Human Resources

When Good Employees Create Hard Decisions

Mon, 27 Apr 2026 19:41:09 GMT

You notice a good employee starting to show up late a few mornings in a row, or someone who is usually steady seems distracted and not quite themselves. Nothing is clearly wrong, but enough has changed that you know something is going on, and you’re not sure what to do next.

Do you have a conversation with them?
Do you start handing out consequences?
Or is this something more serious that could eventually lead to letting them go?

This is the kind of situation management coach Don Taylor calls an ethical dilemma.

“An ethical dilemma is when you’re trying to make a call between two or more options, and none of them feel clearly right or clearly wrong from an ethics standpoint,” Taylor said during a Professional Dairy Producers podcast.

This is not a black-and-white situation. Taylor notes that when someone clearly crosses the line, the decision is usually straightforward.

“There are some situations where someone clearly crosses the line, and we know right away it’s an immediate termination,” Taylor says. “Those cases are straightforward. That’s not what we’re talking about here.”

More often, these situations involve good employees when something in their life changes and it is not clear what is going on or how to respond. In those moments, farm leaders are balancing two things: supporting the person while protecting the operation.

Recognize When Something is Off

The first step is recognizing you are dealing with an ethical dilemma in the first place. In many cases, it starts with a gut check.

“Sometimes it’s just a gut feeling that something is off. It doesn’t feel right, and it’s not what you expect from that person,” Taylor says. “In those moments, it really tests your judgment and how you handle people.”

When something does not fit normal patterns or expectations, it usually means you need to pause and get more information before making a decision.

Focus on Facts, Not Assumptions

Once a concern is identified, it’s time to gather information. This starts with making sure decisions are not driven by bias or incomplete observations.

“We want to make sure personal blind spots or biases are not getting in the way. The goal is to gather as much accurate information as we can,” Taylor says.

This often means separating what is known from what is assumed and keeping conversations focused on what can be seen or verified, not opinions.

“We’re going to focus on the facts. If someone starts adding opinions, we’ll steer the conversation back to what we actually know,” Taylor says.

Listen Before Deciding

After information is gathered, the next step is to continue the conversation with the employee.

“Tell your employee, ‘I’m just curious, can you share anything else with me about what’s going on? Whatever is going on in your life is affecting your work, and I have an obligation to understand what that is,” Taylor says.

He emphasizes that in many of these situations, there is often more going on than what you see at first. Taking the time to listen helps you understand the full picture. That way, you are making a decision based on what is really happening, not just what it looks like on the surface.

“When we’re actively listening, we are taking ourselves completely out of the equation,” Taylor says. “All that we’re doing is processing information.”

Use Policy as a Guide

After understanding the situation, leaders should review company policies and past practices. Consistency is important, but rigid rules do not always account for real life circumstances.

Taylor cautions against overly strict approaches in areas where situations can vary significantly.

“I’m not a big fan of zero tolerance policies for this exact reason. If it’s zero tolerance, it’s zero tolerance,” Taylor says.

Instead, he recommends building in room for judgment.

“Unique situations should be handled on a case-by-case basis by the owner,” Taylor says.

That flexibility allows leaders to respond fairly while still staying aligned with the operation’s expectations.

Think Through the Options

With the facts and policies in mind, the next step is to step back and look at your options. Taylor refers to this as using “moral imagination.”

“We have to be creative, thinking up alternative options that are based on our core values, that are based on what we feel is simply the best thing to do in this situation,” Taylor says.

In practice, this means not jumping to the first or easiest answer. It might not be as simple as discipline or doing nothing. There may be a middle ground, like adjusting schedules, setting clear expectations, or putting a short-term plan in place while you learn more.

It also means thinking through how each option affects the rest of the team. Will others see the decision as fair? Will it create more work or tension? At the same time, consider what the employee needs and whether the decision gives them a realistic chance to improve.

At the end of the day, you need to pick an option you can stand behind. One that fits how you run your operation and how you expect people to be treated every day.

If You Miss it, Adjust

Not every situation is going to be handled perfectly, and that is part of working through these kinds of decisions. Taylor says what matters is being willing to look back, learn from it and make adjustments going forward.

“We own it. It’s our responsibility. We made the decision we admit that we could have done better,” Taylor says.

In the end, these situations come down to how you lead people day to day. Taking the time to understand what is going on, working through your options and being willing to adjust when needed helps build trust with your team and keeps the operation moving forward.

10 Leadership Habits That Make Employees Want to Stay

Thu, 16 Apr 2026 16:01:34 GMT

Hiring good employees is only half the battle. Keeping them engaged, motivated and committed to the job often depends on the relationship they have with their employer. Pay matters, but day-to-day interactions, clear communication and trust can have just as much influence on whether employees stay and perform at a high level.

Management and leadership expert Bob Milligan says supervisors who focus on strengthening relationships with their teams often see gains in productivity, motivation and long-term employee retention.

“We focus on improving our relationship and mutual trust with family and friends,” Milligan says. “It is easy to forget that the supervisor-employee relationship is also an interpersonal relationship.”

He outlines 10 practical strategies farm leaders can use to build stronger, more effective workplaces.

1. Practice Active Listening

When people think about communication, they often think about speaking. Milligan says listening is just as important, particularly for employers.

“Active listening means you are listening with all your senses,” he explains. “You are listening to understand both the message that is being delivered and the underlying emotions.”

Because farm leaders hold a position of authority, employees may hesitate to speak openly. Failing to listen can send the message that their input is not valued.

2. Ask Questions

Employees are more likely to share ideas and concerns when they are invited into the conversation.

“The best way to involve them is to ask questions,” Milligan says.

Two simple questions he recommends asking regularly are: ‘What is going well?’ and ‘What could be going better?’

These prompts help employees reflect on their work and provide constructive feedback.

3. Encourage Employees to Share More

Even when employees begin sharing their thoughts, they may stop before fully explaining their perspective.

“To be certain you have everything, ask ‘tell me more’ or another variation ‘and what else,’” Milligan explains. “I have found this question almost always yields additional valuable information.”

This approach signals genuine interest and helps managers better understand the full situation.

4. Circle Back After Important Conversations

After meaningful or emotional discussions, a quick follow-up can reinforce trust.

“In these situations, it is good to circle back in a day or two to check in,” Milligan says.

The purpose isn’t to restart the conversation but to see if the employee has additional thoughts or unresolved concerns.

5. Strengthen Employee Decision-Making

When employees ask how to complete a task, supervisors often provide a quick answer. Milligan suggests using these moments as opportunities for development.

Ask the employee how they would handle the situation.

“You are providing an opportunity to think, which improves decision making,” he says. “The other big advantage is that next time the employee may not have to come to you.”

6. Introduce New Responsibilities in Small Steps

Employees often want to grow in their roles but may hesitate to take on more responsibility because they fear failure.

“Research into human behavior shows that part of human nature is to grow,” Milligan explains.

To reduce that fear, he recommends introducing new responsibilities gradually.

“You cannot get to Z without going through A, B, C, D, E, and F,” he says.

Breaking responsibilities into manageable steps allows employees to build confidence as they develop new skills.

7. Be Transparent About Follow-up

Some supervisors avoid checking in after training or feedback because they worry it will feel like micromanaging. Milligan recommends setting expectations ahead of time.

“To avoid this concern, inform the employee in advance that you will be following up to answer questions or provide anything else they need,” he says.

When employees expect follow-up, it becomes a supportive step rather than unwanted oversight.

8. Set Clear Expectations

Unclear expectations can quickly create frustration and damage trust.

“Think about a time when you were unclear about what was being expected of you,” Milligan says. “I suspect you were frustrated and potentially lost trust with the person not providing clarity.”

Clearly outlining expectations for behavior and performance helps employees understand their roles and responsibilities.

9. Provide Quality Feedback

Effective supervisors use three types of feedback: positive, redirection and negative.

“High quality, specific positive feedback enhances the employee’s confidence and desire to continue to excel,” Milligan explains.

Redirection feedback helps employees learn and improve, while negative feedback should be used sparingly and framed around choices and consequences rather than reprimands.

10. Lead by Example

The final tip focuses on actions rather than words.

“It is crucial that you ‘practice what you preach’ or ‘walk the talk,’” Milligan says.

When leaders fail to follow the same expectations they set for employees, trust erodes quickly. Modeling the behaviors you expect reinforces credibility and strengthens the workplace culture.

Together, these strategies highlight how everyday leadership habits can shape workplace relationships. By listening carefully, communicating clearly and modeling strong behavior, supervisors can create environments where employees feel respected, supported and motivated to perform their best.

The Best Leaders Share These Three Behaviors

Mon, 23 Feb 2026 21:25:26 GMT

Leadership might sound like a big, formal word, but on the farm it’s really just about how you work with people every day. It’s how you talk to your team, how you handle mistakes and how you treat people when things get stressful.

When you’re just starting out, being a leader doesn’t mean you need all the answers or that you have to run everything perfectly. It’s okay to learn as you go. According to Marcel Schwantes, author of “ Humane Leadership: Lead with Radical Love, Be a Kick-ass Boss ,” when you’re just starting out, being a leader doesn’t mean you need all the answers or that you have to run everything perfectly. It’s okay to learn as you go.

He suggests regardless of the operation or title, strong leaders consistently rely on a small set of practical skills that can be learned, practiced and improved over time.

These skills include:

Show Real Interest in Your People

Take time to get to know the people who work for you, not just the job they were hired to do. Ask what they enjoy, where they want to improve and what they hope to learn next. That might mean running new equipment, taking on more responsibility or growing into a leadership role themselves.

“The best leaders genuinely want their people to thrive,” Schwantes says. “They’re willing to put the team’s needs first, share credit freely and take responsibility when things go sideways.”

He recommends supporting raises and added responsibility when they are earned and looking for chances to stretch people’s skills instead of keeping them in the same position. When employees feel genuinely valued, they take more pride in their work and show up differently every day.

Have Empathy

Many farm leaders were raised to believe emotions stay out of the workplace. Unfortunately in agriculture, empathy is often misunderstood as being too soft or letting things slide. But Schwantes notes empathy is actually one of the strongest leadership characteristics a person can have, because it helps leaders understand problems sooner and lead more effectively.

“Empathic leaders don’t just hear what people say; they understand the context, emotions and challenges behind it,” he says. “That perspective creates psychological safety, and safety unlocks creativity, problem-solving and collaboration.”

On a farm, this might look like noticing when a team member is struggling, checking in when someone seems overwhelmed or understanding the pressures your employees face at home. It’s about listening, recognizing stress and creating an environment where people feel safe asking for help.

Be Clear and Transparent

On a farm, clear communication makes everything run smoother. When your team knows what’s expected and why decisions are being made, they can work more confidently and avoid mistakes.

