Leadership Link: Selecting the right employee for the right job -

Were there steps that you could have taken to prevent this sudden shortage of help? How do you avoid having constant turnover?

B. Lynn Gordon

Consultant and Ag Writer / LEADER Consulting, LLC

Email B. Lynn Gordon

One answer is to select the right employee for the right job and equip them with the tools they need to be successful.

With some time and effort on the front end of the hiring process, essential training and continual communication with the employee, you can set yourself up for a more positive outcome for your farm, ranch or feedlot employee hiring process.

Selecting the right employee

Wayne Fahsholtz, president of Padlock Ranch, near Sheridan, Wyoming, has managed more than 30 full-time and 40 part-time employees annually for the past 11 years on the extensive 475,000-acre cattle ranch.

Fahsholtz says probably the biggest lesson with human resource management is to not just focus on hiring for skills and experience. Hire the person with the right attitude.

“Attitude makes the difference; skills can be learned,” says Fahsholtz.

Over the years, Fahsholtz developed what he calls the 3-3-3 approach. First, he explains, take the three best employees you have hired, then the three worst employees over the past three years, and see if you can identify what it was you may have missed during the interview of the employees that didn’t work out and what stood out in the interviews from those who ended up being successful employees.

Outline their roles

How can an employee accomplish what the boss believes they should if they don’t clearly understand or know their expected job roles?

Job descriptions are important. Just as one would interview for a job with an agricultural business like a bank or seed company, they would be provided with a job description outlining their duties, goals and overall responsibilities.

Why would we not do this for pen riders or cowboys? It is just as important that they know what is expected of them in order to do their job properly and prevent misunderstandings between the employee and the supervisor.

Harry Knobbe employees 12 full-time staff at his feedyard near West Point, Nebraska. Knobbe is a strong believer in job descriptions and position titles.

“Having a job description and title helps the employee understand and take ownership of their role,” said Knobbe during his presentation at a beef industry conference.

Knobbe believes it’s also important for the supervisor to lead by example. Employees will follow what you do, not what you say.

Developing job descriptions

Developing a job description does not have to be a daunting task. It can be as simple as a few short paragraphs, or as long as two pages, depending on how detailed you want to be.

The most important element is getting the job description down on paper and clarifying expectations.

A written job description allows for more open communication and a better understanding all around. If there are concerns or questions on what is listed in the job description, it is clearly spelled out on a sheet of paper and can be discussed or revisited as needed.

A secondary benefit for agricultural entities with several employees is that is allows fellow employees to know what everybody is responsible for if all employees have job descriptions.

This can prevent confusion, frustrations or lack of projects not getting completed. And of course, at the time of evaluation, a job description becomes a useful tool to measure performance against.

Here are six tips for how to write a job description:

Job descriptions are typically one page and written in simple words and meaning to keep them focused and direct.
Write the responsibilities first; the title and summary can be added after the responsibilities are listed out. Keep titles short, positive and engaging (e.g., assistant feed supervisor versus feedman).
Focus on eight or fewer major job responsibilities that are clear and understandable. Sub-duties could be listed to certain major areas. Don’t forget to include one overall clause stating “other duties as assigned for the betterment of the ranch.”
Include the percentage of time to be devoted to these major responsibilities (e.g., manage animal health – 25 percent, upkeep and repair of machinery – 30 percent).
Identify three to five competencies that will be needed for the job. Skills, abilities, certifications, etc. and also work conditions that are typical to the day-to-day operation, such as outdoor weather conditions, physical demands etc.
Identify who the employee reports to or is supervised by and the number of co-workers they will work with. Also, if they have any supervisory duties, clearly spell those duties out as well.

Job descriptions are also useful in family operations, particularly in operations where a son or daughter has recently moved back into the operation.

In order to keep communication as transparent as possible and the transition into an operation seamless, the more clear the duties of all people working on the farm or ranch, the less the chance for misunderstandings.

Furthermore, as additional employees and family members are added into the operation, it becomes clear what the critical needs are or where certain job duties could be shifted from one person to the next.

Selecting the right employee, with the right attitude and openly communicating with them through a simple yet complete job description will set the stage for your operation to reach your goals and will reduce stress and expenses which come along with constant employee turnover.