Labor

House Ag Committee Chairman says farm bill pesticide provisions could cause concern in the Senate

Fri, 08 May 2026 18:55:31 GMT

After a flurry of debate, votes and finally movement, the Farm Food and National Security Act of 2026 passed the U.S. House with a 224-200 vote. House Agriculture Committee Chairman Glenn “GT” Thompson calls the legislation “transformational,” adding that 96% of GOP members in the House, the most in history, and 14 Democrats supported the bill.

“That’s the most members of the minority party who voted for a House farm bill since 2008. So, [that’s] a strong endorsement in a bipartisan way as this bill winds up in the Senate for consideration,” he says.

Despite his optimism, Thompson expressed concern over a key amendment introduced by Rep. Anna Paulina Luna. The addition stripped the farm bill of pesticide liability provisions. Before the amendment, the bill’s original language reaffirmed EPA as the sole agency capable of determining the information listed on a pesticide label. Critics, including Make America Healthy Again (MAHA) advocates, worry the language would shield pesticide manufacturers from liability claims.

“I have some concerns with the pesticide provision that was added,” Thompson says. “I think it may put farmers’ health at risk and certainly drive up affordability and open the door for foreign-manufactured pesticides to flood into our country.

“I have significant concerns that the amendment that was put forward is going to create chaos [in the Senate],” he later added.

Thompson says he’s supportive of year-round E15, but because it falls under the jurisdiction of the House Committee on Energy and Commerce, it will likely be taken up for a vote mid-May.

Moving Forward

Thompson says, overall, he thinks farm bill conversations in the Senate are positive. The chairman says he’s kept Sen. John Boozman, chairman of the Senate Committee on Agriculture, Nutrition and Forestry, well informed about the bill over the last year.

“I kind of pictured my good friend, John Boozma, with a catcher’s mitt, ready to receive the Farm Food and National Security Act,” Thompson says. “He’ll have to make some modifications, and I think he’s hoping to do that mid- to late May. He knows how ... our farmers need this bill today, not tomorrow or not next year.”

New Legislation Impacting H-2A Reform

Thompson says in three to four weeks, he will likely release draft language for public discussion that would make reforms to the H-2A program. After the draft, he’ll be introducing a bill with bipartisan support, he says.

“We’ve already had some very positive discussions with our [House] Judiciary [Committee] Chairman Jim Jordan — so, [I’m] looking forward to breaking that 45-, almost 50-year gridlock of really not doing anything in this space. I think we have a great opportunity to provide certainty to agriculture workforce, which quite frankly is necessary for both food security and ultimately national security.”

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.

Tick Safety Guide: Preventing Alpha-Gal Syndrome and Lyme Disease

Fri, 10 Apr 2026 18:22:43 GMT

Increasing reports of alpha-gal syndrome, Lyme disease, Rocky Mountain spotted fever and other tick-related illnesses are a critical reminder why preparation is important before spending time outside in spring and summer, says University of Missouri and Lincoln University Extension urban entomologist Emily Althoff.

Ticks are the most important vectors of disease in domestic and wild animals throughout the world, and are second only to mosquitoes in transmitting disease in humans. As temperatures rise and people begin camping, fishing and farming, it’s more important than ever to be aware of the health dangers posed by ticks, she explains.

What is Alpha-Gal Syndrome (AGS)?

Bites from the lone star tick (Amblyomma americanum) or the blacklegged tick (Ixodes scapularis, also called deer ticks) can trigger AGS. Alpha-gal is a sugar molecule found in most mammals. After eating mammalian meat, people who become allergic to alpha-gal may experience an hours-long delay in symptoms, which include hives, swelling of lips, face, tongue or throat, stomach pain and nausea, reports the University of North Carolina (UNC) at Chapel Hill . It can also cause restricted breathing and death.

deer_tick-Mizzou.jpg

(University of Missouri)

AGS diagnosis involves a combination of medical history, physical examination, allergy testing and symptom tracking.

Best Practices for Tick Prevention on the Farm

Although Lyme disease is treatable with antibiotics, there is currently no cure for AGS. Because of this, tick prevention is the best defense. Here are three tips for tick prevention

Dress to defend.
Ticks frequently attach to the lower legs of people and then crawl upward before embedding themselves in the skin to feed. They thrive in the humid, cool layer at the soil’s surface and often locate hosts using an ambush strategy known as “questing.”
The right choice of clothing can help you prevent you from picking up ticks, Althoff says. Choose light-colored garments. Tuck your shirt into your pants, and tuck your pants into your socks.

“This is where duct tape comes in handy,” she says. Duct tape the bottom of the pant legs closed to prevent ticks from getting to your skin.
Use DEET.
Always apply DEET-based insect repellent when visiting wooded areas or working on farms, says MU Extension health and safety specialist Karen Funkenbusch. Apply DEET only as directed to exposed skin or clothing. Avoid eyes, mouth, injured skin and children’s hands. Be careful not to inhale the product, and do not use it around food, she cautions. Wash treated skin and clothing thoroughly once you’re back indoors.
Search and destroy.
When you come inside after spending time in the outdoors, perform a full-body tick check. Look inside and behind the ears, along the hairline, the back of the neck, armpits, groin, legs, behind the knees and even between toes. The Centers for Disease Control and Prevention recommends showering within two hours of being outdoors. If you find a tick, remove it with sturdy tweezers.

How to Safely Remove a Tick

Removing a tick can be challenging, but do not wait to go to a healthcare provider. Grasp the tick at the front of its body, as close to the skin as possible, and pull straight out. Avoid squeezing the rear of the tick, as this can cause it to expel gut contents into your skin, increasing the risk of infection. Clean the bite area and your hands with rubbing alcohol, iodine or soap and water.

If you develop a rash or fever within several days to weeks after removing a tick, see your doctor.
Contrary to popular belief, CDC warns not to use petroleum jelly, heat, nail polish, or other substances to try and make the tick detach from the skin. This may agitate the tick and force infected fluid from the tick into the skin.

(Centers for Disease Control and Prevention)

Avoid Tick Testing

People who have removed a tick may wonder if they should have it tested to see if it is infected. CDC says testing is not recommended, even though some commercial groups offer it.

“Laboratories that conduct tick testing are not required to have the high standards of quality control used by clinical diagnostic laboratories,” CDC shares on its website. “Results of tick testing should not be used for treatment decisions. Positive results showing that the tick contains a disease-causing organism do not necessarily mean that you have been infected.”

If you have been infected, CDC says you will probably develop symptoms before results of the tick test are available.

If you develop a rash or fever within several weeks of removing a tick, see your doctor. Learn more here.

Read More:
Researchers Close in on Alpha-Gal Syndrome Meat Allergy Mystery Linked to Ticks

From the Outside In: Why This Farm Bill is Different

Wed, 18 Feb 2026 18:57:40 GMT

U.S. farmers and ranchers are currently operating under 2018 policies, and House Agriculture Committee Chairman Glenn “GT” Thompson (R-PA) says those 2018 policies are no match for 2026 challenges.

“There’s no better example than California’s Proposition 12 and the issue it is causing for the swine industry,” Thompson told pork producers at the Illinois Swine Mixer on Feb. 17. “Like the farm bill we passed out of committee in 2024, the Farm, Food and National Security Act of 2026 includes a fix to Prop 12. At the end of day, it’s not common sense to allow a small percentage of California voters to dictate how someone in Illinois or anywhere else in the country raises their animals.”

He says the House Agriculture Committee has been busy preparing the farm bill by “using what God has given us – that’s two ears and one mouth – with the dedication to listening at least twice as much as what we speak.”

They have traveled to 43 different states and one territory, holding more than 150 listening sessions.

“We’ve done this from the perspective of legislating from the outside in,” Thompson says. “Agriculture is anything but typical. We work on your behalf. That’s why we came out on farms and ranches, and we sat down and talked to people to find out, maybe not what you wanted, but what you needed.”

We Need a Farm Bill Now

As the House Agriculture Committee prepares to meet on Feb. 23 to review the 803-page document, Thompson says he’s hopeful they can get this passed through the House by Easter, April 5.

“I think the odds are pretty darn good, and the need is even greater when you look at the financial stresses on the American farmer and rancher today,” he says. “We have to get this done.”

Thompson says he wants farmers and ranchers to know that they recognize how bad things are right now. But most importantly, he wants them to know they care.

“Those are not just empty words,” Thompson says. “We’ve been working really hard, actually for a couple years, to prepare what will be one of the most effective farm bills. With 20% of it already approved with a $66 billion investment, we’re really putting our actions to where our words are. There are more good things to happen with what we’re going to mark up next week. We know how bad things are, we recognize that, but we’re working to do something about that.”

Prop 12 Is Causing More Problems

Despite these challenging times in agriculture, Thompson is proud of how many U.S. pork producers have adapted to capture the Prop 12 market, but he said some are finding they don’t have quite the market now because people are eating less pork in California, a state known for its pork consumption.

Food affordability is just one of the reasons why he has worked so hard to find a fix for Prop 12 in the farm bill.

“In California today, I’m told there are grocery stores that now sell bacon by the slice and not the slab because people can’t afford it,” he explains. “Consumption of pork products has dropped because affordability has been reduced significantly. The cost has gone up. People who are struggling financially probably aren’t eating pork products at all, and those middle class are making decisions and maybe choosing other proteins they’re able to get more for their money.”

Most importantly, Prop 12 is a slippery slope. One state should not impose agricultural practices on other states, he says.

“Constitutionally, it’s just wrong,” Thompson says. “The Supreme Court said this is something Congress should do, and so we’re doing it. If you allow this to stand, the question is, what will come next in terms of overriding agriculture or animal science with political science?”

Beyond the Farm Bill: Labor and USMCA

While the farm bill continues to be Thompson’s main focus right now, he is also focused on agricultural labor and the renegotiation of the U.S.-Mexico-Canada Agreement (USMCA) trade agreement. One of the most common requests he gets from farmers is about reforming the agricultural labor system.

“I organized an ag labor working group in the last Congress to have the hard conversations about what was working and what wasn’t,” he says. “We needed certainty. We needed reliability. Without workforce, we have food insecurity. With food insecurity, we have national insecurity. The implications of that are significant.”

The bipartisan group of eight Republicans and eight Democrats developed “practical solutions that work on both sides of the aisle.” In the end, the final report included 15 solutions recommended unanimously by the working group and informed by producers and processors who testified before the committee.

He says they are putting the finishing touches on the discussion draft, which looks very similar to the recommendations that came out of this working group. The three topics addressed regarding the H-2A visa program are expanding access to include year-round for the livestock industry, controlling costs and streamlining the overall process.

“The goal is to put out a discussion draft after we’re done with the victory celebration of at least passing the farm bill out of the House Committee,” he says. “I don’t want to let it hang out there long because it is critically important. We need to get moving, but we will probably give at least three weeks of opportunity for input in a discussion draft. We’ll take those comments back, make some final tweaks if needed or if indicated, and then we’ll get the bill introduced.”

On the trade front, he says USMCA has been a great benefit to American agriculture, resulting in over $60 billion in exports to Canada and Mexico since it was signed into law. For the pork industry alone, these exports represent a 66% increase in value since enactment, he adds.

“I know the agreement’s not perfect, and there are various things I’d like to see addressed during this negotiation,” Thompson says. “But more importantly, I’d like to know from you as we go forward what you would like to see in this renegotiation.”

Don’t Be Quiet Now

Farmer and rancher input is always of great value to legislators, but especially now.

“Your voice matters and you have a role to play in getting a new farm bill across the line,” Thompson says. “Find time in your busy schedules to stand up and speak out. Send emails, make phone calls, reach out to your congressional delegation. We’ve got a lot on our hands in 2026 in the ag committee, but I want you to know we are on your side and will keep fighting for you every day in Congress.”

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.

Prioritizing the Person Behind the Pig is Ultimate Key to Success in the Barn

Fri, 13 Feb 2026 15:29:24 GMT

“Where are you from?”

Although it may seem like a simple question at face value, for Melanie Langley , it’s not. With roots in two different continents, Langley says she’s never liked having to answer that one.

Born the daughter of an American father and Spaniard mother in London, Ohio, Langley lived there for a number of years before moving to Washington, D.C., when her father got a job with USDA Foreign Agricultural Service. They eventually moved to Mexico City and then to Brazil before returning to Ohio.