“A transparent culture builds trust and fosters collaboration,” Schwantes says. “When people feel safe voicing their thoughts, it deepens engagement and creates a more resilient, trustworthy team dynamic.”

Transparency also means being honest about challenges and inviting input. If something’s not working, your team should feel comfortable speaking up. The more open you are, the more trust you build — and the better your crew can handle the ups and downs.

Lead by Serving Your Team

A leadership role can feel overwhelming in some workplaces, but on the farm it doesn’t have to be complicated. Schwantes says it comes down to a few core skills — showing real interest in your people, practicing empathy and being clear and transparent.

Strong farms are built on strong teams, and strong teams are built by leaders who serve first. A leader who’s willing to jump in, listen and set a positive tone creates an environment where everyone can do their best work. And over time, that kind of leadership builds trust and creates a crew that’s ready to take on whatever comes their way.

It’s Time to Break Up with the Bad Employee

Fri, 13 Feb 2026 18:00:55 GMT

Having the right employees on your team is essential to keeping the farm running smoothly. Yet in many cases, workers are hired to fill an urgent labor gap and aren’t given the training or resources they need to succeed. When that happens, even well‑intentioned employees may struggle to fit the role or the team—ultimately leading to a labor “breakup.”

Jorge Delgado, a training and talent development specialist with Alltech, says the reluctance to address these situations is often emotional and more costly than managers realize. In a recent conversation, he compared it to staying in a romantic relationship long after it is clear it is not working.

Why Do Farms Struggle to Let Go?

For many farm owners, the biggest barrier to firing a poor-fit employee is fear.

“One fear that many farmers have is that they are not going to be able to find another employee to replace the person they are letting go,” Delgado explains.

This fear intensifies in specialized roles where skills are harder to find.

“This can especially be true for middle management positions,” Delgado adds. “These are more technical positions, and it can be really hard to find people to fill that role. Sometimes, that makes management hesitate to get rid of that person, even though it’s hurting production and numbers at the farm.”

Family and social ties on the farm add another complication. Delgado says it’s not uncommon for employees to be related, or tightly connected, to others on the crew.

“Sometimes these guys, they have family involved,” he adds. “The owners or managers are afraid that if they let go of oner person, these guys will take their family or friends with them.”

The result is a kind of emotional hostage situation. Even when the employee clearly doesn’t fit the culture or role, management feels stuck, hoping the situation will somehow improve on its own.

Have Clear Expectations

Many employee challenges on farms can be traced back to what did or did not happen on the first day of work. Delgado says problems often begin long before performance issues show up, simply because expectations were never clearly laid out.

“You have to have rules and regulations really clear and established on a far,” Delgado says. “Most of the farmers hire people on the spot, get them trained and get them going. These people don’t necessarily go through a formal onboarding process where they go through the expectations, the rules and regulations, and so they don’t know anything about it.”

When those expectations are never clearly explained, performance conversations and eventual terminations can feel unfair on both sides. Employees feel blindsided, and managers feel frustrated. In many cases, the breakdown started on the first day the employee walked onto the farm.

He also stresses the value of doing basic reference checks before hiring, an often-skipped step in agriculture.

“Sometimes we just hire the individual that is right at the door, and we don’t do any research,” Delgado says. “But that research can be an early sign that this individual is not the right fit for my culture.”

The Three-Strike Approach

Before any tough decision is made, farmers need a clear framework for addressing performance issues. Delgado recommends a structured, professional process—one that gives employees fair warning while protecting the farm.

He suggests a simple three-strike policy:

Verbal warning - Delgado stresses that this first step should be a clear, calm and deliberate conversation. The manager needs to sit down with the employee and explain exactly what behavior or performance issue needs to change, why it matters to the operation and what improvement looks like.

He encourages farmers to avoid vague statements like “you need to do better” and instead focus on specific, measurable expectations. The employee should leave the conversation knowing precisely what needs to change and the timeframe to correct it.

Written warning - If the issue continues after the verbal warning, Delgado says it is time to move to formal documentation. This step should be more structured and intentional, signaling to the employee that the concern is serious and must be addressed.

“You need to sit down with the person and explain what’s going on,” Delgado says. “It becomes more structuralized, because the person and both parties should sign a document saying, ‘Look, this is the second time you did this, and these are going to be the consequences if you do it for the third time.’”

Termination -If the behavior does not change after verbal and written warnings, Delgado says it is time to part ways. By this point, the employee has been given clear expectations, opportunities to improve, and formal notice that the issue is serious.

Delgado encourages farmers to handle this step professionally and directly. The conversation should be private, respectful and brief. The manager should clearly state that the employee is being let go, reference the previous warnings, and avoid turning the meeting into a debate or long explanation.

Watch for Red Flags

Every farm has its own internal culture. Employees work closely together, talk with one another and often recognize problems long before management does.

“In this small circle, things travel fast, especially trouble,” Delgado says. “When there is a person who is not behaving properly or doing something wrong, the team will try to get rid of this person. And the first sign is they will communicate with management.”

Delgado adds that the mistake many managers make is brushing off those early comments or complaints. When multiple employees start raising concerns about the same person, it is often an early warning sign that something is not working and needs attention before it affects the whole crew.

“Many times, the managers avoid these signs,” Delgado say. “They think, ‘Just let it go. Everything’s fine. We’ll take care of this later’ and they totally avoid the problem. By the time they realize it is a big issue, it’s too late.”

Common red flags include chronic lateness, cutting corners, skipping protocols and poor communication. These patterns aren’t only unprofessional, but they can create extra work and frustration for the dependable employees.

“At some point you have to say, ‘What’s going on here?’” Delgado notes. “Don’t ignore the red flags and sweep them under the rug.”

When You Have to Fire on the Spot

Not every situation needs to follow a step-by-step process. Sometimes, inappropriate behavior or actions require immediate dismissal.

“Sometimes you have to get rid of somebody on the spot,” Delgado says. “For example, someone mistreating animals, damaging equipment, mistreating coworkers, stealing or causing serious disruption needs to be let go of immediately. When behavior like drugs, alcohol, sexual harassment or anything else begins to change the culture and environment of the farm, there are no second chances.”

In these cases, keeping the wrong person sends the wrong message to the rest of the team. It makes it look like serious issues can be overlooked or tolerated. It creates frustration for employees who follow the rules, do their jobs well and expect the same standards from others.

Check In, Listen and Make Employees Feel Valued

Preventing tough breakups with employees starts well before any termination talk. Regular check-ins—both formal and informal—can catch small issues before they grow into major problems.

“Formal reviews need to be mandatory,” Delgado says. “But they often aren’t regular. Also, survey your culture. Anonymous surveys usually get people to speak up, and you’ll learn a lot about the reality of your team and the culture.”

One simple question he likes to ask employees is: Would you recommend a friend or family member to work here?

“If the answer is no, something is off,” he adds. “You need to fix that now rather than dealing with the fallout later and having to let too many people go.”

Beyond systems and surveys, many farm employees simply don’t feel valued.

“Ask an employee what their role is, and they often say, ‘I just do ‘fill in the blank’” Delgado says. “They don’t see the big picture, and it’s our job to make them feel relevant.”

That means communicating mission, purpose and appreciation—much like in a healthy marriage.

“If you aren’t telling your spouse you appreciate them, you can’t be surprised when the relationship fails if you only point out the negatives,” he adds

Breaking Up the Right Way

Running a farm isn’t just about managing equipment, crops and livestock. It also means managing people. And while you can’t control every employee’s choice, you can:

Set clear expectations from day one
Document verbal and written warnings
Pay attention to the “inner community” of employees
Use reviews and surveys to monitor morale and culture
Communicate how valuable and relevant your team members are

And when it becomes clear that someone isn’t a fit, you owe it to your business and your team to act.

You've Been Promoted to Supervisor, Now What?

Wed, 04 Feb 2026 16:23:17 GMT

I get it. As a new supervisor, it often feels easier to do the work yourself than to ask someone else to do it. But every time you jump in, you delay stepping fully into your new role. Supervising isn’t about doing more; it’s about getting results through others.

Here are five practical tips to help you let go when you feel tempted to grab your boots and run into the barn to grease it yourself.

1. Empower yourself to work through others.

Your job now is to assign tasks clearly and fairly. That means matching the right task with the right person. Don’t send a new employee to move boars unless she has the proper training and a senior helper nearby. Otherwise, you may find yourself sprinting into the barn to break up a boar fight plus dealing with an injured employee. Smart delegation builds trust. It also builds respect to you.

2. Communicate clearly and respectfully.

When assigning a task, be clear and concise about what needs to be done, when it needs to be done, and how (standard). Give instructions, then confirm understanding. If you see blank stares, he didn’t capisci. Ask, “What did I ask you to do?” You’ll notice that next time, the same employee will pay closer attention and may even repeat your instructions back without prompting.

3. Give autonomy, but hold people accountable.

Letting go means giving employees space to act on their own. Training comes first, but independence is essential for growth. Avoid hovering or “breathing down their neck.” Assign the task and walk away. Constant monitoring can undermine confidence; much like a child who suddenly misbehaves when watched too closely. You remain responsible for outcomes, but trust goes a long way. Asking “How did it go?” or commenting and addressing questions afterward is far more effective than secretly checking on their work.

4. Know when to step back—and when to stay.

These principles apply mostly to individual tasks. For team activities, you may still step aside but consider delegating leadership to a junior employee while you remain available to help. Disappearing when the team is short-handed doesn’t look good. Staying nearby shows support. Letting a junior employee lead demonstrates your commitment to developing others and building future leaders.

5. Develop a feel for your team.

Learning who you can trust takes time. It begins during interviews, grows through training, and strengthens as you observe worker attitude and performance. Be fair and give everyone the opportunity to grow. Model the behavior you expect. Micromanaging doesn’t build trust; confidence does. Let people work independently while knowing they can ask for guidance at any time. Trust your team, and treat mistakes as coaching moments, not failures.

Moving from worker to supervisor means shifting your focus from doing the work to organizing people, resources and results. Employees respect supervisors who guide and motivate instead of controlling. Monitor performance, provide constructive feedback and plan ahead to avoid surprises. In agriculture, you may face language and cultural challenges daily, but those challenges are also opportunities to grow as a leader. Mentor people to succeed, even if they eventually move on. Take pride in knowing you helped them shine.

Will Congressional Inaction Force Farmers to Choose Between Health Insurance and Their Farm Budget?

Tue, 16 Dec 2025 15:16:10 GMT

Healthcare insurance plans for some U.S. farmers could double in 2026, as enhanced federal subsidies under the Affordable Care Act (ACA) are scheduled to expire.

The impending cost surge could affect thousands of U.S. farmers who currently rely on the ACA marketplace for their health insurance, according to the non-partisan KFF (formerly Kaiser Family Foundation), a health policy organization.

