners say causes a rift between them and an employee. Oftentimes in agriculture, we are so people-oriented
B. Lynn Gordon, Ph.D., Leader Consulting, LLC. Sioux Falls, SD. Lynn is an agricultural freelance writer and leadership consultant with an extensive background in the livestock industry. She can be reached at lynn@leaderconsulting.biz or through her blog at http://www.leaderconsulting.biz
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