“I feel very connected to the United States – I am half American. But I’m also connected to Spain, and to Mexico and to Brazil,” Langley says. “That experience of constantly having to define what that is has taught me how to come alongside folks who are from those areas very easily, but also with people who aren’t from a country I’m familiar with.”

Experiencing other countries in such an immersive way teaches certain traits that help shape and give you the ability to put yourself in somebody else’s shoes, she adds. She watched her father come alongside farmers internationally to build programs and make sure the exports and imports of the United States were flowing well.

“While I may not have originally intended to end up in agriculture, my childhood gave me a vision and a heart for people who are from other places,” Langley says. “It helped me to learn how to navigate systems that weren’t mine.”

It’s one thing to translate words, but that’s not the same as understanding them.

“I know what it is to be an outsider, and I think that is the main element that helps me in what I do today,” she says. “I know what it is to walk into a culture that’s not your own, to be the one on the outside and not understand what’s going on. There’s an isolation that comes with it. I think that uncertainty gave me empathy for all people.”

It Starts With Trust

This ability to “put on the right glasses” and step back to see what others see is just one of the many reasons why Langley, Fine Swine’s people care director, is making an impact in the industry today. She says it all starts with establishing trust.

“Work on trust,” she says. “Regardless of how challenging it may be, maintain that trust. If I am not keeping my word, if I’m not explaining my decisions, if I’m not showing up when something goes wrong or admitting when I miss it, then I am slowly eroding that bank of trust I have with my people. My understanding of trust is that it is incredibly slow to build, and very quick to lose.”

She shared her ‘Three Ps’ framework—Protection, Purpose and Presence—to illustrate how prioritizing the person behind the pig is the ultimate key to success in the barn.

1. Protection
“If I’m asking somebody to leave their family behind and to come to a new country, to learn a new language, adopt a new culture and try to figure out what we do here in the United States, I do have to offer some sort of protection so that,” Langley says. “What does that protection look like? It looks like compliance. It looks like making sure the inside of our farms are safe, that we have safety protocols in place that work, and that ensure when it’s time to go home, our workers are walking out healthy and ready to go.”

Protection ensures practices are fair across the board, that policies and protocols are clear, and most importantly, that there is consistency. The first step to instilling motivation into a team or bringing culture or engagement is to make sure people feel safe.

2. Purpose
Finding your why is essential to discovering that motivation and being able to show up. Having people understand the why of what they do, whether it’s scraping feeders, colostrum training in day-one rooms or breeding, understanding the bigger purpose and what it contributes to the company is huge, Langley adds.

When a team member feels a sense of purpose, they aren’t just scraping a feeder; they are ensuring a piglet has the best start possible, which directly impacts the farm’s bottom line.

“When people understand that – when people are bought in – performance will rise, people will take pride in what they do, and ultimately, that will result in ownership, which is what we all want,” she says.

3. Presence
Langley says presence is the biggest key to success in her book, and probably the hardest because it requires showing up. Just this week, she noticed something was off with one of her managers.

“I didn’t know what it was, but I just felt like there was this disconnect,” she says. “I happened to walk in while the team was showering out. We stood across the counter from each other and had a conversation that was absolutely mind-blowing.”

That’s why taking time to be present is so valuable, she says.

“You never know what people are walking through,” she says. “Don’t be so confined to a schedule that you’re constantly thinking about the next thing on the checklist. Make sure you listen without rushing. It’s not a waste of time. At the end of the day, if we don’t have our people, we’re not going to have our production.”

A Place to Grow
When people feel seen and valued, they show up to work in a different way. They are more devoted, stay longer and do their job with more ownership and intentionality.

Iain Harris, director of production for Fine Swine, describes Langley as a natural-born people care leader.

“She can put her owner’s hat on and simultaneously wear a people care hat,” Harris says. “I think that’s one of her strengths. Even though her focus is on making sure our people are cared for, that assimilation is successful for them, she can also put on her owner’s hat and hold that line.”

Empathy isn’t “being soft"; it’s building the trust necessary to have hard conversations.

The employees at Fine Swine appreciate this about Langley. One of the farm’s production specialists, Chayo Salgado Ortega, says, “Melanie has taught me how to communicate effectively with people, how to be empathetic with colleagues, and that it’s okay to admit when we’re wrong.”

Offering a safe space where people can make mistakes is important, Langley says.

“I don’t know anybody who has ever walked into a job, rocked it 110% and never made a mistake. Nobody’s perfect, so we need to make sure that we’re creating spaces that are safe for our folks to be able to grow, because nine times out of 10, they’re not going to make that same mistake again.”

By creating a space where people—regardless of where they are from—feel safe to grow, Langley isn’t just managing a workforce; she’s cultivating the future of Fine Swine.

You can listen to more of Langley’s story on “The PORK Podcast” on YouTube or follow The PORK Podcast anywhere podcasts are found.

Read more stories about Melanie Langley here:
6 Little Ways to Make Your Farm a Place Employees Love
Why You Can’t Afford Not to Onboard Employees

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.

6 Little Ways to Make Your Farm a Place Employees Love

Tue, 03 Feb 2026 18:21:22 GMT

High turnover is expensive, but a strong culture is a low-cost investment. Moving from a “task-oriented” mindset to a “people-oriented” one doesn’t require a massive budget—it requires intentionality. Here are six small adjustments that can make your farm a place where employees truly want to be.

1. Lead from the Front

Character isn’t just about what you say, it’s about what you’re willing to do. “The character we model may seem small, but when I saw my boss (the owner) unloading the truck on my first day on the job, it stuck with me,” says Melanie Langley, people care director at Fine Swine, LLC. When the leadership is willing to get their hands dirty, it sets a tone of mutual respect for the entire team.

2. Audit the “Shower-In” Experience

For a new hire, the shower-in process can be the most intimidating part of the job. “Make that first impression count,” urges Kevin Stuckey, sow farm manager for Cooper Farms. “Is the shower hot? Does it have good pressure? Is it clean? We take these things for granted, but for an employee, those details define their daily dignity.”

3. Don’t Skimp on the Basics

Small upgrades in the breakroom and locker room pay massive dividends in morale. “Spend a little more on better soap and shampoo,” suggests Matthew Rooda, CEO of SwineTech. “Replace towels often. If you can see through your towels, that’s a problem. Employees might not ask for better amenities, but they will certainly notice—and appreciate—them.”

4. Build a Connection Beyond the Barn

Intentionality starts with a conversation. “Stop and talk to your people,” Langley says. “Learn who they are and what’s going on in their lives. Even if there is a language barrier, find a way to connect. A little effort to understand the person behind the task goes a long way.”

5. The “New Boot” Rule

Starting a new job in someone else’s used gear is a morale-killer. “I believe every employee should get a brand-new pair of boots on day one,” Stuckey says. Providing fresh, high-quality gear sends a clear message: We are invested in your comfort and your success.

6. Celebrate the Milestones

In an industry where retention is a challenge, longevity should be a big deal. “Celebrate your team’s work anniversaries and personal milestones,” Langley says. Recognizing the people who stay creates an environment where loyalty is valued and seen.

Why You Can’t Afford Not to Onboard Employees

Mon, 02 Feb 2026 17:58:26 GMT

It’s the middle of winter. Your farm is understaffed. Onboarding costs time and money that you don’t have right now. How big of a risk is it to throw new employees into the mix and let them learn by example?

Matthew Rooda, chief executive officer of SwineTech, says it’s a dangerous move.

“The first few weeks on the farm are so impactful,” Rooda says. “It sets the tone for what new employees should emulate.”

Onboarding, the strategic process of introducing a new employee to your farm’s culture, tools and expectations, results in skill growth, improved problem-solving ability, higher confidence and engagement and decreased risk of errors among your employees.

Kevin Stuckey, sow division manager for Cooper Farms, says getting to know your employees and what makes them tick (or snap) is key to making their performance in the barn as productive and positive as possible.

“Without ongoing learning, an individual may rely on outdated approaches to solving problems, leading to inefficiency or poor results,” he says. “Feeling underqualified can lead to disengagement, which further reduces productivity.”

What is Pre-Boarding?

Melanie Langley, people care director at Fine Swine, LLC, knows that for a new hire, a pig barn can be an overwhelming sensory experience. To combat the shock of strong smells and new sights, she advocates for pre-boarding.

Pre-boarding gives employees connection with someone and encourages them to show up, she explains. It allows important concepts like biosecurity to be explained well before people step on the farm.

“We are dealing with an employee that has options,” Stuckey points out. “Any type of contact you can make in advance, even meeting them in the parking lot, is good.”

Langley says pre-boarding has become a crucial part of the process for their company.

“If we lose people shortly after they start, I challenge my team that we didn’t do pre-boarding right,” she says.

Consistent Training

Onboarding training should be the same whether you are dealing with experienced employees or not, Stuckey says. While this may affect how fast employees get through training, it’s important that everyone is trained individually.

“Make sure expectations are clear,” Langley adds. “Previous experience is great, but we may do things differently here and we will try to explain the why behind our processes.”

Mentorship and job shadowing can play a powerful role in the process.

“Working with people is always one of the hardest parts of any job,” Stuckey says. “Some bosses are approachable, some are not. I think it’s important to have a buddy on every farm that new employees can go to with questions, problems, etc.”

Onboarding is not a short process, it takes time – especially in pig production. Make the trainings practical, interactive and hands-on, Langley advises. Limit “talking” to 20 to 30 minutes. For people who are highly physical, making them sit for too long can be painful. Actively engage them in the learning process.

Also, make sure there is access to knowledge and ongoing communication with relevant and applicable training. Rooda recommends giving your team the ability to choose some options for themselves of what they want to spend time learning or discovering.

“Turnover happens all over the farm,” Stuckey says. “Open up opportunities for people to grow within and move around the company. That helps the whole company in the end.”

Good Culture Retains Good Employees

The most important thing you can do to retain employees is focus on the culture of your farm, Langley says.

“If your culture is welcoming, has good leadership and management, you’ll have a vibe that’s enticing and have someone that wants to be there,” Langley says. “Finding that mix and discovering the right leadership of people who keep everyone engaged and happy is important.”

In Stuckey’s mind retention requires clear expectations and organization. Teach people how to ask good questions – not just do things.

“People don’t want to work in chaos,” he says. “If you go to work every day and know what the expectations are and what your job will be that day, it’s easier to feel good about it when you go home that night.”

Sometimes the simplest gestures can make the biggest impact in creating a positive culture. For Langley, food often does the trick.

“Don’t just bring food in but take your employes out when they do something well,” she says. “We’ve tried to adjust our days more so we can do this over the lunch hour.”

She also has incorporated a Top 20 list of shout-outs. When someone does something good for the farm or others, people can share it and then it goes out in the company newsletter.

“One of the best things we can give people is the gift of time,” Langley adds. “Work-life balance is so important.”

How to Handle Tension Before it Becomes Conflict

Wed, 07 Jan 2026 22:37:46 GMT

Conflict on farms isn’t always obvious. It doesn’t have to show up as a dramatic argument or a big blow-up moment. Most of the time, it starts as frustration over a task, strain between coworkers or even just someone quietly checking out.

While conflict can feel messy, it’s not a sign something is broken. According to Hernando Duarte, farm labor outreach specialist at the University of Wisconsin-Madison, it’s a reality of farm work.

“In labor-intensive environments like farms and other agricultural operations, conflict between employees [and family] can happen,” Duarte explains. And on farms, that friction is hard to avoid.

Conflict Can Feel Personal

Duarte notes conflict feels uncomfortable for a reason. On a farm, long hours, physical work and constant pressure can make disagreements feel personal, even when they’re not. Sometimes, just a simple disagreement can feel like a personal attack.

“Our brains often perceive conflict as a threat, which makes it uncomfortable and leads many people to avoid it,” he says.

That instinct to avoid tough conversations is understandable, but avoiding conflict doesn’t make it disappear. According to Duarte, the difference between a farm that struggles and one that moves forward often comes down to how leaders respond when tension shows up.

Most Conflict Starts Below the Surface

Sometimes a disagreement looks like just part of the daily grind, but Duarte emphasizes that understanding what’s underneath the issue is the first step toward solving and preventing conflict in the future.