KFF estimated in 2023 that 27% of “farmers, ranchers, and other agriculture managers” relied on individual ACA market coverage. Nationally, more than 22 million Americans rely on the ACA marketplace for insurance options.

Farmers ‘Don’t Have Many Options’
Iowa farmer Aaron Lehman, who testified before Congress last week, highlighted the severity of the potential cost increase on his family. He said he expects to pay double to purchase an insurance plan for 2026 that would be comparable to what his family had this year.

“That is an incredible cost for our family budget and for our farm budget,” Lehman stated. The fifth-generation farmer and president of the Iowa Farmers Union described how rising healthcare costs are colliding with already harsh economic realities in agriculture.

“Farmers right now are trying to make all sorts of decisions because commodity prices are low, because of the chaotic trade situation that we’re in and higher input prices. All these things have made a real crisis for a lot of our farmers,” said Lehman.

“Finding ways to deal with that, we just don’t have too many options. Farmers will buy less equipment or not make the necessary upgrades and equipment that they need to,” he added. “They’ll look at their input suppliers, and they’ll decide, ‘what can we do to get through just this year … to get a plan to put the crop in the ground?’”

Read the testimony of Aaron Lehman here. A portion of his testimony and discussion is also featured on a posting to YouTube .

Signup Deadlines For Coverage
The challenge for farmers trying to decide on what insurance policy to purchase is compounded by the deadline to enroll in ACA marketplace plans: People needed to choose their ACA plan by Monday for coverage to begin Jan. 1. Open enrollment continues in most states until Jan. 15 for coverage beginning Feb. 1.

Despite broad public support for an extension to the ACA tax credits — a KFF poll said 74% of Americans favor continuing the enhanced credits — a congressional standoff has so far failed to produce a solution:

Failed Votes: Both a Democratic plan to extend the enhanced tax credits for three years and a Republican proposal to replace them with Health Savings Accounts (HSAs) failed to pass the Senate last week.
Impending Crisis: Nearly six in 10 enrollees (across all categories) told KFF they could not afford even a $300 annual increase in 2026 without significantly disrupting household finances.
Political Fallout: The issue of healthcare costs and expiring subsidies is highly polarizing, with some Republicans warning that a failure to address the problem could cost them legislative majorities in next year’s mid-term elections.

As the deadline for open enrollment closes and the Dec. 31 subsidy expiration date approaches, farmers must prepare for substantially higher health insurance costs in 2026 unless Congress acts to reach a last-minute agreement.

Young Farmers Need Better Options
During his testimony and ensuing discussion, Lehman stressed that healthcare isn’t just a personal household issue; it’s central to the future of American farming. With the average age of an Iowa farmer at 57, he said the sector desperately needs young and beginning farmers to return to the land. But without affordable, reliable health coverage, inviting the next generation back onto the farm becomes a far riskier proposition.

“You have to be very smart to figure out the plan that can bring the next generation on the farm,” he said, adding that many talented, innovative young people want to farm, but face daunting financial barriers — healthcare high among them. He noted that one of his sons works with him on their family operation, which is based in Polk County, Iowa.

Lehman framed affordable healthcare for farm families as an investment, not a handout: a way to make it possible for young farmers to feed their communities, support local and regional food systems, or continue larger family commodity operations.

“Extending the federal support for lowering the cost of health insurance is a true win for farmers and for all of rural America,” he said.

Does Your Farm Team Need to Refocus or Reset?

Fri, 12 Sep 2025 19:05:24 GMT

Building a high-functioning team isn’t just a nice thing to do, experts say there is a strong business case to do it. Companies that cultivate strong, collaborative teams consistently outperform their competitors, driving innovation, engagement and results, according to the FranklinCovey Blog .

Studies have shown that high-performing teams are significantly more productive and creative than ineffective teams, making more-informed decisions and saving more time while producing better results. High-functioning teams also see higher employee engagement and job satisfaction, reducing turnover by 50%.

Joel DeRouchey, professor swine nutrition and state Extension leader at Kansas State University, says building a high-functioning ‘team’ is one of the most important things you can do to achieve success, whether it’s your team at work, a volunteer committee, or even your family. Though the size and dynamics of each of those teams varies greatly, what makes them high functioning doesn’t.

Shared Purpose
As an educator, DeRouchey has had the opportunity to be a part of many teams and see a lot of teams in action. From his perspective, teams must constantly evaluate if they need to refocus, recharge or reset. That starts with asking yourself some questions, he says.

“Are you engaged? Are you with people who truly believe in the purpose of the team?” DeRouchey asks.

He says high-functioning teams share the same goals.

“Whether you’re building a team of employees in the barn or in the boardroom, you have to start with the same goals of self-improvement,” DeRouchey adds. “This requires being open-minded, being a good listener and speaking up when needed.”

The most important trait high-functioning teams possess is horizontal accountability, he says.

“I’m accountable to my team members,” DeRouchey explains. “We all have some individual responsibilities that we have to be champions for, but we must realize how our role impacts the other team members.”

He says horizontal accountability builds trust, understanding and self-awareness that helps each individual improve while propelling the whole team forward.

“To me, that accountability to others is key,” DeRouchey says. “Teams that are always trying to one up each other get destroyed really fast.”

When is it Time to Move on?
One of the hardest parts of being a part of a team is recognizing when it’s time for the team to be done.

“All teams don’t have to stay in the same function and fashion for decades and decades,” DeRouchey says. “They need to evolve to those who can work together, have a common mission and trust each other.”

Teams that don’t work well together aren’t productive or fun. He says this is often due to selfishness among one or more members of the team.

“Sometimes people are concerned if others are getting credit, or if they feel the limelight is being taken away from them,” DeRouchey says.

Other times, the challenges arise when someone is doing a disproportionate amount of work because somebody else isn’t pulling their weight.

“There’s never an exact equal percentage of time spent on every little thing between members of a team,” he points out. “There’s never a equal percentage of who gets the credit.”

But he argues high-functioning teams don’t care who gets the credit. They just want to get it done right. When teams become unfunctional, or people lose interest, it’s important to be able to make hard decisions for the good of the bigger team, DeRouchey says.

“I don’t know what the right word is, but you’ve got to be happy on your team, and if you’re not, then you need to reflect on whether or not you should be part of this team,” he says.

It’s also good to look around to see if there is somebody on the team who’s causing unhappiness or if something the team is doing is causing it. If so, it may be time to hit the reset button.

“We can get into the blame game pretty fast on a team,” DeRouchey says. “That’s human nature. We need to instead look in the mirror and take a step back and say, ‘All right, if something’s not going right, what is it? Is it me? Is it the situation?’ Then, go figure out how to best go forward.”

DeRouchey shares more on The PORK Podcast. You can watch it here on YouTube or listen anywhere podcasts are found.

Watch more episodes here.

Real Spanish for Swine Farms: New Course Tackles Language Barriers

Tue, 09 Sep 2025 13:27:36 GMT

Did you know that 80% of ag workers speak Spanish? There’s no doubt that the language barrier on farms and in agricultural operations remains one of the industry’s biggest challenges. AgvoKate, an established language learning company founded by former dairy farmer and educator Katie Dotterer, is addressing this issue with the launch of its Spanish for Swine course, designed specifically for the swine industry.

Enrollment for the fall 2025 session is now open through Sept. 19, with classes running Sept. 23 – Nov. 20. Access is available to all materials until Dec. 30, so students can learn at their preferred pace.

“The language barrier is real—but so is the solution,” Dotterer says. “As a former dairy farmer, I know firsthand the challenges of miscommunication on the farm. I created AgvoKate to empower agricultural teams with the Spanish they actually need—no fluff, just the words and skills that matter day-to-day.”

Real Skills for Real Life
Dotterer says this 8-week, fully online program goes beyond tourist phrases or textbook Spanish by providing real, practical language skills tailored for swine production. Participants will learn essential Spanish grammar and pronunciation, swine- and ag-specific vocabulary and phrases (anatomy, equipment, daily operations, safety), cultural insights to improve team relationships and workplace communication skills to build trust and efficiency.

“To date, the program has already proven successful with hundreds of students within agriculture across the U.S., Canada and the U.K,” she says.

She has taught more than 800 students, all adults ranging in age from 18 to 76—including farm owners, farm workers, nutritionists, veterinarians and other professionals in the industry—who need Spanish for everyday communication in their work.

“My team wouldn’t be where we are if I hadn’t found your class. Not only were the lessons simple and practical, but your encouragement kept us going,” says Cassady Wilson, a former student.

The course meets Tuesdays and Thursdays at 6 p.m. EST, but Dotterer says all lessons are recorded for flexible, 24/7 access. Students receive digital flashcards, printable vocab lists, reference materials and a certificate of completion. She adds that one-on-one instructor support ensures participants stay confident and on track.

Learn more here.

Better Together: The Co-op Employee Experience

Wed, 30 Jul 2025 18:17:37 GMT

Cooperative organizations are rooted in a distinct set of values and principles that set them apart from traditional business models. While many recognize these principles as guiding how co-ops serve their members, they are just as influential in shaping how co-ops support, engage, and empower their employees.

At a time when the U.S. is experiencing the lowest levels of employee engagement in over a decade, cooperative organizations are bucking the trend. A recent engagement survey conducted by FCCS revealed six standout strengths in workplace culture, each directly tied to the cooperative model. These strengths are not accidental; they are a reflection of the seven cooperative principles in action.

(Angie Coleman)

By viewing employee experiences through the lens of cooperative values—member ownership, collaboration, and shared success—it becomes clear why co-ops often cultivate highly committed, purpose-driven teams. Here’s how:

1. Strong Sense of Purpose & Mission
Connected to Cooperative Principle #7: Concern for Community
Employees in co-ops understand that their work serves a larger purpose, whether it’s supporting farmers, credit union members, healthcare communities, or electric utility customers.

How the Cooperative Model Shapes This:
• Employees witness the direct impact of their work on their communities.
• Mission-focused cultures foster intrinsic motivation and engagement.
• Employees are proud to work for something bigger than a bottom line.

2. Managerial Support and Coaching Conversations
Connected to Cooperative Principle #5: Education, Training, and Information
Managers in cooperatives often serve as mentors, coaches, and supporters, not just supervisors. One-on-one conversations are used as a tool for reflection, idea-sharing, and development.

How the Cooperative Model Shapes This:
• Continuous learning is a cultural norm, encouraged through coaching and dialogue.
• Employees feel heard and valued through regular check-ins.
• Managers focus on employee growth and alignment with organizational values.

3. Collaborative & Supportive Work Environment
Connected to Cooperative Principle #6: Cooperation Among Cooperatives
Employees frequently cite strong teamwork and cross-departmental collaboration as key strengths in cooperative workplaces.

