Employment in the ranching industry is becoming increasingly competitive. Finding qualified employees is challenging. Fewer are choosing to be a part of the industry, and many who have a desire to work in agriculture don’t have the background or experience necessary to go right to work without training or supervision. In addition, the higher wages being paid across the country create a disadvantage for an industry that already fights to keep margins at a profitable point. Those who do a good job recruiting and taking care of qualified employees will have the upper hand.
It is important to remember that employment is a contract of expectations. One party agrees to provide outlined services in the form of labor or management, and the other agrees to provide outlined compensation in the form of a benefits package. Any successful contract involves clear and concise communication. The writing of a job description is the beginning of outlining this contract.
A well-thought-out job description that clearly identifies the responsibilities of the position is key to hiring quality employees. When done well, it can attract a list of qualified employees to interview and consider. This document will not only be used in recruiting but also when evaluating job performance and any bonuses associated with that performance. When beginning the process of writing a job description, it is important to identify a few key points.
1. Identify your employee needs
What are the core competencies and three to five responsibilities that are important for someone who fills this position? For a pen rider in a feedlot setting, this might include proficiency on horseback or the ability to identify sick cattle. Keeping cattle calm and treating cattle early supports weight gain and therefore profitability, making these key responsibilities. For a manager position, this may include the ability to lead others, an understanding of finances and accounting, or the ability to make breeding decisions through bull selection. These core competencies and responsibilities will be different for each position and each operation.
What level of professional is needed? A “working manager” is necessary in many parts of the country, but the time a manager spends doing labor is time they are not managing the business by making key decisions or building business relationships. Don’t pay someone $30 an hour to do a $15-an-hour job. If the goal is to recruit a business-minded professional to manage a profitable ranch, be sure that the job description conveys that. Similarly, if the need is a laborer to be an extra set of hands and perform tasks as assigned to them, that should be conveyed as well. Too many times, a ranch manager position is advertised when it is a ranch hand position that needs to be filled.
2. List the positives of the job
What are the positive aspects of the workplace and the job itself? Maybe the ranch is in a beautiful setting, or the area has quality schools. Does the job provide autonomy or opportunity for growth? By ownership identifying what they see as being the positives of the job, it is more likely candidates will be attracted that share those same opinions. Honesty and follow-through are important. If the job is advertised as a horseback position, but the reality is that horses are only used on a limited basis, a candidate can quickly become discontent if that is one reason they took the job. Similarly, a workplace may be touted as family-friendly, but employees are expected to regularly work long hours and the ability to take time off is limited.
3. Outline the responsibilities and associated measurables
Once these considerations have been thought out, the job description can be written. The responsibilities identified can be broken down into subduties. Avoid a list of tasks. Rather than state that the position will be required to irrigate morning and night, state that they will be responsible for forage production and its associated yields. Most people want some level of responsibility. This also promotes innovation. Perhaps there is a better way to improve forage yields that isn’t just irrigating. It is important to use professional language. Think about the difference between “wimps need not apply” and “a strong work ethic is expected.” What do those two statements express about the workplace environment? Try to convey the ranch as a place someone would want to work while still making expectations clear. Whenever measurables have been identified, those should be listed. For example, a manager may be expected to keep weaning rates above a certain percentage and strive for a specified average weaning weight.
Clearly outlining the responsibilities of the position and associated measurables helps set employees up for success. It can also provide an opportunity in the interview process to ask questions about how candidates would accomplish measurables or other duties. Don’t be afraid to pass on a potential employee who may appear more qualified but doesn’t fit the company culture or subscribe to the vision or mission of the ranch. Taking time to hire right is important. Turnover in employment is expensive due to lost productivity and the direct cost associated with the job search. By writing a well-thought-out job description that clearly outlines the needs of the ranch, managers and ownership will find a better pool of applicants and increase the likelihood of finding the right person the first time.