On farms, those underlying causes often include:

Misunderstandings about expectations or tasks
Different work styles and decision-making speeds
Unclear roles or responsibilities
Cultural or language barriers within diverse teams
Stress and fatigue during peak seasons
Generational differences in values and priorities

None of these are unusual in agriculture, they’re often just a natural part of running a farm. More hands and different perspectives can sometimes cause small misunderstandings, but that’s just a normal part of working together as a team.

Turning Conflict Into Progress

It can be tempting to hope tension works itself out. But Duarte warns that avoiding conflict usually makes the situation worse.

When conflict is ignored, Duarte says farms often see:

Lower morale and growing frustration
Reduced productivity and focus
Higher employee turnover
Declines in performance, quality and safety

Unresolved conflict doesn’t just go away. Left unaddressed, small tensions can grow and start affecting how the team works together.

“Conflict doesn’t have to be a negative thing,” Duarte says. “When handled properly, it can lead to stronger communication, better teamwork and long-term improvements and innovation.”

Handled well, conflict can actually move a team forward. Duarte encourages leaders to:

Create space for private, respectful conversations
Listen to all sides without interruption
Look beyond surface issues to understand the real concern
Refocus discussions on shared goals, including a safe, productive, respectful workplace
Agree on clear next steps, responsibilities and follow-up
Bring in additional support if issues repeat or escalate

Addressing conflict early helps keep small issues from turning into long-term setbacks and gives teams a chance to work better together.

Leadership Sets the Tone

At the end of the day, Duarte says resolving on-farm conflict starts with leadership. If managers ignore tension, people notice. If they step in and handle issues calmly and fairly, the whole team feels more confident.

Leading by example, communicating clearly and checking in regularly all help reduce future conflict. Training supervisors to handle small issues early can keep them from becoming bigger disruptions later.

Conflict isn’t fun, but it doesn’t have to be a bad thing. When it’s handled the right way, it can actually make the team stronger. It’s a chance to build trust, clear up expectations and keep everyone moving in the same direction.

Snapshot of TN-Visa Workers in the U.S. Swine Industry

Fri, 26 Sep 2025 19:49:13 GMT

Persistent labor shortages in the U.S. swine industry have led many producers to use the Trade NAFTA (TN) visa program to hire foreign workers. A new study is one of the first to describe TN-visa workers in the U.S. swine industry to help inform future recruitment, management and workforce development strategies across the industry.

“Between 2023 and 2024, TN Visa approvals dropped 53% from 34,000 to 16,000 respectively,” said Magdiel Lopez-Soriano of the University of Missouri at the 2025 Allen D. Leman Swine Conference. “TN workers have been extremely important in supporting the shortage of workforce.”

The collaborative study, led by the University of Missouri, The Ohio State University, North Carolina State University, and the University of Minnesota, employed a bilingual (Spanish-English) survey instrument to assess seven key areas: (1) general farm information; (2) demographics; (3) academic, professional, and cultural background; (4) personal and professional goals; (5) training opportunities; (6) suggestions for improved working conditions; and (7) retention drivers.

The researchers used convenience sampling to conduct the survey online and in person in 15 states, with a focus on six major pork-producing states (Iowa, Missouri, North Carolina, Minnesota, Ohio, and Illinois). A total of 261 responses were collected—211 from in-person interviews and 50 from online surveys.

“The results offer helpful details about the educational and professional backgrounds of TN-visa holders and highlight the importance of recognizing them as skilled agricultural professionals,” Lopez explains. “These data can inform future industry and extension efforts to improve workforce integration, develop training resources, align job roles with worker experience, and ensure long-term labor sustainability in pork production systems.”

Today’s TN Visa Worker in the Swine Industry
Most respondents were young professionals, with 58.8% of them being in the 26–34 age range.

“It’s interesting that the swine industry has been able to attract the younger generation through the TN visa program,” he says.

All participants have earned a bachelor’s degree, and 10% have a master’s degree.

(Magdiel Lopez-Soriano/University of Missouri)

About 75% of the farm workers were paid on an hourly basis and worked in barns for farrowing (60.9%), breeding (34.1%), and gestation (32.2%). The survey’s participants, who represented various geographic and cultural backgrounds, reported growing up in urban, suburban, and rural settings.

Prior agricultural experience was common, with 68.5% having worked in animal production (dairy, beef, poultry, sheep/goats, etc.). Many individuals also possessed expertise in non-animal farming, including greenhouse operations and crop cultivation. A small percentage reported prior employment in veterinary clinics, academic institutions, or agricultural consulting.

“These findings show how well-trained and flexible this workforce is when they come to work for swine employers,” Lopez says.

Why the U.S.?
The primary motivations for workers seeking employment in the US on TN visas were financial in nature, the study shows. Almost every participant mentioned the potential for higher salaries (96.2%) and the ability to provide for families monetarily in Mexico (90.8%).

Lopez says other significant factors included improving English literacy (88.1%), addressing Mexico’s lack of job opportunities (85.4%), and accumulating professional experience (84.7%).

Strategies to Consider
“TN visa workers are a highly educated population and bring a wealth of experience,” he points out. “The survey shows they have an interest in promotion and career advancement.”

One way to motivate and support TN visa employees’ desire to grow is to design a customized training for employees in English and Spanish to motivate them to develop their skills, Lopez says. Another strategy is to create temporary positions such as “biosecurity captain” or “onboarding training leader” or “animal care supervisor” with some incentive.

“The results of this survey will benefit employers and TN visa workers by improving employee satisfaction and reducing the likelihood of the employee switching employers or resigning,” Lopez says.

This study will be published in an extension journal. Researchers include Lopez and Timothy Safranski of the University of Missouri; Talita Resende, Maria Pieters and Pedro Urriola of the University of Minnesota; Monique Pairis-Garcia of North Carolina State University, and Douglas Jackson-Smith, Andréia G. Arruda and Magnus Campler of The Ohio State University.

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.

America's Farm Labor Crisis: Can Immigration Reform Save Agriculture?

Tue, 02 Sep 2025 19:24:02 GMT

Walking orchards in the Central Valley, is something Scott Peters’ family has done for four generations. With his great grandfather settling in the fertile valley in 1933, the family has been immersed with changes. From regulations and battles over water, to the fight for labor and immigration, Peters Fruit Farms is not only working to preserve the past, but also fighting for their future.

“Today, we primarily grow stone fruit. We’ve gone a little bit into the citrus just to diversify. We have the packing house, so we want to keep it running year round. Citrus is the winter commodity, and stone fruit is the summer commodity,” Peters says.

The Peters are unique. They don’t just grow and pick the fruit. They’re also packers and shippers — an operation that relies on hundreds of employees throughout the year.

“Labor prices are really difficult for us,” says the California peach grower. “As an example, our minimum wage is $16.50. When we compete against Georgia (known as the ‘Peach State’), their minimum wage $7.25. It’s just under half of what we have to pay people, which means we just don’t have a margin of error. If there’s something wrong with the crop — if we have a weather event — it stings us a lot harder.”

California’s Farm Labor is Skilled and Difficult to Replace

That’s the reality for farmers across California. Not only are regulations and water becoming expensive for growers across the state, but labor costs are also on the rise. And considering labor is the highest cost for fruit growers, it’s putting a severe strain on producers.

And while it’s expensive, labor is one of Peters’ most critical resources.

“They’re a very talented labor force. We can’t just go and get somebody off the street,” he says. “We can’t get an H-2A worker from another country who doesn’t know the industry. They can’t do the same job.”

From Arizona to California, to meat processing plants that span across the U.S. Peters says that’s one of the biggest misconceptions about migrant labor. People may think they aren’t talented or skilled, but Peters argues they’re both.

“The supervisors have these rings, and we’ll open them up to the size of fruit we want picked. They will pick a few samples off the tree, show them what sits on the ring and what goes through the ring. And the labor we have picking in the orchard, they will know — just by looking at the rings — which fruit to pick,” Peters explains. “They’ll just go from limb to limb, tree to tree, and they’ll pick the size that we’re requesting by the rings.”

Scott Peters shows U.S. Farm Report host Tyne Morgan rings they use to show individuals who are picking the fruit just what size of fruit they need to pick that day. With barely any difference in the size, it shows just how skilled the labor that works in Peters’ orchards are today.

(Matt Mormann, Farm Journal )

Peters says, to the untrained eye, the difference in the size of the rings is unnoticeable — making the labor this orchard employs irreplaceable.

“That’s how skilled they are,” he says. “So when people say they’re replaceable and you can get H-2A people or other people off the street, no, it doesn’t work that way. Those people will have no idea that small of a difference when we’re asking them to pick a certain size.”

The Broken U.S. Immigration System

The individuals Peters employs aren’t part of the H-2A system. Instead, his workers have been in California for generations, doing manual labor many Americans either don’t want to do, or physically can’t do, at a speed that’s needed today.

“The immigration system in the U.S. is absolutely broken today,” Peters tells U.S. Farm Report. “Why? Because they don’t have a simple, easy way to make immigrants legal. It’s complicated. It’s not very easily accessible for the people. If they find a way to do it, it takes them a long time. We have employees that have gone through the process and are legal. At the time, we did not know they were not. We had no idea. When they come to us, they show us a valid ID, and they show a valid social security card. As far as we’re concerned, we are hiring legal people. And then they come back to us down the road and they show other cards and say, ‘Well, now i need to change.’ Then we have to abide by the new name because of the standards.”

Results from Farm Journal’s Ag Economists’ Monthly Monitor

(Lindsey Pound )

Agricultural economists from across the U.S. agree. In the latest Farm Journal Ag Economists’ Monthly Monitor , 87% of economists said the U.S. immigration system is broken for agriculture. But on the flip side, 87% of economists also said there will be no movement on immigration reform in 2025.

Manuel Cunha, president of the Nisei Farmers Leagu e, has been fighting for a fix to the current immigration system for decades. He says the current 40-year-old immigration system doesn’t work for agriculture. He argues it’s dramatically impacting California’s agricultural landscape.

“It’s horribly broken, and you can’t band-aid it together anymore,” Cunha tells U.S. Farm Report.

H-2A Program Doesn’t Work for California Agriculture

The H-2A guest worker program may work for some sectors of agriculture, but it’s not a comprehensive “fix” for agriculture — especially industries that rely on a large number of seasonal labor.

While the program is vital for addressing domestic labor shortages, for labor-intensive specialty crops like fruits and vegetables, the H-2A program is designed to provide a cortical legal source of labor where domestic workers are often unwilling or unavailable.

However, Cunha says what the H-2A guest worker program is designed to do, and how it actually works, are two different things.

“The cost is prohibitive. It’s a broken program. A guest worker program should be what it is. You go to the border, get a card and come into California or Arizona or wherever, work for 10 months and then leave,” Cunha says. “The system today requires people to through a process in the countries where you have recruiters that control the workers. They, in turn, kind of manipulate those workers where to go and how much you’re going to pay me, then the person comes here. On top of that, to provide required housing, transportation and meals is very costly. In this state, at $23 an hour, no farmer can afford that.”

Cunha says these are all reasons why the H-2A program must be reformed.

“We also must have a guest worker program for hotels, restaurants and construction to where those workers can come in here, they work for 10 months in a rotation, they go back and then they come back again,” Cunha says. “But it’s a guest worker program and not allowing the country to select and choose who you want. There has to be a great working relationship on a guest worker program that works for my industry and agriculture and the other industries as well.”

40-Year-Old Program

The last major immigration reform in the United States was the Immigration Reform and Control Act of 1986 (IRCA), which granted legal status to millions of undocumented immigrants and increased penalties for employers hiring them.

The legislation, now 40 years old, is something Cunha argues is out of date.

Efforts to pass new immigration legislation have frequently failed due to partisan disagreements and an inability to find common ground between parties and administrations.

“They use it so they can get re-elected every time. And it’s so sad that our legislators have that type of mentality. Let’s not fix it, because if we say we’re going fix it, that’s how we’ll get elected. That’s how we’ll get re-elected,” Cunha says. “It’s been broken, and it’s been a facade.”

Dignity Act of 2025

Cunha says the only solution on the table that would work today is the Dignity Act of 2025. The bill was introduced on July 15 by Representatives Maria Elvira Salazar (R-FL) and Veronica Escobar (D-TX).