How the Cooperative Model Shapes This:
• Shared success is prioritized over internal competition.
• Departments work together to solve problems and support one another.
• A “we over me” mindset strengthens trust and cohesion.

4. Fair & Transparent Leadership
Connected to Cooperative Principle #2: Democratic Member Control
Transparency and inclusivity in leadership are hallmarks of cooperative governance, and employees feel the difference.

How the Cooperative Model Shapes This:
• Leadership decisions are rooted in shared values, not short-term gain.
• Employees experience open forums, accessible leaders, and transparent communication.
• Trust in leadership fosters higher engagement and morale.

5. Meaningful Employee Ownership & Involvement
Connected to Cooperative Principle #3: Member Economic Participation
Even when employees are not formal member-owners, many report a strong sense of ownership in the organization’s success.

How the Cooperative Model Shapes This:
• Employees feel that their input shapes policies, decisions, and improvements.
• Career development reflects long-term investment in people, not just roles.
• A shared stake in success drives accountability and pride.

6. Work-Life Balance and Well-being
Connected to Cooperative Principle #5: Education, Training, and Information
Cooperatives often take a sustainable view of employee well-being and work-life balance.

How the Cooperative Model Shapes This:
• Training helps employees work effectively—not just more.
• Leaders model healthy boundaries and encourage time away.
• Employee well-being is prioritized as a long-term asset, not a short-term trade-off.

Cooperative Values Drive Positive Employee Outcomes
The strengths highlighted by employees across cooperative sectors reflect a deeper truth: when an organization operates by cooperative principles, the employee experience naturally improves. Employees thrive in environments where:

✔ Their work is rooted in purpose.
✔ Collaboration is prioritized.
✔ Leadership is transparent and fair.
✔ They feel ownership and involvement.
✔ Their health and balance are respected.
✔ Their growth and development are a shared priority.

By staying grounded in cooperative principles, co-ops are not just creating great places to work—they are building values-driven cultures where people can grow, contribute and belong.

Angie Coleman is an Organizational Development Consultant with FCCS Consulting.

Your Next Read: From Boomers to Zoomers: Engage and Retain Across Generations

What Motivates Agricultural Candidates to Apply?

Thu, 03 Jul 2025 15:49:04 GMT

Agriculture and food industry employers consistently struggle to find applicants with the right combination of skills and experience. So, where exactly are the qualified candidates going?

Candidate drop-off, a situation where job seekers initiate applications but fail to complete them, is an issue facing recruitment professionals nationwide. To better understand and address this issue, AgCareers conducted the Application Motivation Survey. We investigated the key motivators driving application completion and identified obstacles causing drop-off.

Here are essential insights into what motivates candidates to apply and select your organization:

1. Money Talks and Transparency Pays
Our survey underscores the importance of pay transparency in job advertisements. Salary and benefits information emerged as the most crucial factor candidates seek before deciding to apply. Only 32% of job seekers stated they’d apply to a role without listed salary details—meaning employers risk losing nearly 70% of potential applicants by omitting compensation details. Including salary ranges directly benefits both candidates and employers by saving time and clearly aligning expectations. Employers can further streamline the process by proactively indicating salary ranges, especially if asking for applicants’ salary expectations.

Even after a candidate applies, compensation remains the primary consideration for candidates deciding whether to join or leave an organization. Respondents said that “salary/compensation” was the most crucial factor influencing their selection in an employer and the top motivator for them to leave a job if offered another opportunity elsewhere.

2. Location & Job Description
Alongside competitive compensation, clearly articulated job descriptions and specific location details form the trifecta of essential information for candidates. Location consistently ranks as the top online job search criterion. Conversely, nearly half (46%) of respondents stated “unwillingness to relocate” as their main reason for not applying.

Job descriptions also significantly influence application decisions. Candidates feel most confident and encouraged to apply when they clearly meet all listed requirements. Conversely, failing to meet minimum education and experience criteria discourages applicants, with women significantly less likely than men to apply if they don’t fulfill all job posting requirements.

3. Application Process
Candidates express substantial frustration with repetitive application processes requiring redundant entry of resume information and lengthy, complicated steps like authentication. Additionally, respondents reported they are unlikely to apply to future openings at an organization if their initial application goes unacknowledged.

Access the Full Survey Report
Download the complete complimentary Application Motivation Survey Report to gain further insights into job search behaviors, employer branding, application processes, and candidate communication strategies. Enhance your organization’s job postings and branding efforts to attract and retain top talent.

Download the AgCareers Application Motivation Survey Final Report 2024-2025 .

Your Next Read: Don’t Ignore the Nudge: Why Listening Matters More Than You Think

It's Hot Out There: Avoid Heat Stroke and Heat Exhaustion This Summer

Wed, 25 Jun 2025 18:51:58 GMT

As the temperatures begin to soar, we all know farm and ranch work never stops, even in the hot weather.

“Wear lightweight, long-sleeved, light-colored clothing, or a cooling vest and take short, frequent breaks in a shaded or cool area to stay cool while working outdoors,” says Tawnie Larson, a program manager in Kansas State University’s Carl and Melinda Helwig Department of Biological and Agricultural Engineering and the Kansas Agriculture Safety and Health Program.

She says technical cooling vests “are essentially like wearing air conditioning.”

“The vests use specialized fabric and fibers to circulate cooling products to keep body temperatures low during hot days,” she explains.

Larson also suggests using equipment with a canopy, such as a Rollover Protection Structure (ROPS) with a sunshade.

“Usually, the ROPS with canopies cannot be folded down, which in turn provides more safety for operators because the ROPS is always activated,” Larson says. “Equipment that has an enclosed cab often times comes with air conditioning and has a built-in ROPS. Both of these options provide safety from rollovers and can help prevent heat-related illness.”

Because each individual reacts to hot days different, it’s important to listen to your body, Larson says. Take frequent breaks and stay inside during the hottest part of the day if possible.

“Medication may also play a role in affecting one’s body’s ability to stay cool, making it harder to handle the heat,” Larson says. “Before working outside this summer, check with your doctor to see if you’re at higher risk for heat-related illness and whether you should take extra-precautions due to medication.”

Is it Heat Stroke or Heat Exhaustion?
The U.S. Centers for Disease Control and Prevention recommends drinking 1 cup of water every 15-20 minutes, and before becoming thirsty. The CDC also recommends keeping sugary and alcoholic drinks to a minimum. Replace salt and minerals with snacks or a sports drink.

Heat stroke symptoms include high body temperature; hot, dry, red or damp skin; fast, strong pulse; headache; dizziness; nausea; confusion; and lack of consciousness.

If a person is suffering from heat stroke:

Call 9-1-1 immediately.
Move the person to a cooler place.
Lower the person’s temperature with cooler clothes.
Do not give the person anything to drink.

“Heat exhaustion is different and usually not as serious,” Larson says.

Symptoms of heat exhaustion may include:

heavy sweating
cold, pale and clammy skin
fast, weak pulse
nausea
tiredness
headache
fainting

“If this occurs, take action by moving to a cool place, loosen clothing, get cool, sip water and seek medical attention if symptoms last longer than an hour or get worse,” Larson says.

Your Next Read: Protect Your Pigs With Summer Beat-the-Heat Prep Tips

Burn Bright, Not Out: Avoiding Leadership Fatigue on the Farm

Wed, 04 Jun 2025 15:04:00 GMT

Running a farm means juggling a dozen roles — from CEO and HR manager to bookkeeper and mechanic. Many farmers take pride in caring for their team like family, but as the operation grows and challenges mount, that commitment can come at a cost. The constant demands of running a farm leave little room to recharge. Between long hours, tough decisions and the pressure to keep everything running smoothly, it’s easy for farmers to put their own needs last. But to lead well for the long haul, personal well-being has to move higher on the list.

So how do you keep leading with heart and protect your own well-being? A recent article from Fast Company offers some practical ways to reset and recharge.

Coach, don’t carry. When a team member comes to you with a problem, resist the urge to jump in with a quick fix. Instead, try asking: “What do you think we should do?” or “What have you already tried?” These simple questions encourage problem-solving and reduce the pressure on you to have all the answers while building your team’s confidence and resilience.
Set up smarter routines. You don’t need to be available 24/7 to be an effective leader. Look at your daily and weekly rhythms. Are there meetings that could be grouped together or moved to a text or email? Protecting blocks of time for focused work or recovery helps you stay present without running dry.
Challenge the sense of urgency. Some things are truly time-sensitive, but many aren’t. Try asking yourself and your team: “Does this really need to happen now?” or “What’s the downside if we wait?” Giving permission to pause can reduce stress and lead to clearer thinking.
Play to your team’s strengths. Delegating isn’t a sign of weakness; it’s a sign of smart leadership. Hand off the tasks that drain you and let someone else shine. Whether it’s reviewing data, meeting with a stakeholder or fixing that piece of equipment, someone on your team might love it. Give them the responsibility and the recognition that goes with it.
Don’t forget yourself. Whether it’s a hobby, a personal goal or a quiet hour with no demands, finding something that fuels you outside the farm is essential. You’re more than just the person who keeps it all running, and investing in your own renewal is a leadership skill, not a luxury.

Sustainable leadership isn’t about doing it all. It’s about leading with intention and protecting your capacity to keep doing what you love, for the long haul. Start small: cancel one unnecessary meeting, hand off a task or take a walk after chores. Your team doesn’t just need you to lead, they need you to last.

Your Next Read: Train to Retain: Strengthening Your Farm’s Workforce from Within

7 Health Insurance Solutions for the Self-Employed

Fri, 30 May 2025 15:59:39 GMT

If there is anything that could derail your business literally overnight, it’s a serious injury or illness in your family.

That’s why health insurance is an absolutely critical risk management tool, even though the cost of the insurance itself can also strain your business. While it probably won’t cover every medical expense for your family, it can protect you from the catastrophic effects of a major health event.

The majority of farm families agree with that sentiment, according to a 2017 study by HIREDnAG. The survey of nearly 1,000 farm families in 10 rural states found more than 75% of the respondents viewed health insurance as an essential risk management tool.

At the same time, however, many farm families still roll the dice by going without health insurance. The most recent USDA data on the subject shows more than 10% of U.S. farm households do not have health insurance, which is slightly higher than the general public. But even more telling is the type of farms that forgo it the most: dairy farms. They made up more than 40% of all farm households without health insurance, which is more than double any other type of farming enterprise.