The bill not only focuses on securing the border, but it provides legal status to qualifying undocumented immigrants. It also imposes higher penalties for illegal border crossings and human and child sex trafficking. Not only would it address America’s farm labor crisis, but Cunha says it could help save agricultural industries that rely heavily on migrant labor across the U.S.

“This is the first real immigration bill that has addressed industries. The Farm Worker Modernization Act was just ag, and it really didn’t do all of ag. It only did the field and not the packing houses or the processing,” Cunha explains. “But being that we’re in the year 2025, many industries like agriculture have the same problem. Those workers have been there for years. And so somehow, we need to give them that opportunity to have a legal means to work here and to travel home.

Cunha says the U.S. has to do something new when it comes to immigration reform, and the Dignity Act of 2025 gives that life.

“The president continually gives off positive vibes: ‘I want the workers to stay here. They are important for the industries, agriculture, the restaurants, the hotels, the construction.’ So, those people need to be here. The bill absolutely deals with that. It makes them have dignity, respect and the fear of not being apprehended any part of the day, going to church or going to the hospital or whatever. They would have a legal card, and the bill’s doing that,” Cunha says.

For now, there’s a nervousness among workers in California — essential labor that supports California’s multi-billion-dollar farming community.

“The workers that are here are more than any H-2A worker that could ever come into the unit. We have 1.6 million. The Department of Labor couldn’t even handle that number if they wanted to bring in H-2A people. The system would blow up,” Cunha says.

California Farmers Are Hopeful

In June, President Donald Trump said he would issue an order soon to address the effects of his immigration crackdown on the country’s farm and hotel industries, which rely heavily on migrant labor.

Trump continues to send mixed signals on immigration policies — even with his hints of a fix for agriculture. According to preliminary Census Bureau data, analyzed by the Pew Research Center , the number of immigrant workers in the U.S. has declined by 1.2 million from January through the end of July. That figure includes people who are in the country illegally, as well as legal residents.

Peters says, considering the Trump administration continues to focus on agriculture, he is hanging onto hope. The hope is that Washington will finally find a long-term fix that helps farmers and protects the precious labor they can’t do without.

“They’re very talented workers,” Peters says. “They have skills, and they’re very hard to replace. You have to train the new person, and it’s how fast they pick up on the training. We’ve looked at robots that do pick fruit. The technology is coming, but it’s not there yet. It’s got a ways to go.”

Americans’ View on Immigration

Americans seem to be growing more positive toward immigration over the past year. According to a Gallup poll released in June, a record-high 79% of U.S. adults say immigration is a good thing for the country.

According to Gallup, these shifts reverse a four-year trend of rising concern about immigration that began in 2021. And with illegal border crossings down sharply this year, the Gallup poll found fewer Americans back hard-line border enforcement measures, while more favor offering pathways to citizenship for undocumented immigrants already in the U.S.

Don’t Let Employees Slip Away: 2 Ideas to Keep Your Team Happy

Wed, 06 Aug 2025 16:53:16 GMT

Employee retention is of top importance in pork operations. As the challenge to find qualified labor continues, employers want to make sure they keep the employees they invest time and energy into finding and training to take over important roles on the farm.

During the latest Q2 State of the Pork Industry Report , the experts discussed a couple ways they are investing in employees.

1. Reward overtime.
Randy Kuker, director of swine production for The Equity, works in a coop where the team consists of people representing many areas from agronomy and energy to accounting and pork production.

“We instituted a policy when we were having a hard time getting employees around COVID,” Kuker explains. “We’ve always had an overtime policy, but we actually added to it, and we added double time for Sundays. It’s been a useful tool for us.”

Not only has it helped The Equity attract more candidates, he believes it has also helped them retain employees.

For Kuker, working through the TN process with employees has allowed him to receive feedback from lawyers and recruiters who say the ability to pay overtime and actually offer overtime hours is attractive to many candidates.

“I wouldn’t say we’re at the highest level for initial starting offers,” he says. “But when we put down that we average 45 to 50 hours a week, and we pay overtime, that’s been very helpful for us to get good candidates.”

Of course, he says the flip side of it is they have to manage hours carefully so they aren’t paying too much overtime.

“We have certain budgets and certain thresholds we need to be under,” Kuker adds. “We still make sure we’re productive, but a happy worker that’s getting overtime has been really beneficial for us.”

2. Let people know you care.
When it’s blazing hot out and temperatures are wearing down pigs and people, there’s something to be said for giving employees a little boost. One of the ways that Adam Annegers, sow production manager at JBS, shows his team that he cares is by providing Gatorade packets, oranges or popsicles throughout the day.

“We make sure we take time during our morning meetings to talk through things like the weather that may impact their well-being, too,” Annegers says. “It can be as simple as, ‘Hey, it’s going to be hot today. You guys watch out for each other and take care of each other.’ Providing those constant reminders that they are very important to us as well as the animals.”

Everyone has a job to do, he says. But there’s always time to make sure employees know that they are valued and that their care is a priority.

“I really think that goes a long way with them,” he says.

Watch or listen to their entire discussion with Cara Haden, DVM, director of animal welfare at Pipestone; Brad Eckberg, account executive at MTech Systems, and Jennifer Shike, brand leader for Farm Journal’s PORK, that delves into the impact of hog prices on management decisions, porcine reproductive and respiratory syndrome (PRRS) woes and more in the Farm Journal’s PORK State of the Pork Industry Report.

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

Navigating Labor and Unemployment: How Does it Impact the Swine Industry?

Mon, 21 Jul 2025 16:48:22 GMT

Understanding the unemployment rate is crucial not only for gauging labor supply and demand — essential for the pork industry to efficiently raise and process hogs — but also for its indirect impact on major financial costs of production, such as interest expense. As an agricultural economist at a Farm Credit lending institution, I monitor macroeconomic indicators that influence the cost of capital and interest rates.

The Federal Reserve has a dual mandate to achieve maximum employment through stable unemployment rates and maintain price stability via low inflation. The Federal Open Market Committee (FOMC) typically meets eight times a year for “careful, objective and nonpolitical analysis” of unemployment and inflation data to determine three monetary policies:

1. Open Market Operations:
Adjusting the money supply and influencing interest rates through the buying or selling of government securities.

2. Federal Funds Target Rate:
Setting the target rate for overnight interbank lending, which indirectly affects market interest rates and consumer sentiment.

3. Reserve Requirements:
Determining minimum reserves banks must hold, which influences lending capacity.

Additionally, the Fed sets a specific discount rate, which charges banks for short-term loans. While the FOMC primarily focuses on the Fed Funds rate, changes to the discount rate can also be discussed during meetings. The Board of Governors can adjust the discount rate outside regular meetings.

In May, the U.S. non-farm unemployment rate remained steady at 4.2%, comfortably within the 4% to 4.5% range considered healthy by labor economists. Despite economic uncertainties in early-to-mid-2025, the rate has remained steady at 4.2% for three consecutive months.

In the near term, this stable rate is unlikely to prompt changes in the Fed Funds target rate, which indirectly affects interest rates. Funds rate changes would likely require prolonged higher unemployment (or lower inflation). However, the rise in continuing jobless claims indicates potential underlying challenges, as finding new employment could become difficult for those already unemployed.

While non-farm employees in agriculture are included in this rate, farm labor is separately tracked. A relationship exists between these labor data sets: Very low non-farm unemployment rates can make finding hog farm employees more challenging.

As an industry, we’ve certainly seen this dynamic particularly during the very low (3.9% and less) non-farm national unemployment rate period from December 2021 to April 2024. While the rate has remained above 4% since May 2024, the pork industry continues to face labor shortages.

Support Youth in Agriculture
Solving labor challenges requires more than adjustments to the Fed Funds rate or any other single policy decision. While not strictly economic nor an idea that will single-handedly impact farm labor supply, let’s conclude with an example of inspiring the next generation of pork industry laborers.

From scholarships to support for 4-H and FFA, Compeer offers programs to empower youth to succeed in the agricultural sector and inspire their future careers. If a student doesn’t experience the opportunities of the hog industry, they’ll never know it’s an option. From macroeconomics to micro-experiences, it’s all hands on deck to meet the labor needs of our industry.

Increased I-9 Audits Forcing Dairies to Fire Employees, Exposing Immigration Flaws; There is a Short-Term Fix

Wed, 16 Jul 2025 11:18:48 GMT

Nervousness and frustrations are spreading across the dairy industry. It’s not U.S. Immigration and Customers Enforcement (ICE) raids causing the uneasiness. There’s now an increase in I-9 audits targeting dairies.

At least nine dairies were targeted with I-9 audits over the weekend, according a source in the dairy industry. That follows a South Dakota dairy who was surprised by an audit earlier this month. With reported flaws in the E-Verify system, the audits are resulting in dairies being forced to fire employees who are found to have illegal documents and only given 10 days to do so.

“I’ve heard it from both Texas and South Dakota dairy producers that they are having I-9 audits,” says Rick Naerebout, CEO of the Idaho Dairymen’s Association. “Uncertain as to the timing if these audits were triggered before Trump came out and said he was going to pause enforcement on farms. Really, we haven’t seen the same level of enforcement on farms since he came out a few weeks ago and made those public statements. You’ve had some other public statements that have somewhat conflicted that, but it does feel like there’s a different posture from this administration right now.”

There have been reports of ICE raids in other areas, but the increase in I-9 audits is isolated to mainly two states: South Dakota and Texas so far.

“Honestly, what’s a little bit curious about that is those are both red states, and there seems to have been a focus more on blue states and red states. And you, one of those states seems to be the [Secretary Noem’s] home state,” he adds. “So, there’s some curiousness to it all. I’m really not sure what’s triggering these I-9 audits. Typically, our experience in Idaho when we’ve had a dairy producer go through an I-9, it’s usually triggered by a former employee complaining after they’ve been let go. That’s been kind of the trigger is somebody complaining and then DHS coming in and and conducting an I-9 audit after there’s been an accusation of employment of unauthorized individuals, but really not sure, you know, what triggered these in those two states.”

What the Dairy Industry is Pushing to Change

Even though it seems to be isolated to South Dakota and Texas, it’s creating a nervousness on dairies across the country. And that’s because of the increased issues it’s causing with labor.

The dairy industry seems to be on an island when it comes to finding a legal workforce. Dairies aren’t seasonal, therefore they can’t utilize H-2A , and that’s something the dairy industry is pushing to change.

John Boelts, an Arizona farmer who’s also president of Arizona Farm Bureau, says the farther you get from the border, the more challenging it is to find enough labor within agriculture.

“We need programs that really address what we need in agriculture as far as on a labor basis,” Boelts says. “Many will point to H-2A and say, ‘Well, you have an uncapped H-2A guest worker program,’ and that’s a valid point. However, I’d like to point out that H-2A was designed very keenly not to work very well, to be cumbersome, challenging, expensive, all of the things that don’t fit very well into an agricultural model. That said, it’s the lifeline that American agriculture has today.”

H-2A is a program widely used in agriculture, but one that has drawn criticism for not only the rising cost, but also how complex it is. Those in agriculture argue the system, as it exists today, doesn’t do enough to cover the vastness of American agriculture. That includes dairy farms, dairy processors and produce processors.

And while H-2A is far from perfect, the dairy industry can’t use H-2A today, the one guest worker program that does exist, according to Donald Grady, the senior director of legislative affairs at the international dairy foods association.

“The H-2A program, while it works for large swaths of agriculture doesn’t work for dairy. And because of the fact that dairy is a 365-day-a-year operation, it doesn’t matter — Christmas, New Year’s, your birthday — cows must get milked. And that milk needs to get processed for Americans to safely consume it,” Grady says. “So we are looking to be able to expand the H-2A program so that dairy operations on-farm and in the plant can have another tool in their toolbox to meet their labor needs.”

Changes Are Needed to H-2A to Include Dairies

Grady says for dairy to be able to use the H-2A program in the U.S., the seasonality requirements in the program would need to change to year round. That’s one fix.

“But for processors, we need another specific change, and that is a change to the definition of agriculture, labor and services,” Grady says. “Right now, it does not include processing that does not happen on the farm. So, if you’re on a farm like a packing house for a fruit and vegetable operation, you can still use H-2A workers in that packing plant. But if that packing plan were just across the street and not on the farm, you couldn’t use those workers there. Dairy, obviously, the processing is largely located away from the farm. And so for us to be able to access H-2A, we need to change the definition of ag labor and services so that processing can be included.”