Options to Cover Your Family

For those who are insured, many farm families rely on off-farm employment to secure health insurance — about 56% according to the USDA data. But what options are available for the rest of the families or individuals who wish to purchase their own coverage? Penn State University Extension’s Maureen Ittig, family well-being educator, and Ginger Fenton, dairy educator, recently presented a webinar where they shared the following suggestions:

Health Insurance Marketplace. The Affordable Care Act (ACA) of 2010 created the federal Health Insurance Marketplace. Americans who do not have access to employer-sponsored health insurance can secure coverage through the marketplace, which provides credits for factors like income and family size. A handy calculator to estimate credits and plan costs can be found here . All ACA-compliant plans must cover 10 categories of services that includes things like prescriptions, pediatric care and emergency room services. Open enrollment for ACA plans is usually in the fall, but special circumstances can allow for enrollment throughout the year.
Medicaid/CHIP plans. Lower-income families may qualify for Medicaid and/or Children’s Health Insurance Program plans. These plans vary by state. They typically are less costly to families and may provide additional services, like dental and vision coverage, compared to ACA plans.
Association-based plans. Farm organizations and cooperatives may offer group plans to farmer-members. These organizations also offer guidance to help farm families understand the “language” of health insurance and aid in decision making.
HSAs. Using a Health Savings Account (HSA) is a popular way for farmers to maximize their health insurance dollars. HSAs are actual bank accounts that families fund annually and can be used to cover qualified health expenses. Any dollars not used can remain in the account for expenses incurred later on and even invested into higher-yielding financial funds. To access an HSA, the insured must have a High Deductible Health Plan, which can be accessed via insurance brokers, association-based plans, or the Health Insurance Marketplace. HSAs offer the “triple-treat” tax advantages of pre-tax contributions, tax-free growth and no tax on qualified withdrawals.
Skinny and gap plans. Some states allow for skinny plans that have lower premiums, largely because they are not required to offer the ACA-required 10 categories of services, like allowing entry with pre-existing conditions or maternity coverage. They also may have lifetime payout limits. Gap plans offer short-term, emergency coverage in some states. After 180 days, the insured must enroll for new coverage. They also may have exclusions and lifetime limits.
Armed forces health insurance. According to the 2022 Census of Agriculture, about 9% of U.S farmers are veterans. They and their families are usually eligible for TRICARE or Department of Veterans Affairs (VA) health insurance programs.
Healthcare sharing ministries. Several faith-based group health coverage ministries are available that share healthcare costs among their members. This is not health insurance, but many users find they are able to negotiate rates with providers similar to discounts offered to insurance companies. Enrollment may require specific belief systems and lifestyle choices (no tobacco or illegal drug use, for example). Users pay monthly fees similar to health insurance premiums. When they incur an expense, they pay their bills up front and then submit them for reimbursement.

The Penn State experts advised looking not only at costs, but also at the services your family might need, such as maternity and mental health coverage.

“The array of options available hopefully will allow you to pick an option that works best for you, your budget and your values,” Fenton notes.

Your Next Read:
A Promising Horizon for U.S. Dairy

Top 3 Dangers on Your Hog Farm: How to Protect Yourself From Injury

Thu, 15 May 2025 18:44:44 GMT

Although working on a farm can be an incredibly rewarding line of work, there’s no denying it can also be incredibly dangerous. Accidents on the farm can happen to anyone – regardless of the employee’s experience level.

Between 2021-2022, the National Institute for Occupational Safety and Health reports there were 21,020 injuries in agricultural production that required days away from work. However, there is a well-known underreporting of injuries in the agricultural industry, says Samantha Wolfe, ag and occupational health educator with Michigan State University Extension.

“At the national level, the Occupational Safety and Health Administration (OSHA) exempts employers with 10 or fewer employees, including most small farms, from routine injury and illness recordkeeping. However, all employers must report serious incidents such as fatalities, in-patient hospitalizations, amputations or losses of an eye to OSHA, regardless of size,” she says. “That’s part of why those numbers are so vastly underreported.”

When it comes to swine operations, she says the majority of personal injuries stem from lifting heavy loads. However, repeated exposure to high decibels, particulate matter and airborne contaminants can develop into chronic conditions such as respiratory illness or hearing impairment.

(National Pork Board and the Pork Checkoff)

Many of these risks can be mitigated with proper safety measures and consistent use of personal protective equipment (PPE), Wolfe says.

Here are three ways you can minimize personal injury on the swine farm.

1. Use safe lifting techniques.
Lifting and hauling heavy loads can build strength when done with proper technique, but doing so incorrectly may lead to injuries or contribute to long-term damage to joints and muscles.

“Lift within your limits,” Wolfe says. “Don’t reach, ensure firm footing and balance, stand as close as possible to the load and lift from the knees and core rather than your back. Be sure your path is clear of slip or trip hazards. Avoid bending or twisting the upper body while carrying. When setting the load down, bend from the knees and hips rather than the back.”

Don’t be afraid to ask for help when lifting heavy loads, she adds. If no one is available to help you, there are specialized tools that can be used on pig farms. Whether that’s a specialized mortality cart or a radio-controlled hog-sorting gate, Wolfe encourages pork producers to check out AgrAbility’s assistive technology database .

2. Monitor air quality.
From airborne microorganisms to endotoxins, a variety of particulates exist in the air in livestock barns. Wolfe says their presence and persistence vary based on ambient outdoor temperatures, humidity and atmospheric pressure.

“Air quality is a key consideration in any work setting that is enclosed, dusty, hazy or contains manure or other strong odors,” she explains. “Poor air quality in these environments can lead to irritation of the mucous membranes, acute or chronic bronchitis, occupational asthma and other respiratory conditions.”

Of course, ventilation plays a key role in the modern hog barn and ensures better air quality for employees and pigs when working properly. You can also minimize dust in the barn by switching from ground to pelleted feed, Wolfe adds.

“During a recent farm visit, the owners had just made the switch from ground feed to pelleted feed. They agreed that it was easier to breathe in there,” she says.

(National Pork Board and the Pork Checkoff)

It’s good idea to wear a mask. Masks have become a ‘hot-button issue’ in the last five years, but Wolfe says wearing an N-95 mask, or even a dust mask, can be helpful for anyone spending a lot of time in the barn.

For those with prolonged exposure to barn air, a properly fitted respirator provides even more protection. Respirators were once thought of as a clunky, inconvenient helmet-style piece of equipment, but modern versions have evolved significantly, she says. Many now weigh less than 1 lb., rest comfortably behind the head and feature negative pressure-activated filtration systems that allow for extended wear in high-risk environments.

3. Protect your ears.
Loud noises in the work area, whether from machinery at the farm or large groups of pigs in the barn, can cause more than just momentary discomfort, Wolfe says. Consistent exposure to high decibel levels can contribute to long-term impacts such as noise-induced hearing loss.

Pigs can produce sound levels ranging from 100 dBA to 115 dBA, well above the safe threshold, especially for more than a few minutes. It’s not possible to avoid exposure to these high-decibel sounds, so wearing PPE consistently is crucial. Well-fitted earplugs or earmuffs should be worn correctly every time you’re in a high-noise environment to reduce long-term hearing risks, she says.

“Disposable earplugs make a big difference,” Wolfe says. “They block up to about 35 decibels and can really take the edge off.”

(National Pork Board and the Pork Checkoff)

Pay Attention to Yourself
Jim Kober, a veterinarian with West Michigan Livestock Consulting, LLC, says he hears about back injuries the most in sow barns that occur from removing dead and downer sows. He also says needle sticks from vaccinating sows and or pigs is another common injury. Meanwhile, in the finisher, more of the injuries are related to loading market pigs, impacting the knees in particular.

“It’s important to wear good quality shoes,” Kober says. “Cheap rubber boots do not give good foot support when you are wearing them all day.”

Kober encourages producers to have the correct equipment for the particular job at hand. It’s also a good idea to rotate job duties to avoid repetitive movement injuries.

“You don’t have to work through discomfort,” Wolfe adds. “There are ways to accommodate yourself in the tasks you’re doing to make things more comfortable for yourself. Sometimes that is as simple as wearing earplugs.”

With phones within reach nearly all day long, Wolfe points out some apps that can help, too. From attaching a meter to your phone for air quality monitoring in an app to using an app to measure sound levels, these tools can help bring more accuracy to what you think is happening in the barn.

“It can really change your quality of life to pay a little more attention to yourself,” she says. “It’s okay to ask for help, to work with others or talk about what you might be struggling with.”

Your Next Read: Kids on the Farm: Don’t Take Your Eyes Off Safety

Don’t Ignore the Nudge: Why Listening Matters More Than You Think

Wed, 14 May 2025 19:39:21 GMT

Have you ever found yourself unsure of how to take a step forward? I clearly remember a day last summer when I was out of time. The procrastination needed to stop. I had an hour-long talk to prepare for and my mind was blank.

Of course, I realized this was not a good situation to be in. Sure, I had my topic and key points, but in my mind, it needed a dash of heart.

Then, my phone buzzed.

At first, I ignored it. I didn’t have time to get sidetracked. But I eventually checked it. It was Maddie, a young woman and friend who shared her vulnerable and powerful story with me a few years ago about her attempts at suicide.

Start the Conversation
She texted, “I know you’ve been so busy lately and I didn’t want to bother you. But I’ve been thinking about this all day and felt urged to share this story with you.”

Maddie had been speaking on her mental health journey in front of a group of farmers in Ohio. She didn’t know anyone at the event and admittedly, was a little nervous to share her story. When she arrived, a middle-aged man in work boots and overalls came right over to her and asked if he could help carry her things.

She politely said, “Sure, I’d love that.”

They got to talking as they carried in her tubs of stuff. Eventually they got to the reason she was in Ohio to speak.

This 250-lb. farmer then teared up and said, “I know why you are here. Ma’am, I just thought you should know that you’re the reason I’m here.”

Although the details of his story are not what matters here, he was contemplating suicide when he scrolled upon Maddie’s story on Facebook .

“For whatever reason, I saw your parents’ side of the story first,” he told her. “I decided that I didn’t want my wife and children to find me like that. I didn’t want to leave them like that.”

I messaged back to my friend and said, “Wow. I don’t know what else to say.”

She simply responded that she didn’t know what to say in that moment either. So, she hugged him hard and that was it.

“It was exceptionally hard to compose myself the rest of the day,” Maddie texted back. “Thank you, Jennifer. You took a chance on me and whether you know it or not, you saved a life, too. I was just a small part in it.”

‘Fine’ Doesn’t Cut It
Can I be honest that I felt completely uncomfortable when she said this? (And even more so sharing this with you.) But in that moment, I was reminded that the very best thing we can do in this world is listen to others. We think we need to say something back or have the right words, but we don’t.

People just want to be heard. They want to be known. They may not say it out loud, but as humans, one of our greatest needs is to be understood by someone.

We all have stories that need to be shared, and we need people to step in and listen to them. Listening is one of the most powerful healing tools.

Almost a year ago, I wrote about my friend Mary and how she takes the time to truly see people . She’s a busy lady and balances several jobs and volunteer opportunities. But she is never too busy to genuinely look you in the eye and ask you how you are doing. Mary doesn’t ask in a way that gives you any option except to say how you are really doing. ‘Fine’ doesn’t cut it with her.