It’s a short-term fix, for what the dairy industry calls a long-term problem. Labor issues have plagued the dairy industry for decades, and it’s a situation that’s only getting worse.

“We need to figure out how we can simply improve our labor pool so that we can meet the needs that we have,” Grady says. “I think as we hear from our IDFA members across the board, we are down about 10% on our labor needs. That accounts to thousands and thousands and thousands of workers. When you look at the fact that we are over 3 million in the dairy manufacturing, retail and marketing side. So when you’re looking at just in the plant, that’s thousands of workers that we need. And this is a tool that would be able to help us in the immediacy.”

There is Momentum for Change

Even though there’s an increase in I-9 audits on dairies, leaders within the dairy industry say for the first time in nearly two decades, there does seem to be momentum for changes to the H-2A program and address the pain points with the current immigration system.

“You do hear some really good things coming from the administration right now about trying to solve the farm labor crisis, and it’s never had this amount of focus from any president, serious amount of focus, and it feels like there’s a serious amount of focus and an earnest desire to try and do something to solve our problem for us, which is a blessing,” Naerebout says. “We’ve been rebuffed by both Republican and Democrat presidencies in the past. We’ve been rebuffed by Republican and Democratic controlled Congresses, and to have a president take this issue on and begin to try and address it, and he and some of his secretaries have taken some pretty strong heat for for trying to solve this problem from his base, but he seems to be really, you know, earnest in trying to find a solution for us.”

E-Verify System is Also Exposing Flaws

One dairy operation was forced to fire nearly 40 employees, as they still scramble to find employees to back fill those jobs. That’s creating a new concern: Are the labor shortages a matter of animal welfare?

“I don’t think we’re quite there,” Naerebout says. “That’s always a concern, especially if you have a number of these audits that happen in a given area, and if you see a response like we saw in New Mexico a month or two ago where the response to that I-9 audit seemed to be DHS showing up and, you know, hauling workers away. That’s new.”

It’s not like these dairies are knowingly hiring individuals with false records. All dairy farms are required to use the E-Verify system, but the recent focus on finding illegal immigrants has exposed another issue: The E-Verify system is also flawed.

It’s a system that’s been used for more than two decades. For employers to make sure they are hiring legal immigrants, they use E-Verify, which is a government program that verifies those employees are authorized to work in the U.S.

In other words, these dairy operations are hiring employees who have been vetted through the E-Verify system. Yet, once an I-9 audit happens, it’s exposing that some of those employees submitted either illegal paperwork, or forms that weren’t theirs. And there’s no way for a dairy to know. That’s what the E-Verify system is meant to do.

It’s a long-standing frustration for dairies who’ve always been exposed to I-9 audits. It’s just until recently, the I-9 audits haven’t been as frequent.

“I definitely feel it’s flawed,” Naerebout says. “We also feel very strongly that it should not be on the employer to determine legal status of people in the country. That should be the job of the federal government. They shouldn’t be putting that on any employer, whether it’s agriculture or any other sector of the economy. That’s an unfair burden to put on the employer.”

What Needs to Happen Long-Term to Fix the Immigration System for Agriculture?

What needs to happen in the long-term? That solution lies with Congress. In order for the U.S. to address immigration laws that were written in 1986, it will take an act of Congress.

“We need to figure out how we can create a system that benefits our farmers by giving them access to workers and benefits the workers so that they can be able to cross the border legally and safely without having to feel like they’re going to get trapped in their home country and not be able to come back and work or feel as though they have to use different means to try and get into this country,” Grady says.

“We need a system that would benefit workers just as much as employers, but it’s the employers who need the workers for sure,” Boelts says.

The reality for growers like Boelts is no matter how high of wages producers pay, they are having more trouble finding the labor needed to fuel the U.S. with fresh produce and food.

“The challenge is for the American consumers, they need to look at it from a fairness standpoint,” Boelts says. “A worker working in Mexico harvesting broccoli or lettuce that then is shipped into the United States, might make $20 a day. Where we’re often offering around $20 plus an hour to work here in the United States. So it just doesn’t make sense. There’s really no reason why we shouldn’t be producing for the U.S. market right here in the U.S.”

Agriculture argues Congress needs to step in. Boelts says he is appreciative for an administration that is listening to farmers. So, what would Boelts tell the Trump administration when it comes to immigration? It’s this:

“I would ask the president and Secretary Rollins to take on a position of leadership, speak to both Republicans and Democrats in the House and Senate, and say, ‘Look, you’ve been hearing about this for years from farmers and ranchers all over the country. We all know what needs to happen. We need to reform agricultural workers, the public policy governing folks coming into the country, both temporarily and permanently. We need options for agricultural producers.’”

Boelts says the solution can’t just be the argument that there is a temporary guest worker program that exists today, because that system is been broken.

“We have cows that need to be milked, livestock that needs to be tended day in and day out, sometimes year round, sometimes temporarily. We needed a program that’s designed to work for American agriculture, period,” Boelts says.

Naerebout agrees that even with the headlines focused on ICE raids, and now increased audits, President Donald Trump is listening to farmers and fixing what many argue is a broken immigration system, and we might finally see some solutions.

“We’ve not had this kind of traction with an administration ever on this issue,” he says. “Maybe Reagan, but I was 7 years old when Ronald Reagan worked on this issue back in 1986, so I can’t really speak to what the mood was then, but we’re cautiously optimistic here in Idaho. We’re watching what the president’s saying, we’re continuing to stay in close contact with our Senate and congressional offices to continue to make sure that when they get the opportunities to put a bug in the president’s ear, and anybody in the administration’s ear about our needs, that that’s happening.”

Naerebout says after 20 plus years, he thinks agriculture finally has a legitimate chance on solving a problem that’s been plaguing the industry. And that solution needs to not only come from the White House, but the long-term fix needs to be addressed by Congress.

Rural America is Facing a Mounting Labor Crisis

Fri, 11 Jul 2025 21:02:49 GMT

The American labor market is reaching a critical turning point that could tighten labor availability in rural industries and slow growth across the U.S. economy. A new quarterly report from CoBank’s Knowledge Exchange warns that demographic shifts and recent policy changes may start impacting businesses as soon as late 2025.

From livestock and crop operations to food processors and rural cooperatives, this labor shortage is becoming especially noticeable in the heart of America’s farmland. Many producers are already struggling to fill roles, and the challenge is expected to intensify in the coming months.

“Barring an unforeseen change in labor force participation rates or immigration policies, the pool of available workers is set to shrink sharply in the next few years,” says Rob Fox, director of CoBank’s Knowledge Exchange. “The problem will be even more serious in states with slower population growth in the Upper Midwest, Corn Belt and Central Plains.”

Demographic Pressures Mount

Fox says the warning signs have been building for years. Labor force participation has steadily declined, birth rates have dropped and immigration policy has become more restrictive.

Between 2022 and 2024, nearly 9 million immigrants arrived in the U.S., driven by global humanitarian crises and relaxed federal rules. While that influx temporarily eased labor constraints, Fox says it only masked deeper, long-term trends.

U.S. fertility rates have fallen from 2.12 children per woman in 2007 to 1.62 in 2023, meaning fewer young people are entering the workforce just as the last of the baby boomers retire. In addition, labor force participation has slipped from a peak of 67% in 2000 to 62% today. Nearly 2.5 million working-age Americans have left the labor force in the past eight months alone.

“There is no single reason people are stepping away,” Fox explains. “It’s a combination of rising caregiving responsibilities, job skill mismatches, mental health challenges and higher disability rates. These are complex issues that won’t be resolved overnight.”

Shrinking Workforce Hits Agriculture Hard

The effects are already being felt across rural America. Farms, food processors, equipment dealers and cooperatives are struggling to find and keep the workers they need to maintain daily operations. Seasonal labor has become harder to find and full-time positions, especially those requiring specialized skills or long hours, are increasingly difficult to fill.

In regions with slower population growth, such as the upper Midwest and central Plains, the challenge is even more acute. These areas often lack the population inflows that help offset workforce losses elsewhere in the country.

While labor has been tight for several years, Fox warns that conditions are poised to deteriorate further.

“What we are facing is not just a cyclical labor issue; it’s a structural one,” he says.

Border encounters have dropped sharply since August 2024, signaling a steep decline in immigration. Combined with rising political pressure to increase deportations, the agricultural labor pool could shrink even more in the months ahead.

“Immigration has long been a key pillar supporting the rural workforce,” Fox notes. “Without a steady flow of new workers, farms and agribusinesses will have to get creative, either by increasing wages, automating tasks or changing how they manage production.”

Technology Offers a Path Forward

In response, more agricultural businesses are turning to technology to help offset the labor gap.

“The key to addressing labor scarcity always lies in innovation,” Fox says. “AI and robotics are no longer limited to the factory floor. They are increasingly being used in fields, dairies and food plants.”

A recent Gallup poll found that nearly one in five workers already uses artificial intelligence in some form each week. At the same time, the cost of robotics has dropped by nearly half in the past decade, making automation more accessible for a broader range of farms and agribusinesses.

CoBank’s report notes that many farm supply customers are using new tools to increase efficiency, improve decision-making and free up time for employees to focus on higher-value responsibilities.

Planning for What Comes Next

As producers look toward 2026, a combination of labor constraints, volatile input costs and shifting policy landscapes will continue to shape decision-making. Fox thinks adaptability will be essential.

“Technology will be critical to agriculture’s future,” he says. “AI and robotics can help farmers do more with fewer workers, boosting efficiency and margins. But investment decisions must be made carefully, especially in this uncertain economic environment.”

Until clearer policies emerge on trade, labor and energy, rural America will need to prepare for continued pressure.

“This is a pivotal moment,” Fox concludes. “Farms that plan ahead, embrace innovation and stay flexible will be best positioned to succeed.”

Why Keystone Cooperative is Investing in the Stock Show Industry

Fri, 11 Jul 2025 15:31:27 GMT

When it comes to hiring employees, Keystone Cooperative, Inc., looks for three core competencies: customer focus, drive for results and teamwork. The company says it is finding its next generation of employees within organizations like the National Junior Swine Association (NJSA).

“We talk a lot at Keystone about these core competencies, and you definitely must have all three if you’re going to be successful in the show ring,” says Nathan Hedden, vice president of swine and animal nutrition at Keystone. “You have to work hard at home and that will end up bringing the other three competencies along.”

Keystone is a farmer-owned cooperative with roots that go back to 1927, Hedden explains. Based in Indianapolis, Ind., the company operates in Indiana, Ohio, Illinois and Michigan.

“We have 2,000 employees at Keystone across four different divisions: agronomy, energy, grain, swine and animal nutrition,” Hedden says. “It really made sense for us to partner with NJSA. When we think about talent, we want to be the employer of choice in the Midwest, not just in agriculture, but across all different industries. We see this as the next talent pool to continue to grow Keystone.”

(Legacy Livestock Imaging)

During the National Junior Summer Spectacular in Louisville, Ky., Keystone representatives were on site watching the show and meeting young people from all over the country.

More than 600 exhibitors from 28 states brought 1,324 pigs to the event, says Clay Zwilling, CEO of the National Swine Registry.

“One of the things that was the most exciting for me was asking how many of new families were in the crowd at our opening ceremonies,” Zwilling says. “Probably a third of the crowd raised their hands. It really heeds to the passion people have for this industry and the excitement of the long-term engagement and sustainability of our side of the business for young families that are coming in and getting engaged.”

(Jennifer Shike)

Molding Leaders
NJSA is focused on developing the next generation of leaders for the pork industry, Zwilling says.

“It’s been really exciting to watch this grow and blossom and be able to connect really talented young people back into the pork industry,” Zwilling says. “The number of new employees and tenured employees at Keystone that have come through the junior livestock project, and specifically NJSA, is incredible.”

The core competencies that Hedden looks for align with NJSA’s focus, he adds.

“It’s incredible to watch little kids that we’ve got to encourage to break out of their shell go on to have success in the show ring and ultimately come back to the industry as talented leaders,” Zwilling says. “I think this alignment makes a ton of sense. I’m very excited about the future and appreciate the support of people willing to help invest in these kids.”

It’s A Big Industry
The stockmanship skills youth learn raising and showing pigs is another reason Keystone was drawn to support this youth swine program.

“We have 282 sites across the Midwest where we raise pigs today, working with an independent farmer who is actually taking care of those pigs,” Hedden explains. “Well, as those farms have grown, we’ve seen a lot of those operations that haven’t had pigs or maybe haven’t had pigs for a while and haven’t kept up with the technology that’s available today, want to raise pigs again. If you can find employees with stockmanship skills that can stand in the gap and help them learn and develop that, that creates a huge competitive advantage for us.”

The pork industry is full of opportunities, Hedden adds. He’s committed to helping youth see that there is more waiting for them after they finish showing pigs.

“It doesn’t end at the end of your show career,” he says. “Find people that you can talk to, maybe even ride along with, to better understand what they do. That may help you find your passion for what you want to do next.”

Don’t Let Them Go: We Need to Try Harder to Keep Them in the Swine Industry

Tue, 08 Jul 2025 17:14:34 GMT

It makes sense why we struggle to find people to come back to the farm and put in long, hard days working with livestock. It’s not easy. People don’t understand what it’s all about. With more and more generations removed from the family farm, the pool of potential employees continues to shrink.

There is no question that visa programs are making a big difference. But I believe the swine industry is missing opportunities by not investing more into the next generation of kids who simply love pigs.

The pork industry needs to recruit kids when they are young to help them realize there are lots of opportunities for kids who like working with pigs.

(Jennifer Shike)

I’ve spent the last month on the road watching hardworking, driven, talented young people chase big dreams – and contrary to what some may think, they aren’t just dreams about banners. They are dreaming about so much more because of the opportunities the National Junior Swine Association (NJSA) and Team Purebred are providing to gain knowledge, develop leadership skills and explore career opportunities.

They Know How to Work
For Nathan Hedden, vice president of swine and animal nutrition at Keystone Cooperative, Inc., there’s no better place to find his future work force.

Youth participate in the first Foundations of Flavor Cooking Contest at the National Junior Summer Spectacular.

(Kyle Knauth)

“We don’t just see young people in the NJSA—we see our future. These youth bring grit, passion and a work ethic that mirrors our values,” says Nathan Hedden, vice president of swine and animal nutrition at Keystone Cooperative. “These kids know how to work. That’s why we’re fully invested—not only in their success, but in building a pipeline of leaders who will shape the future of agriculture, protein production and beyond.”

It’s easy to discredit things you don’t understand. I am excited to see more commercial swine producers and industry partners engage with these kids who have a passion for the swine industry.

One of the greatest gifts you can give someone is your time and attention. Merck Animal Health’s Dr. Abby Redalin and Eric Fugate offers insight to a junior exhibitor at The Exposition.

(Legacy Livestock Imaging)

Give Them a Chance
It’s not hard to find stories of incredible leaders who found their path to the pork industry because of youth programs. Paul Ayers shares how a hands-on activity during a Pork Quality Assurance training session years ago sparked his curiosity and inspired a career as the animal care programs manager for The Maschhoffs today in a recent column .

(Country View Family Farms)

For Courtney Case, our newest Barn Hero, managing a 5,000-sow farm for Country View Family Farms wasn’t on her radar as a city kid. But through 4-H, she was exposed to showing pigs where she uncovered a passion for working with animals. This led her to pursue a degree in animal science at Delaware Valley University and an internship that changed her life. Read her story here.

We need more Courtneys and Pauls. Their stories show what can happen when we pass on our passion to others.

Say Yes
My son’s favorite part of competing in the speaking and skill-a-thon contests offered at these shows is interacting with swine breeders and industry leaders. From the outside, it might look like a group of people evaluating his knowledge, but it is more than that. It is a group of people encouraging and pointing to the pork industry with every question they presented him to figure out.

Their time made a difference.

Kyle Crowder, an Indiana pork producer and member of the Indiana Pork board of directors, facilitates a station in the skillathon contest at The Exposition.

(OG Media)

We can’t fix this problem by talking about it. We’ve got to do something. If you aren’t sure where to start, check with your local 4-H program. Volunteer to judge projects or be an official at a local judging contest. Ask the National Junior Swine Association and Team Purebred organizations if they need financial support or help with the contests.

The worst thing we can do is let them go without trying to keep them.

Agriculture in the Bull's-Eye: Raids Reportedly Resume on Farms, Meatpacking Plants

Fri, 20 Jun 2025 20:50:51 GMT

After President Donald Trump reportedly ordered Immigration and Customs Enforcement (ICE ) to pause raids on farms and meatpacking plants last week, new reports say the administration is reversing course again. The on-again, off-again reports regarding ICE raids is sowing confusion for those who rely on immigrant labor and already causing labor shortages due to employees not showing up for work.

There was an update again late Friday, with President Trump saying he’s looking at new immigration policy steps that would allow farms to take responsibility for people they hire.

The Washington Post first reported Monday that ICE officials told leaders representing field offices across the country they must continue to conduct raids at worksite locations, which is a reversal from guidance issued just days earlier.

Officials with the Department of Homeland Security (DHS) wouldn’t confirm the Washington Post’s report, but an agricultural association told Farm Journal the article is accurate based on their discussions with the administration.

Instead, DHS told us this:

“The president has been incredibly clear. There will be no safe spaces for industries who harbor violent criminals or purposely try to undermine ICE’s efforts,” says DHS assistant secretary Tricia McLaughlin. “Worksite enforcement remains a cornerstone of our efforts to safe guard public safety, national security and economic stability. These operations target illegal employment networks that undermine American workers, destabilize labor markets and expose critical infrastructure to exploitation.”

By Friday, there was another update. Reuters reported President Trump said he was looking at immigration policy steps that would allow farms to take responsibility for people they hire.

“We’re looking at doing something where, in the case of good, reputable farmers, they can take responsibility for the people that they hire and let them have responsibility, because we can’t put the farms out of business,” Trump told reporters. “And at the same time we don’t want to hurt people that aren’t criminals.”

According to Farm Journal’s Michelle Rook, the recent ICE raids are already creating absenteeism and labor shortages that could severally disrupt the U.S. food supply. Ag groups are again calling for immigration reform with hopes the issue will finally come to a head.

Ripple Effect of Immigration Crackdown

Joe Del Bosque, owner of Del Bosque Farms in Firebaugh, Calif., is experiencing the rollercoaster with labor, saying the shifting policy strikes fear in farmers and workers.

“There’s so much uncertainty as to what the administration’s going to do,” Del Bosque told Rook on AgriTalk this week.

Del Bosque says the raids on California produce farms are disrupting the harvest of perishable produce.

“They haven’t been really huge sweeps. They’re usually picking up a few people. But it creates a lot of fear, and people don’t show up to work. That’s just as bad as if they were taken away,” he says.

According to an exclusive report by Farm Journal’s The Packer , the ripple effect of Trump’s immigration crackdown on agriculture could be far-reaching — if the administration revives its focus on ag.

Kevin Kelly is the CEO of Emerald Packaging — the largest flexible packaging supplier to the leafy greens industry. Based in Union City, Calif., the company has been in the packaging business for 62 years. Kelly says the immigrant workforce in California is feeling uncertain and afraid.

“We’ve certainly heard folks aren’t turning up to work in the fields, and we’ve seen it in our facility. We verify everybody, so we know everybody in our facility is documented and can legally work in the United States,” Kelly tells Jennifer Strailey, editor of The Packer. “In our case, it’s brothers and sisters being deported, and other family members being afraid. Our employees are staying home to help their family members move, to take care of them or to take them to see an attorney — that kind of thing.”

Dairy operations in several states have also been raided recently. Dairy producers say they rely on immigrant labor to provide a stable year-round work force and to keep the U.S. food supply stable.

“We need these people to take care of our animals so we can produce food. Without animal care, we won’t have milk, cheese, butter — nothing,” Greg Moes, MoDak Dairy in Goodwin, S.D., told Rook.

The recent ICE arrests at Glenn Valley Foods of Omaha, Neb. have also led to absenteeism at meat processing plants.

“At the beginning of the Trump administration, we had this same worry with the crackdown — whether this was going to impact absenteeism and things like that,” says Brad Kooima, Kooima Kooima Varilek in Sioux Center, Iowa. “So, hopefully we can put that in our rearview mirror.”

By the Numbers: A Heavy Reliance on Immigrant Labor
The news this week of the Trump administration putting a pause on raids of farms and meat processors is welcome news for those in agriculture. From dairies and produce farms, to meatpacking plants across the U.S., these sectors rely heavily on immigrant labor.

Immigrant labor makes up a substantial portion of the meat processing workforce, with estimates ranging from 37% to over 50%. However, states like South Dakota and Nebraska have even higher concentrations of immigrant workers in meat processing — reaching 58% and 66%, according to the nonprofit Migration Policy Institute.

And a large portion of U.S. dairy farms rely on immigrant labor, with estimates indicating that over half of all dairy workers are immigrants. Specifically, these workers account for 51% of the total dairy workforce and are responsible for producing 79% of the U.S. milk supply.

Farmworker Justice estimates 70% of the produce industry’s farmworkers are immigrants. USDA’s estimates are lower — closer to 60%.

A Sigh of Relief? Trump Orders Pause on ICE Raids of Farms, Meatpacking Plants

Mon, 16 Jun 2025 15:58:52 GMT

President Donald Trump is reportedly ordering Immigration and Customs Enforcement (ICE ) to pause raids on farms and meatpacking plants, softening the potential blow to industries that rely heavily on immigrant labor. The news comes after a week of ICE seemingly targeting dairy farms, California produce farms and a meat packing plant in Nebraska.

New York Times first reported on Thursday Trump said he would issue an order soon to address the effects of his immigration crackdown on the country’s farm and hotel industries, which rely heavily on immigrant labor. According to reports, the new directive still allows for investigations into serious crimes such as human trafficking.

“We will follow the president’s direction and continue to work to get the worst of the worst criminal illegal aliens off of America’s streets,” Department of Homeland Security Assistant Secretary Tricia McLaughlin told “U.S. Farm Report” in a statement.

The Department of Homeland Security and top White House officials continue to say that ICE is targeting “criminals” and “criminal illegal aliens.” However, as more dairy farms and a meat production plant were targeted, that called into question if it’s just criminals ICE was targeting.

Recent Raids on Farms and Meatpacking Plants

The raid on Glenn Valley Foods, a meat production plant in Omaha, Neb., drew national attention. That raid is what the Department of Homeland Security called the “largest worksite enforcement operation” in the state during the Trump presidency.

Glenn Valley Foods was founded in 2009 by Gary Rohwer, and according to their website they sell steak, chicken and corned beef products to restaurants and grocery stores. Rohwer said he was surprised by the raid and had followed the rules regarding immigration status. The plant used E-Verify, a federal database used for checking employees’ immigration status. But the warrant by ICE officials that said they had identified 107-people who they believed were using fraudulent documents.

Congressman Don Bacon, R-Neb., told local media 75 to 80 people were detained, but four people were also arrested for assaulting ICE agents during the operation. Officials say an investigation is ongoing and additional arrests could be forthcoming, authorities said.

“While carrying out an enforcement operation in Omaha, Nebraska an illegal alien from Honduras threatened federal officers and agents with a box cutter. These are the type of threats and assaults our brave law enforcement face every day as they put their lives on the line to protect and defend the lives of American citizens,” McLauglin also said in a statement to Farm Journal. “Our ICE enforcement officers and agents are facing a 413% increase in assaults against them. Thankfully, no ICE law enforcement was hurt in this operation. The operation was successful and resulted in the arrest of 76 illegal aliens. This was the largest worksite enforcement operation in Nebraska under the Trump administration.”

It’s not just meatpacking plants that saw increased ICE presence last week. Immigration officials also continue to visit dairy farms across the country. There were reports of raids from South Dakota to New Mexico.

@HSIElPaso executed a search warrant at Outlook Dairy Farms in NM & arrested 11 illegal aliens for violations of fraud & misuse of visas, permits & other documents. 1 was previously removed from the US, 9 banned from the US. LeaCountySO HSILasCruces HSI Roswell #EROElPaso #WSE pic.twitter.com/PzLKBJIdQE
— HSI El Paso (@HSIElPaso) June 4, 2025

ICE shared a photo on X saying it executed a search warrant at “Outlook Dairy Farms” in Lovington, N.M. Officials say they arrested 11 people for violations of fraud and misuse of visas, permits and other documents, including nine who investigators say were already banned from the U.S.