I hope you don’t let ‘fine’ cut it in your life, either. Pay attention to the people you run into every day and the people you love who you don’t get to see very often. I’m thankful Maddie didn’t ignore the nudge to text me that day. She gave me just the dash of heart I needed.

Your Next Read: By Her Own Hand: A Farm Girl’s Miraculous Journey from Death to Hope

May is Mental Health Awareness Month . Millions of Americans live with mental health conditions. Whether by sharing your story, spreading awareness, or advocating for change, every action helps break the stigma and build a more supportive world for all.

From Boomers to Zoomers: Engage and Retain Across Generations

Fri, 25 Apr 2025 18:03:26 GMT

Fun fact: This is the first time in history that five distinct generations have worked together. Traditionalists, Baby Boomers, Gen X, Millennials, and Gen Z make up the modern workforce. Effective leaders must understand what it takes to drive engagement for individuals from all these generations.

Recent Employee Net Promoter Score (eNPS) results have revealed key trends for each generation. By understanding these results, organizations can develop tailored strategies to improve retention, leadership effectiveness, and workplace satisfaction across all age groups.

Traditionalists (1925-1945): Dedicated and Duty-Driven
What drives their engagement?
• Respect and recognition. They value formal recognition and appreciation for their vast experience and contributions.

• Clear leadership and structure. They prefer a well-defined hierarchy and authoritative leadership.

• Stability and legacy. They take pride in their work and seek to leave a lasting impact.

How to retain Traditionalists:
To keep Traditionalists engaged, organizations should honor their experience through advisory roles, mentorship programs, and legacy-building opportunities, ensuring they feel valued and respected.

Baby Boomers (1946-1964): Loyal and Stable
What drives their engagement?
• Loyalty and tenure-based recognition. They value long-term service awards, pension plans, and retirement benefits.

• Trust in leadership. Boomers tend to respect hierarchy and appreciate direct, experienced leadership.

• Clear mission alignment. They engage deeply when they see their work impacting the organization’s long-term success.

How to retain Baby Boomers:
To keep Boomers engaged, organizations should leverage their institutional knowledge by offering mentorship opportunities, recognizing long-term contributions, and ensuring that leadership remains transparent and communicative.

Gen X (1965-1980) Independent and Pragmatic
What drives their engagement?
• Work-life balance and flexibility. They prioritize personal time and efficiency over long hours.

• Career development. They expect clear advancement opportunities and may disengage if promotions are slow.

• Straightforward leadership. They prefer honest, no-nonsense communication and dislike micromanagement.

How to retain Gen X:
Organizations should focus on flexible work arrangements, leadership development programs, and clear career pathing to keep Gen X engaged.

Millenials (1981-1996) Mission-Driven and Growth-Focused
What drives their engagement?
• Opportunities for professional development. They want access to training, mentorship, and leadership tracks.

• Purpose-driven work. They engage most when they see how their contributions make an impact.

• Collaborative and inclusive nature. They value open communication and workplace transparency.

How to retain Millenials:
Organizations should offer continuous learning opportunities, leadership training, and clear career progression paths while fostering an inclusive, mission-driven work culture.

Gen Z (1997-2012) Optimistic and Purpose-Oriented
What drives their engagement?
• Diversity and inclusion initiatives. They expect an equitable, inclusive work environment.

• Technology and efficiency. They appreciate modern tools, automation, and digital collaboration.

• Frequent feedback and recognition. They thrive on regular coaching, peer feedback, and real-time recognition.

How to retain Gen Z:
Organizations should focus on mentorship programs, digital transformation, and engagement strategies that highlight social impact and career mobility.

By understanding what each generation values, companies can boost retention, satisfaction and engagement across employee groups, creating a workplace that meets the needs of today’s workforce while preparing for the future.

Angie Coleman is an Organizational Development Consultant with FCCS Consulting.

Your Next Read: Your Voice Needs to Be Heard: Seth Mitchell Urges Gen Z to Take a Seat at the Table

5 Easy Steps to Better Invest in Your Employees

Fri, 28 Feb 2025 17:40:02 GMT

Each year, farmers make significant investments in their operations, whether it be new equipment, new technology, or infrastructure improvements. However, to maximize the return on these investments, they must also focus on hiring and retaining skilled, engaged employees. According to Dr. Bob Milligan of Dairy Strategies, LLC, one often overlooked but essential investment farmers neglect to make is in employee development.

“Unlike physical assets, employee development doesn’t require massive capital—but it does demand a commitment to fostering growth and continuous improvement. The key is making it a priority,” Milligan says.

Milligan outlines five essential employee development tools—ranging from one-time training events to continuous improvement systems—that farmers can implement to strengthen their workforce.

1. Create a Development Plan
One way to make sure employees keep learning and growing is by having a clear plan in place. A well-structured development plan ensures employees have clear goals for professional growth.

According to Milligan, a strong development plan may include:

On-farm training opportunities.
Reading materials, virtual resources and webinars.
Off-farm learning experiences such as workshops or industry conferences.

Milligan suggests that plans be reviewed and updated in late fall or early the following year, allowing owners and employees to align educational opportunities with these focus areas.

2. Develop a Performance Improvement System
Beyond individual growth plans, it’s also important to have a system in place that helps employees understand expectations and track their progress. A strong performance improvement system answers two essential employee questions:

What is expected of me?
How am I doing?

“While all businesses set expectations and provide feedback, an unstructured approach leaves employees uncertain, frustrated, and less effective,” Milligan adds. “Many farms rely on annual performance reviews, but research suggests they are often ineffective feedback should be timely, not delayed until year-end.”

Milligan notes that a structured performance system should include:

Providing ongoing, informal feedback to help employees refine their skills in realtime.
Frequent structured check-ins, ideally monthly, to review progress and reset expectations.
An annual strategic meeting focused on future growth, replacing outdated performance review models.

3. Conduct Stay Meetings
A stay meeting is a great way to check in with employees and keep them engaged for the long haul. Instead of looking back like a traditional performance review, it focuses on the future—helping set goals and make a plan for success.

During stay meetings, Milligan highlights three key areas to focus on:

Have a clear purpose: Work together to boost performance, job satisfaction, and keep good employees around.
Look ahead, not back: Unlike regular reviews, stay meetings focus on growth and future goals.
Make it a two-way conversation: Supervisors should listen, ask questions, and get input from employees.

4. Communicate
Good communication is key to keeping things running smoothly on the farm. Whether it’s working together as a team or making important decisions, strong communication makes a big difference.

“In my opinion, the keys to excellent communication are listening, asking questions, and psychological safety,” Milligan says. “Psychological safety means feeling safe to take interpersonal risks, to speak up, to disagree openly, and to surface concerns without fear of negative repercussions or pressure to sugarcoat bad news.

5. Create Career-Oriented Compensation
Keeping good employees around takes more than just keeping them happy—it takes showing them they have a future on your farm. Stay meetings help build that long-term commitment but pay and benefits play a big role too.

“Younger and often first-line employees typically focus on having cash as their compensation. As employees age, advance, and become more family-oriented, they seek benefits like excellent health insurance and a retirement program. Balancing these differing desires, especially in our difficult labor market, is a challenge,” Milligan notes.

Being flexible with pay structures and openly communicating with employees about their needs can help create a compensation plan that supports long-term retention.

Give It a Shot
At the end of the day, investing in your employees is just as important as upgrading equipment or adopting new technology. A strong, engaged team keeps the farm running smoothly, and when people feel valued and see a future with you, they’re more likely to stay. By focusing on these five steps, you won’t just build a workforce—you’ll create a team that’s in it for the long haul.

Your Next Read: Leading By Example: How this Employee Became the Best in the Business by Being Genuine

Mental Health and Well-Being: What are the Top Agricultural Workplace Programs in 2025?

Thu, 27 Feb 2025 15:04:33 GMT

Workplace benefit plans are not just for employees, as employers also experience key benefits from the programs. A Total Rewards program, encompassing pay and benefits, provides employees with the resources they need to thrive but also increases employee engagement and retention and boosts recruitment efforts.

Employee well-being benefits are a critical piece of any benefits plan. Wellness programs offer fun and exciting ways to engage employees in healthy activities and encourage a healthy lifestyle.

AgCareers recently surveyed agricultural employers and analyzed key findings for our Total Rewards in Agriculture & Food Report. An increasing number of agricultural employers are offering a wellness program to employees, up to 71% from only 40% a couple of years ago.

Of those agricultural companies offering wellness programs, offering a standing desk to employees was the most common element, followed by flu vaccinations and health screenings.

An increasing number of agricultural employers are offering a wellness program to employees, up to 71% from only 40% a couple of years ago.

(AgCareers.com)

Because benefit trends are ever-evolving, AgCareers asked survey participants about any additions or improvements they had made to their current benefits program. Over 40% of employers reported constantly seeking ways to enhance employee benefits programs. Those looking to add specific benefits chose mental health support programs as the most preferred program.

Another essential benefit affecting employee wellness is a paid time off (PTO) program. PTO helps employees improve their mental and physical well-being, supports work/life balance and increases their productivity in the workplace. The AgCareers 2024-2025 Total Rewards Survey found a notable increase in the number of PTO days provided to new hires.

To learn more about supporting healthy HR practices and benefits specific to the agricultural industry, reach out to agcareers@agcareers.com to see how you can get your copy of the full Total Rewards Report.

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3 Ways To Stop The Threat Of Complacency In 2025

Thu, 23 Jan 2025 16:48:16 GMT

In a world full of threats to our livelihood in agriculture, what is the biggest danger we face in 2025?

Is it election hangover, continued low prices or issues with the new farm bill? All concerning, yes, but I’ll argue the biggest threat to businesses of all sizes is actually internal. It’s one word: complacency. It’s that tendency toward thinking deep issues will go away. Complacency happens to our operations when we decide we are simply too busy working in the business to work on the business.

Fortunately, there are a couple quick call outs you can consider.

Three Ways to Stop Complacency in 2025

Hire right.
Have you taken an honest look at how you are building your bench for the future? How far from retirement are you right now? Have you begun that new CEO search?

Besides your own successor, what does hiring look like for your team in 2025 and into the next two to three years. Most importantly, is this topic getting the attention it deserves? While many top producers don’t enjoy the process of hiring and firing, avoiding it means not being prepared for changes, emergencies and long-term growth.
Solve the problem even if you inherited it.
I’ve heard many times from second- or third-generation producers that they just “have to live with” some problems because they inherited them. Just because you didn’t initiate the problem doesn’t mean you shouldn’t try to solve it. In the past two columns we even talked about culture change and how to shift culture, so you might take a re-read of those if this topic hits home.