The owner of the dairy farm told the Albuquerque Journal that the people arrested supplied him with false paperwork and that following an audit before the raid he’d been required to fire 24 other workers on the farm.

Worries were starting to mount as ICE raids ramped up on dairy farms, according to DairyHerd.com .

By the Numbers: A Heavy Reliance on Immigrant Labor

The news this week of the Trump administration putting a pause on raids of farms and meat processors is welcome news for those in agriculture. From dairies and produce farms, to meatpacking plants across the U.S., those are sectors that rely heavily on immigrant labor.

Immigrant labor makes up a substantial portion of the meat processing workforce, with estimates ranging from 37% to over 50%; however, states like South Dakota and Nebraska have even higher concentrations of immigrant workers in meat processing, reaching 58% and 66%, according to the nonprofit Migration Policy Institute

And a large portion of U.S. dairy farms rely on immigrant labor, with estimates indicating that over half of all dairy workers are immigrants. Specifically, these workers account for 51% of the total dairy workforce and are responsible for producing 79% of the U.S. milk supply.

Farmworker Justice estimates 70% of the produce industry’s farmworkers are immigrants. USDA’s estimates are lower, estimating that number is closer to 60%.

Ripple Effect of Immigration Crackdown

No matter the exact number, it’s clear agriculture- and the produce industry- relies on an immigrant workforce. According to an exclusive report by Farm Journal’s The Packer , the ripple effect of Trump’s immigration crackdown on agriculture could be far-reaching, if the administration revives its focus on ag.

Kevin Kelly is CEO of Emerald Packaging, which is the largest flexible packaging supplier to the leafy greens industry and based in Union City, Calif. The company has been in the packaging business for 62 years, and says the immigrant workforce in California is feeling uncertain and afraid.

“We’ve certainly heard that folks aren’t turning up to work in the fields, and we’ve seen it in our facility. And we verify everybody, so we know everybody in our facility is documented and can legally work in the United States,” Kelly tells Jennifer Strailey, editor of The Packer. “In our case, it’s brothers and sisters being deported, and other family members being afraid, and our employees staying home to help their family members move, to take care of them or to take them to see an attorney, that kind of thing.”

In an early morning raid, ICE agents are seen chasing farmworkers through an Oxnard field. The raids coming as the federal gov't ramps up immigration enforcement in SoCal. Continuing coverage of the ICE raids, protests and unrest - Tonight at 11 from ABC7. https://t.co/bSJpCk8byb pic.twitter.com/oQQismAu2j
— ABC7 Eyewitness News (@ABC7) June 11, 2025

He says there’s an irony taking place, as some of their employees voted for the current administration with the assumption only criminals would be targeted in an immigration crackdown. But he says “that’s clearly not what’s happening.” He says harvesting lettuce is back-breaking work, and it’s work that they can only find immigrant labor to do.

“We should be handing them gold stars, not throwing them out of the country,” Kelly says.

Kelly adds that half of the nation’s farm labor is undocumented. That includes electricians, plumbers and welders that the U.S. all relies on.

“And now it’s suddenly occurring to us that we rely on them?” he says.

The National Council of Agricultural Employers (NCAE), a national association focusing on agricultural labor issues from the employer’s viewpoint, recently sent a letter to the Trump administratio n.

“The Council and our members are encouraged by President Trump’s recent comments recognizing the critical importance of the agricultural workforce. His comments are spot on. After years of being subjected to pejorative policies that ignored the realities of rural America and often demonized those living and working in those communities, the President’s comments are a welcome change of pace: we must protect our Farmers,” NCAE stated in the letter.

NCAE also said “he success or failure of America’s hardworking farmers and ranchers largely depends upon their ability to find ready, willing, able, and qualified labor to help them complete the countless tasks it takes to grow food to feed the nation and the world.”

Why Can’t Congress Pass Comprehensive Immigration Reform

It’s evident immigration reform is a major issue for agriculture. No matter who you talk to in agriculture, if they use any part of the immigration system, they will tell you it’s broken.

With an inadequate immigration system in the U.S., why can’t it be fixed? According to agricultural economists surveyed in Farm Journal’s Ag Economists’ Monthly Monitor , it’s too political.

One economist said, “Immigration reform is a huge issue for the U.S. economy and must be addressed. However, it is so politically sensitive that very few Senators or Congressmen are willing to push the issue.”

“Congress has a vested interest in keeping this issue unresolved in the current partisan environment,” said another economist.

“Getting anything started and passed in an election year will be tough, let alone something as confrontational as immigration,” was another economists’ response.

Greater border enforcement and mass deportations were two major pledges made by Trump as he campaigned to reclaim the White House. But as Congress continues to debate Trump’s “Big Beautiful Bill,” immigration reform doesn’t seem to be on Congress’ near-term agenda.

Your Next Reads:

Bracing for Significant Disruption: Q&A with Emerald Packaging CEO Kevin Kelly in Wake of ICE Raids

Worries Mount as ICE Raids Ramp Up On Dairy Farms

The Kids Aren’t Coming Back to the Farm – Now What?

Wed, 11 Jun 2025 19:38:02 GMT

“Grandpa and Grandma passed the farm down to my parents, then my parents passed it down to me. We’re hopeful the next generation will take over in the next few years.”

Sound familiar? It’s the story shared on countless family farms across the country — an unspoken hope that the torch will pass naturally. No formal plan, just a quiet assumption: Our kids will come back.

But here’s the tough question no one wants to ask:

What if they don’t?

What if they have other dreams?
What if they’re not cut out for the job?
What if you’ve spent your life building something worth continuing, and no one is waiting to carry it forward?

Who runs the farm then?

It’s a question more farmers are grappling with as rural demographics shift, career choices broaden and fewer children return home after college. While it might not be the path you envisioned for your operation, the absence of a next-generation successor doesn’t mean the end of your farm. But it does mean it’s time to think differently.

Whether it’s transitioning to a trusted employee, partnering with a young beginning farmer, exploring lease-to-own arrangements or even selling to a like-minded producer, there are more options than you might realize. The key is being proactive, not reactive.
Long story short, waiting and hoping isn’t a succession plan.

Know Your Options
When a family successor isn’t in the cards, it doesn’t mean the legacy of your farm has to end. Whether your kids aren’t interested, aren’t able, or just aren’t the right fit, there are still ways to ensure the operation you’ve built continues to thrive.

1. Long-Time Employees
Sometimes your successor is already part of your team. A trusted employee who understands your operation, shares your values and has a strong work ethic might be the ideal candidate.

“It involves identifying the right person, mentoring them over time and gradually transferring responsibility,” says Jessica Groskopf, agricultural economist and extension educator at the University of Nebraska. “When done well, it’s incredibly rewarding for both parties. But it does take time, trust and careful legal planning.”

Don’t wait until retirement to start the conversation. Begin involving them in decision-making, management and financial discussions early. Let them see what it takes to run the business. Not just the day-to-day labor, but the big-picture strategy.

Formalizing their involvement with clear expectations, written agreements and timelines can also protect both parties. Work to create a succession roadmap that includes phased ownership, buy-in options or profit-sharing models to help them build equity over time.

2. Beginning Farmers
There are many young, aspiring farmers ready to work hard, but they lack land or capital. Connecting with young producers through farm incubator programs, state-level beginning farmer initiatives or land-linking platforms can lead to meaningful partnerships.

“These agreements between non-relatives are actually very common,” says Julia Valliant, a research scientist at Indiana University. “According to USDA data, land is most often accessed through a non-relative, either through rental or purchase.”

Programs across the country are designed to help match landowners with beginning farmers and even offer incentives for transitions to socially disadvantaged or beginning producers. Some states also provide tax benefits to landowners who sell or lease to a qualified beginning farmer, helping reduce the financial risk of transition while encouraging generational renewal.

3. Business Partners or Co-Ownership Models
If your kids aren’t coming back, co-ownership might be another way to ensure the farm’s legacy lives on while bringing new energy and ideas into the operation.

“That might mean forming a formal business entity, like an LLC or corporation, where ownership is shared,” says Kelly Wilfert, farm management outreach specialist at the University of Wisconsin-Madison.

However, these arrangements are not one-size-fits-all.

“Multiple owners may divide ownership of individual assets such as land, equipment or livestock, or simply share ownership of the entity that holds those assets,” Wilfert says. “This flexibility allows outgoing owners to structure transitions in stages, working alongside future owners to gradually shift responsibility.”

It’s Still Your Legacy
A non-family transition doesn’t mean your farm’s story ends; it simply turns a new page. What matters most is that it continues in a way that honors your work, your values and the community it supports.

“Have open and honest conversations with your family about this,” Groskopf says. “Understand each other’s values and goals. That emotional clarity paves the way for good business decisions.”

And don’t go it alone. Extension educators, ag consultants and estate planning attorneys can help you sort through the legal, tax and emotional complexities of transitioning your farm. But you have to take the first step.

In the end, waiting isn’t a plan. And doing nothing is still a decision.

Your Next Read: Growing Pains and Big Gains: A Wisconsin Dairy’s Fast-Paced Journey From 70 Cows to 700

Visas and More: Welcoming Guest Workers on Your Farm

Wed, 11 Jun 2025 13:55:55 GMT

Whether you’re the owner of a mid-size hog farm or larger swine operation looking to hire non-immigrant visa workers for the first time, the process is more complex but less difficult than you may envision it to be.

If you follow the visa processes set out by the U.S. State Department, while there are a number of requirements to meet, doing so properly means the other steps you need to do to hire good employees isn’t really different or more difficult than the process of hiring U.S. citizens. My experience is based on over 20 years of doing this with the last six years for Carthage System Professional Swine Management (PSM) farms and on behalf of some client producers who don’t employ their own human-resource staff.

Narrowing Down the Candidates
To keep track of how many temporary visa workers we need at any given time and how to allocate them, I monitor each farm’s staffing and pull the right candidate from one of my staffing streams. PSM manages 40 sites, and it limits the number of new employees at a time so the manager and farm leadership have time to integrate them.

Whether it’s someone who lives a few miles down the road or in another country, candidates go through a pre-screening, then if we are interested the person will have a full interview with someone in Carthage HR. If it’s a farm job, a manager from PSM production will also sit in to help assess their qualifications and answer questions about the daily work. Integration starts at the interview, people connect with those they interview with, so we make a point to pull in folks who are closely linked to the job.

This is particularly important for potential guest workers from Mexico, because even if they already have hog farm experience, it might be for an operation of 200-300 animals at most; here, they might be working at a 5,000-head facility. In addition, if the candidate speaks little or no English, one of our bilingual HR employees is on hand to translate.

One of these Spanish speakers is Nancy Perez Arroyo, our International Programs manager for the past six years and an expert who has also been through the guest worker process with a family member. As her title indicates, much of her work is liaising with attorneys and government officials to make sure paperwork for each guest worker is in order, as well as staying in touch with those workers to help them prepare for consulate interviews and, when approved, travel to the U.S. for training and work.

I say “when approved” because PSM has a very high visa approval rate — but occasionally there is a denial. When that happens, Nancy checks if we can update and resubmit any paperwork to gain an approval (which often happens). We also debrief every candidate after their consulate interview, successful or not, to learn if any questions have changed and to continue assisting future candidates in their interview preparations.

Nancy is terrific with her mock interviews, not only prepping each visa applicant for the actual questions, but putting them more at ease with the process. Put yourself in their shoes: You want to work in the U.S. to learn, to earn and to better your and often your families’ lives — and perhaps the only thing standing between you and that opportunity is someone behind a desk who has the power to approve or deny your visa. It can be quite stressful.

Know Your Visas
The four most common visa types we work with are H-2A, TN, J-1 and H-1B. H-2A is for seasonal agricultural work and each petition is limited to the number of foreign workers entry into the U.S. that is requested on the petition. Although the initial work period is limited to less than a year, a person could be renewed for a maximum stay of up to three years if the petition is renewed each year.

H-2A visas are regulated by multiple federal agencies as well as each state, which sets the required hourly wage for these workers within its borders. The farmer or company hiring the worker also must provide housing and transportation for H-2A visa holders.