Complacency really takes root with the attitude of: “Well, I didn’t create this mess, why should I clean it up?” Instead, look at ways to become proactive and take the necessary steps to rectify long-term problems. What aspect of your business is messy and requires the necessary clean up this year? What have you been avoiding in the operation that must be resolved to grow and thrive?
Build anew.
Radical change is sometimes the easiest fix. While that seems ridiculous in light of what we just covered in number two, often, when it’s time to change, it’s time to change big. Take a look at all aspects of your business and marketing model. Is the process of change already happening to you while you’ve not yet begun to shift with it? For example, new markets, such as programs in sustainability, are becoming mainstream. Does is make sense to wait until full adaptation of these initiatives or is there a fit for your business in the near term?

“Fix it, close it or sell it’’ was a favorite slogan credited to former General Electric CEO, Jack Welch. What this means is that there are diminishing returns by being in a business where you are not the market leader. Maybe a new diversified business line that supports your more traditional production system is the way to build anew. Either way, looking at where the future of your business could be at least once a year is essential and keeps you ahead of the complacency trap.

Dear Reader: After 10 years and nearly 40 editions, it’s time to retire The Farm CEO Coach column from Top Producer Magazine. The Farm Journal brands are trusted, reliable sources of information and commentary, and it is an honor to engage with this organization and readers. I am still writing, coaching and consulting in agriculture and look forward to continued occasions to work with the portfolio of magazines when the opportunity presents. Stay in touch by connecting on LinkedIn or Instagram.

Fight Those Winter Blues with Sunlight and Fresh Air

Thu, 09 Jan 2025 15:49:20 GMT

The holiday rush is over, and many people will experience a touch of the winter blues over the next couple of months.

“It’s not uncommon in the general public for us to struggle with some level of sadness or an ‘I need to get through the season’ mindset,” said Danyelle Kuss, educator and multi-county specialist for Oklahoma State University Extension in Oklahoma County.

She explained someone who has seasonal affective disorder and a person who generally experiences a lower mood through the winter season are distinctly different.

“SAD is a major depressive disorder with a subtype for seasonal patterns, triggered by a seasonal onset,” Kuss said. “Our circadian rhythms start changing, which can disrupt our internal clocks and increase feelings of depression.”

The causes of SAD are unknown, but she said other factors that influence it include a decline in serotonin when exposed to less sunlight and an increase in melatonin, a chemical the human body creates to sleep.

“Winter is a time when people isolate more, they’re indoors more and they do less of the things that normally make them feel better. Depression feeds on these situations,” Kuss said.

Young adults aged 18 to 30 report the highest rate of SAD, while children and older adults experience fewer symptoms. Major signs of depression that impact daily functions like not being able to get out of bed or calling in sick to work indicate the need for professional support.

“It might not just be normal sadness during the holidays or winter months,” Kuss said. “A person might need to talk to a therapist or doctor and discuss what adjustments they can make. I always look at how a condition impacts somebody’s ability to function as a big distinction.”

For those with milder cases of the winter blues, Kuss suggests creating a plan of daily or weekly lifestyle tips that can improve mood long-term:

Bundle up and go outside for at least 15 to 30 minutes of daily sunlight and exercise.
Stick to or develop a healthy routine of sleep, movement and eating nutritious foods.
Be consistent with medication if taking any for depression.
Limit or avoid alcohol, as it is a depressant and can worsen symptoms.
Stay connected to a support system – make plans and stick to them. Follow through with commitments.
Be kind to yourself and others. Practice self-care.

To help with depressive symptoms or seasonal blues, Kuss said people may have to work against their instincts that tell them to stay inside and alone.

“I might not feel like going outside for a walk in the cold sunshine or getting out of my warm pajamas to go to a friend’s house, but if I can manage that initial discomfort, I will feel better on the other side of taking those actions,” she said.

A fun way she advises people to combat seasonal depression is to ride the holiday wave by continuing to meet up with family and friends.

“Weekly get-togethers can help us during those tough times of the month and require us to look at what does and doesn’t work for us,” she said.

Your Next Read: Stress, Social Support and Mental Health for Men and Women Farmers

Don’t Leave Anything on the Table

Wed, 08 Jan 2025 15:37:24 GMT

One thing my dad taught me at an early age was that if I didn’t keep myself busy, he would. When you live on a farm, there is always something to do. There’s always an animal that could use attention, a barn that needs cleaning or a skill that needs practicing.

It can be an exhausting life, but it’s rewarding. It’s rewarding to know that you’ve put the time in and gave it your all. It’s rewarding to know that your work makes a difference and has an impact somehow.

And while my dad was right – that there is always something to do – I’ve also learned that there is always something to do. No matter how hard I work, there will still be work to do tomorrow.

You Can’t Pour Out of an Empty Cup
So, it’s important to also find time to rest. Taking some time off over the holidays is exactly what my soul needed. It’s easy for me to go hard and forget to rest. Then, I wonder why it’s so hard to pour myself into everyone and everything else.

Rest reminds us that we’re human and we can’t control it all. It helps us take a step back and regain perspective. It allows us see more clearly when we’ve taken a bit of a break from the grind.

Time for a Reboot
A recent conversation with my husband has been on my mind a lot lately. He said, “If you aren’t putting in full effort and trying to be the absolute best version of you that you can be, you’re leaving something on the table.”

I’m not a resolutions girl. I’m more of a “use the new year as a time to reboot” kind of girl. For me, the new year is a time to ask important questions.

• What are the things I care about most?
• Does my schedule reflect my priorities?
• Am I investing my time in stuff that matters?
• How am I living up to my full potential?
• What am I leaving on the table?

The U.S. pork industry has been wrestling with big questions, too. As a new year unfolds, I think it’s a good time to ask yourself a few reboot questions. We have limited days to make a difference in this life and fulfill our purpose. Are you on track to make your time count?

We Need You
If you haven’t been a part of the pork industry before, it’s hard to explain why it’s unique. But if you know, you know. My good friend Jan Archer recently retired from a 50-year career working in the pork industry. To say she’s seen it from all angles falls short.

“I’ve had an amazing career in this industry,” Archer says. “I’ve been able to feed my family and send my children to college. I’ve met the most amazing people on the planet -- the most honorable, the most hardworking, the most invested in other people. And that’s because I work in the pork industry.”

Archer says it’s critical that we let people know these stories of rewarding pork industry careers and lifetimes spent doing things that matter.

“We’ve got to let people know we’re here and we are a great career option,” she urges. “It doesn’t matter what you do or what your skill set is. If you are really good at social media, we’ve got a job for you. If you have a flip phone and never want to look at a computer, we have a job for you. If you love animals, we have a job for you. If you don’t really love animals, but love people, we have a job for you. There’s a place for everybody.”

Archer believes the industry’s cohesiveness and dependency on each other is part of why it’s special.

“The guy that’s got 150 pigs and is selling pork out his back door for a lot of money, we need him,” she says. “Those kids with show pigs that are chasing the banners, learning how to be FFA speakers, discovering how to have independent thought, learning how to get up every day and do the work, we really need them. There is a place for everybody.”

Sometimes I question if my role matters. Am I helping? Do I make a difference? The reality is we may never know in this lifetime. But if we prioritize and invest time pursuing a life that matters, using our gifts to the best of our ability, we will find incredible satisfaction living a life that doesn’t leave anything on the table.

Your Next Read: How My Insecurities Made Me More Grateful

25 Labor Goals for 2025: Enhancing Performance Through Employee Evaluations

Mon, 30 Dec 2024 22:45:09 GMT

The beginning of a new year can serve as a time to sit down with farm employees and go over their performance. Measuring their performance can help you both identify how well the employee executes on explicit and implicit standards, goals and priorities.

One of the most important duties you will have as an employer is to evaluate employee performance . Letting an employee know how he or she is performing can encourage the employee to perform at a high level, and letting the employee know he or she has fallen short can help reinforce expectations. You should attempt to do evaluations in a positive manner, and keep a written record of the evaluations to help document job performance.

“By asking specific, targeted questions in employee evaluations, managers can really dive into individual performance, employee motivations, and goals. This added level of depth shows employees their development is valued and gives managers ways to help employees grow,” says Natalie Wickham of Quantum Workplace. “Employee performance reviews are key to understanding and improving employee performance. But all too often, employee reviews fall flat and have little impact because managers are asking the wrong performance review questions.”

Instead of asking the wrong questions, Wickham suggests asking these instead:

Overall Performance

What accomplishments this year are you most proud of?
Which goals did you meet? Which goals fell short?
What motivates you to get your job done?
What can I do to make your job more enjoyable?
What are your ideal working conditions to be the most productive?

Employee Strengths

What personal strengths help you do your job effectively?
What makes you the best fit for your position?
What skills do you have that you believe we could use more effectively?
What kind of work comes easiest to you?

Areas of Improvement

What goals were you least proud of? Why? How will you do those differently in the future?
What challenges have you faced in your role, and how can we work together to address them?
What 2-3 things will you focus on in the next year to help you grow and develop?
What can I do to help you better meet your goals?

Current Role

Which job responsibilities/tasks do you enjoy most? Which do you least enjoy?
How do you think your role helps the company succeed?
What do you like least about your current role? What would you change?
What do you like most about working for this company?

Future Outlook

What are your most important goals for the next year?
What do you want your next position at this company to be? How would your responsibilities change?
What professional growth opportunities would you like to explore in order to get there?
What type of growth is most important to you?

Manager-Employee Relationship

What (if any) concerns do you have when it comes to giving me feedback? How can I alleviate those concerns?
What additional resources or support could I provide to help you succeed in your position?
How do you prefer to receive feedback and/or recognition for your work?
What are two to three things could I do differently to better manage you?
What do I do that is most/least helpful for you when it comes to completing your work?
What can we do to improve our relationship?

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2025 Ag Workplace Trends: What Employers are Saying

Mon, 23 Dec 2024 14:24:00 GMT

“What are you hearing out there? Are employers still hiring?” These are common questions posed to AgCareers.com as a job board and human resources service provider specific to the agriculture and food industry.

To help agricultural employers compete for top talent, we not only analyze what is happening on our job board and learn from conversations with employers, but we also aim to identify issues, opportunities and trends by surveying agricultural employers in our annual HR Review.

Pressure is on for Employers
AgCareers.com recently analyzed the 2025 Agriculture and Food HR Review data to provide an outlook of what agricultural employers experienced in 2024 and what they expect in 2025. Retention continues to be top of mind for employers, persistent even into the focus of recruitment strategies in the new year. Employers are also feeling the pressure to get compensation right, along with concerns about rising wage rates. Most employers are experiencing recruitment difficulties, amplifying compensation and retention issues.

Agricultural employers need people, and keeping those they already have in place is a top priority. Staying on top of how to reward their employees is essential to retention. From flexibility to bonuses and appropriate salary increases, employers in the industry are increasingly aware of the competitive nature of keeping their top talent while enabling the ability to effectively recruit new talent when posed against both competitors inside and outside the industry.

The AgCareers.com HR Review details employers’ plans for salary increases, workforce development and training, benefits and more.

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6 Reasons Why It's Good to Disconnect Over the Holidays

Fri, 20 Dec 2024 14:00:00 GMT

Disconnecting over the holidays is crucial for long-term success and well-being, points out De Lacy Executive Recruitment North America.

“In the fast-paced world of professional life, it can be challenging to find moments of respite. The holiday season, however, provides a unique opportunity for individuals to step back, recharge, and reconnect,” De Lacy Executive Recruitment North America writes.

Here are six benefits of disconnecting over the holidays.

1. Renewed Energy and Productivity
One of the primary advantages of unplugging during the holidays is the renewal of energy and creativity, De Lacy Executive Recruitment North America writes.

“Continuous work can lead to burnout, affecting both physical and mental well-being. Taking a break allows individuals to return to work with a fresh perspective, more energy, enhanced focus, and increased productivity. This recharge is crucial for maintaining high levels of performance and innovation throughout the year,” the company says.

2. Strengthening Personal Connections
Holidays are often connected to the concept of spending quality time with family and friends. That’s why disconnecting from work is key — it creates an opportunity to strengthen those personal relationships.

“Building these connections not only contributes to overall well-being but also ensures a strong support system both personally and professionally,” De Lacy Executive Recruitment North America adds.

3. Mental Health and Well-being
Dealing with continual work-related stress can take a toll on your mental health. By taking a break over the holidays, you can decompress and reduce stress levels while promoting overall well-being.

Engage in activities that bring joy and relaxation. For some, that may be meeting a friend for coffee, reading a book, taking a walk, spending time with family, or simply taking the time to enjoy a meal. That can significantly help minimize stress.

4. Enhanced Creativity and Innovation
“Creativity often flourishes in moments of relaxation and inspiration,” De Lacy Executive Recruitment North America says. “By disconnecting from work, individuals open themselves up to new ideas and perspectives. This fresh outlook can spark innovation and creativity, leading to breakthroughs and novel solutions when they return to work.”

5. Improved Work-Life Balance
Maintaining a healthy work-life balance is essential for long-term career satisfaction, De Lacy Executive Recruitment North America reminds.

“The holidays offer a designated time to prioritize personal life without the guilt of neglecting professional responsibilities. Achieving a harmonious balance ensures sustained career success and fulfillment,” the company says.

6. Setting a Healthy Organizational Culture
Companies that encourage employees to disconnect during the holidays foster a positive organizational culture. Not only does this send a powerful message that values the well-being of its workforce, but it also recognizes the importance of a balanced lifestyle. Cultures like this promote loyalty, commitment, and a more positive work environment.

“In the competitive and demanding landscape of the professional world, recognizing the benefits of disconnecting over the holidays is crucial for long-term success and well-being,” De Lacy Executive Recruitment North America writes. “By prioritizing work-life balance, we can collectively create a workplace culture that values the development of individuals, fostering a happier, healthier, and more productive team.”

De Lacy Executive Recruitment North America is a sister company of AgCareers.com.

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Nothing Lost but the Handshake: The Rise of Virtual Recruiting

Fri, 08 Nov 2024 22:17:37 GMT

Taking the entire hiring process online, without meeting a candidate in person, seems drastic, but it has become the standard today for many organizations. Recruiters rely on technology to reach potential new hires, from virtual events to online applications, interviews and assessments that allow remote evaluation of potential candidates.

Some might argue this takes the personal touch out of the hiring process and creates a negative candidate experience. Still, the fact is many employers report that “nothing was lost but the handshake” during virtual recruitment. Along with flexibility on the job, candidates expect flexibility in the hiring process. Most employers also find significant cost-saving and efficiency improvements when using virtual recruitment methods.

Virtual recruiting, including career fairs and interviews, caught on before the pandemic, but now they’ve become the norm. Some virtual recruitment benefits organizations noted include:

Eliminates travel time for both the interviewer and candidate, saving time and money.
Speed: Accelerates the hiring process with easier scheduling.
Inclusive — the ability to invite remote coworkers to be involved in the interviewing process.
Flexibility: Candidates can schedule interviews during lunch or join a virtual career fair between classes or breaks.
Diversity and Employment Brand Expansion: Traditional recruiting often targets local areas, familiar organizations and specific college programs. Virtual methods expand your reach to diverse locations, groups and a broader range of education and experiences.
Consistency: Virtual interviews lend themselves to greater consistency, helping to reduce bias in the hiring process.
Formality: Online interactions tend to be more casual, giving both the employer and the candidate a clearer insight into their everyday behavior.

We recognize and value the importance of in-person meetings and face-to-face communication, but virtual recruiting serves as a valuable addition to the hiring process. Beyond posting a job on AgCareers.com, expanding your employment brand and receiving job applicants, AgCareers.com hosts a series of Feed Your Future virtual career fairs, virtually connecting agri-food employers with candidates nationwide. Most participants say the Feed Your Future virtual career fairs were as good or better than in-person events.

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Opposition Grows Against Denver Slaughterhouse Ban Ballot Initiative

Wed, 02 Oct 2024 14:59:12 GMT

A group of Democrats in Denver announced their position to reject a proposal to ban slaughterhouses within the Denver city limits, joining other groups opposing the measure.

The Central Committee of the Denver Democratic Party recently voted 207-12 to endorse a “no” position on the proposal, which voters will address next month, according to Complete Colorado .

The measure titled “Prohibition of Slaughterhouses” would outlaw “the construction, maintenance, or use of” any meat processing facilities in Denver beginning Jan. 1, 2026, as well as “require the city to prioritize residents whose employment is affected by the ordinance in workforce training or employment assistance programs.”

The vote lines up with other organizations that are opposing the measure , including the Denver Area Labor Federation, the Denver Pipefitters Local #208, Service Employees International Union Local 105, the Teamsters Union and the United Food and Commercial Workers Local 7, the article said.

Proponents of the measure say they are seeking an increase in consumption of plant-based protein sources, as well as pushing the claim that the livestock industry is a major contributor to climate change. However, no explanation is provided as to how pushing existing meat processing outside of Denver city limits would reduce greenhouse gas emissions or lead to more vegetarian diets.

Wendy Howell, state director of the Colorado Working Families Party, told Complete Colorado that it’s important that Democrats stand with workers and she’s glad the Denver Democrats recognize the importance of protecting these slaughterhouse jobs.

Two of the ballot initiative’s supporters — Pro-Animal Future and Pro-Animal Denver — are the targets of a campaign finance complaint filed last month by former Denver City Councilwoman Kendra Black with Secretary of State Jena Griswold. In her complaint, Black alleges that the two are conspiring with each other to hide their donors.

La Diabla Pozole y Mezcal Chef Jose Avila and II Posto Chef Andrea Frizzi are teaming up with president and CEO of the National Western Stock Show and Complex Paul Andrews, operations manager/employee owner of Superior Farms Isabel Bautista, president of the Colorado Livestock Association Kenny Rogers along with other Superior Farms employee/owners to oppose this citizen-initiated measure.

The slaughterhouse provides many jobs in one of the city’s poorest neighborhoods. This ban puts 160 jobs at stake and according to one study , at least $215 million in economic benefits, which could be as high as $860 million, counting indirect factors.

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Winter-Proof Your Workforce: Keeping Employees Warm on the Job

Fri, 27 Sep 2024 17:11:58 GMT

What started as a mild winter is bound to become brutal as plunging, dangerous temperatures sweep across much of the U.S. While most of the country will stay bundled up inside, farmers and their employees don’t have the luxury of skipping work for a snow day.

To create a safe and comfortable work environment for your farm employees, it’s important to address the specific challenges posed by cold weather on the farm. As temperatures begin to drop, consider implementing the following tips to keep your crew safe, warm and productive:

Make Sure They Have Adequate Clothing

Dressing poorly shouldn’t be considered “cool,” especially when it comes to harsh winter weather conditions on the farm. However, not all employees know how to appropriately dress for the bitter weather. Consider providing them with the following checklist and keeping a few extra items in a bin for employees to use in case they forget.

Some examples of warm winter clothing include:

Lined jackets
Lined overalls
Stocking caps / hats and lined gloves
Long thermal underwear
Lined boots – waterproof and anti-slip
Wicking wool socks
Scarf

Provide Warm Break Areas

Working out in the cold can take a toll on the body. That’s why it’s necessary to take frequent breaks to rest and warm up. To keep employees going, be sure to create designated warm break areas for your employees to recuperate.

Offer snacks that are not only tasty but also provide energy. Nutritious options like trail mix, energy bars, and fruits can help replenish energy levels. You can also supply a selection of hot beverages like coffee, tea or hot chocolate. If employees are coming in from wet or snowy conditions, consider having a designated area with a drying rack for wet outerwear, gloves, and boots.

Adjust Schedules

Adjusting schedules in the winter is a practical strategy to address the challenges and potential hazards associated with cold weather. Along with allowing more frequent breaks to prevent prolonged exposure to the cold, consider scheduling more grueling outdoor tasks during the warmer parts of the day.

Keep Up Communication

Safety concerns rise as cold weather intensifies. This rings true for not only our employees, but livestock as well. Keep the lines of communication open with employees to address concerns and gather feedback on their comfort and to learn if areas of the farm need immediate attention.

Work in Pairs

While farmers are already hard-pressed to find labor, working in pairs allows employees to get the job done quickly and safely. Using the buddy system ensures that every employee is accounted for and that the work gets done in a timely fashion. This system is especially important for employees working in remote areas.

Have an Emergency Kit

Winter weather can be unpredictable. Having an emergency kit in a well-known location can be a lifesaver when it comes to coping with unexpected challenges. Keep your kit filled with the essentials, such as:

Medical supplies
Extra clothing
Blankets
Handwarmers
Flashlights
Non-perishable snacks

Know the Signs of Cold Stress

Hypothermia and frostbite are the two most common forms of cold stress and can be fatal if left untreated. To help minimize the risk of these conditions going unnoticed, make sure to review and be on the lookout for the following symptoms.

Signs of Hypothermia:

Fast and shallow breathing / trouble breathing.
Going from shivering to not shivering.
Hunger, fatigue and confusion.
Lack of coordination.
Increased heart rate.
Weak pulse.
Slurred speech / mumbling.
Dizziness and nausea.

Signs of Frostbite:

Cold skin, prickling feeling and numbness.
Red, white, bluish-white or grayish-yellow skin.
Hard or waxy-looking skin.
Clumsiness due to joint and muscle stiffness.
Blistering after rewarming when severe (expect exposed skin to peel off).
If the skin turns black seek medical attention..