TN and H-1B visas are similar to one another except that TN is only for workers from Canada and Mexico (mostly Mexican nationals, according to National Pork Producers Council data), whereas H-1B is for specialized labor from other countries. We hire far more TN visa holders than H-1B. This visa permits skilled workers to enter the U.S. for up to three years.

To qualify for a TN, the applicant must have a bachelor’s or equivalent degree in a field related to the work. There are more than 60 ag and non-ag occupations that fall under a TN visa; those of interest to Carthage are animal scientist, veterinarian, breeder or the like. The TN program had a few rough years after COVID-19 hit in 2020, but this year, thankfully approvals are back to pre-pandemic levels.

J-1 visa holders are trainees or interns who come to the U.S. to learn about a specific business — these cannot be unskilled or casual labor positions. Trainees must meet certain education and work experience requirements, while intern visas are intended for foreign college or university students or recent graduates; Carthage partners with Ohio State University for these internships. In some countries, it can take up to a year before the candidate receives approval.

Onboarding and Training
Getting a new farm hire approved for their visa is just part of the onboarding process. We try to help them acclimate as much as possible, as many speak little or no English and may or may not know any other workers here. For example, Nancy participates in the interviews, then once they arrive they can meet her during orientation and their 10-day initial training at our headquarters.

Think back to any job interviews you’ve had. Whether you’re conscious of it or not, you do become sort of attached to whomever interviews you for a successful hire, and if that person was also around when you started the job it probably made you feel more confident and comfortable.

PSM holds a one-day orientation and 10 days of basic training for new workers, with a graduation at completion, always on a Friday. This is when each person finds out where the farm they will be assigned to for work the following Monday is located and meets their new farm manager. I try to be sure each worker knows at least three other things at this point: where they will now be housed (they stay in a dorm at our headquarters during the two-week training), how to reach their manager and how they will get to their new job on Monday.

Once they begin their new job, we have a checklist of about 100 standard operating procedures. Each new worker is given a structured plan with specific learning milestones for their first year of employment. Their production and farm managers must sign off on these milestones to ensure they have successfully mastered each process. This embodies our “tell, show, do” on-the-job training model to help them learn and also give us insight on specialized skills they may have that a manager can develop.

Again, this is all part of the process of making them feel welcome. Most arrive with not much more than a backpack — and we at Carthage view their time here as a mutually beneficial exchange of labor and knowledge we want to always encourage.

Your Next Read: AgvoKate Warns Producers About Shortcomings of AI Language Learning Tools in Agriculture

Quiet Crisis, Unfolding Rapidly: Big Questions Remain For Next Gen Farmers

Tue, 10 Jun 2025 21:31:49 GMT

Florida fresh produce grower Jim Alderman says one thing is his biggest worry.

“Who is coming behind us? That’s the part that keeps me up at night. It’s not just about growing crops, it also passing down knowledge, discipline and our way of life,” he said during a recent congressional hearing on the aging workforce in agriculture.

Earlier this year, Sen. Rick Scott (R-Fla.) spearheaded a special committee report on America’s Aging Farm Workforce.

Four drivers were highlighted:

Aging demographics
Declining farm numbers
Barriers for new farmers
Regulatory and economic pressures

As a follow up, on June 4, the senate special committee he oversees had a hearing “America’s Vanishing Family Farms.”

“Unfortunately, the farming and agricultural workforce is aging and nearing retirement, and fewer and fewer young people are looking to take over their family’s farms or enter the agriculture industry,” Sen. Scott said. “We face significant challenges to agricultural production, rural community sustainability, and U.S. food security. Here’s why this matters: U.S. food security is national security.”

Recent stats he points to include:

1/3 of farmers and ranchers are over the age of 65
This same group owns more than 40% of U.S. farmland
More than 80% of farmers work a second job
Since 2007, 200,000 farms have disappeared
The 2022 census showed the loss of over 140,000 farms in 5 years. That’s an average of 77 farms per day. 
Since 2007, more than 40 million acres of farmland is now used for commercial, residential or industrial purposes
Farmland prices have increased 7% in three years

Sen. Kirsten Gillibrand (D-New York) is ranking member on the special committee for aging and said, “To encourage younger generation to returning to Farmer we farming, we must invest in our rural communities.”

Witnesses shared testimony highlighting the pain points, overall trends and discussed potential policy solutions.

“As I travel the country and see farms across our great country, I see a lot of gray hair, and while the wisdom of older generations is critical, we must ensure that we make a way for young and beginning farmers to fill our boots,” said Zippy Duvall, president of the American Farm Bureau Federation.

What are those policy provisions that could assist with the farm labor issues?

1. The Farm Bill
In his testimony, Duvall shared a getting a farm bill passed by congress is critical to signal stability and predictability in agriculture.

“We need a modernized 5 year farm bill,” he said. “Rising interest rates, higher energy prices, supply costs that have gone unchecked, farmers will plant the most expensive crop ever planted this year, and many have faced a tough decision of whether or not to even plant that crop. This is why the farm bill and its Title One safety net is so critical.”

2. Estate tax provisions

Duvall also highlighted the importance of the estate tax exemption for farmers for transitioning the farm business from one generation to the next. He applauded the House for its consideration of in the One Big Beautiful Bill it recently passed, and encouraged the senate to follow.

3. Farm worker programs, specifically H-2A

“It’s time to modernize our outdated system, and only Congress can meaningfully do that,” Duvall said.

Alderman uses H-2A labor and says reform is a must.

“We are now dependent on H-2A labor from Mexico,” he said. “Without them, we can’t harvest our crops.”

For Alderman in Florida, whereas minimum wage is $12.50/hour, H-2A labor is compensated at $26/hour plus the expense of housing, transportation and visas.

Duvall adds the federal government needs to revisit its wage structure for H-2A labor, citing the wage rates were set by a study done 60 years ago intended to calculate on-farm employment totals, not compensation.

“We’re going to price ourselves out of farming,” he says. Duvall is advocating for an updated program and one that includes year-round provisions for dairy farmers, and other parts of the industry that need full-time labor not just seasonal help.

“How can a young farmer come back to the farm and bring his expertise that he learned in college, expand that farm without having a labor force to do that. It’s one of the biggest limiting factors we have,” Duvall says.

4. Economic stability, risk management and trade.

“The incentive to make a profit isn’t there,” Alderman says. “If the farmer isn’t going to make money, he’s not able to expand his operation.”

Aaron Locker, Managing Director, Kincannon & Reed calls this a quietly unfolding crisis that is rapidly cutting across the agriculture.

“And the consequences for our food supply, our rural communities, and our national security are serious,” he said. “The 1980s farm crisis didn’t just damage balance sheets. It’s changed the interest of being involved in agriculture. That gap is being realized today in board rooms, field office, agronomy teams and more.”

The witnesses answered questions about President Trump’s trade policy and tariffs, with Duvall saying farmers have supported the president’s long-term vision to bring a “level playing field,” but he also says this fall will be a critical time for some progress when farmers are slated to harvest and sell commodities at low prices with high input costs.

5. Regulatory considerations.

Alderman says there are areas of his fresh produce business being over-regulated, which has put extra financial pressure when competing with imported crops. As an example, he points to multiple food safety inspections which could be replaced with a one-time inspection.

And in conjunction with the regulation on his business, he has seen how a lapse in regulatory authority over imported produce inspected at the borders has negatively effected the industry.

“For example, the citrus industry with citrus greening, it’s devastated the cirtrus industry. We have gone from 240 million boxes of oranges in production to around 40 million boxes today,” he said, and added Florida produce growers are introduced with a new thirp or weevil every growing season, which takes months to contain and identify proper controls.

6. Provide mental health resources

Christopher A. Wolf, Ph.D. from Cornell University says its New York FarmNet receives 700 calls a year. Financial stress include price uncertainty, labor cost and availability, capital costs, land access, and estate and succession planning. Family-related farm stressors include health insurance, childcare, eldercare, and drug and alcohol abuse.

“Male farmers have a suicide rate 3.5 times higher than the national,” he said. “Financial stress is one of the primary contributors to the depression and suicide rate. Additionally, mental health stigma and lack of access to care are major barriers.”

Op-Ed: Secretary Rollins Announces Policy Proposals to Enhance Support for Family Farmers

Mon, 19 May 2025 15:11:36 GMT

Small family farms are the backbone of our nation. Throughout our history, they have secured the promise of liberty made by our Founders. And they are the indispensable foundation of democratic civics and republican virtues. As Thomas Jefferson wrote to James Madison in 1785, “small landholders are the most precious part of a state.”

Today, with my friend Governor Jim Pillen, we kicked off the Make Agriculture Great Again Initiative at Ohnoutka Family Farm in eastern Nebraska. This new policy initiative at USDA will address a series of issues within food, agriculture, and rural America but will specifically focus on challenges faced by small family farms.

We know these challenges, such as labor costs and availability, are not easy ones to address. But we are committed to focusing on the needs of Americans who operate small farms because of their patriotism and commitment to their land.

USDA Steps Up to Address Obstacles
During my time as Secretary of Agriculture, I’ve met with family farmers who have faced too many obstacles as they work to maintain or start new operations.

For example, many small farms lack reliable access to capital. At USDA, we are reforming the Farm Service Agency loan program to streamline delivery and increase program efficiency.

The acquisition of land for new farmers has also become increasingly difficult amid high costs and real estate development. That’s why we’re using prioritization points and regulatory action to disincentivize the use of federal funding for solar panels to be used on productive farmland. And we’re expanding permitting of unused or underused federal land for long-term leases to small farms and streamlining the federal land leasing process so the program works better for farmers and adjacent landowners.

We are also aware many new farmers lack access to infrastructure such as cold storage and processing facilities. To address this disparity, we are working to provide state-level grants for infrastructure tied to the needs of new farmers. And by the end of the year, we will ensure applications for every farmer-focused program are available for electronic submission.

And finally, we are working with governors and state legislators around the country to find solutions to the challenges small farms face. We recently signed a memorandum of understanding with the National Association of State Departments of Agriculture to find areas of collaboration between USDA and the states, which are the laboratories of democracy.

State and Federal Governments Must Work Together
Earlier this month, we hosted a roundtable at USDA’s headquarters in Washington, D.C., with small-farm operators from around the country. We had the privilege of welcoming hog farmers from Ohio, third-generation local producers from Virginia, first-generation dairy farmers from Mississippi, Amish and Mennonite farmers from Pennsylvania, and many others who have devoted much of their lives to the land and their customers.

The Founders did not chart the path of our nation so USDA bureaucrats in Washington can look over the shoulders of law-abiding American citizens.

As I was reminded by the witness of those who visited USDA, the Department of Agriculture was founded so every farming mother and father can raise their children, work their land, and spend time with their families and their God.

This is the mission of USDA, and now, under the leadership of President Trump, is the time to return to the fundamental work that will restore rural prosperity in forgotten communities across the nation.

Based on feedback from the hundreds of small family farmers I have met and talked to over the last 90 days, USDA is now making tangible changes to our policies to ensure family farmers can continue to work their land and new farmers can take on this way of life without obstruction.

While USDA has many programs to assist farmers, we know it takes government entities, non-profits, and the private sector focusing their efforts together to improve the viability and longevity of small family farms.

We were honored to announce this new policy initiative in Nebraska today. The existence and work of small farms are too central to our nation’s history, cultural heritage, and food supply to allow them to slowly disappear from our landscape. To steer clear of a problem that every American wants to avoid, it is imperative that federal and state governments provide proactive intervention so these small operations can preserve their inheritance for generations to come.

Labor

House Ag Committee Chairman says farm bill pesticide provisions could cause concern in the Senate

Moving Forward

New Legislation Impacting H-2A Reform

When Good Employees Create Hard Decisions

Recognize When Something is Off

Focus on Facts, Not Assumptions

Listen Before Deciding

Use Policy as a Guide

Think Through the Options

If You Miss it, Adjust

10 Leadership Habits That Make Employees Want to Stay

1. Practice Active Listening

2. Ask Questions

3. Encourage Employees to Share More

4. Circle Back After Important Conversations

5. Strengthen Employee Decision-Making

6. Introduce New Responsibilities in Small Steps

7. Be Transparent About Follow-up

8. Set Clear Expectations

9. Provide Quality Feedback

10. Lead by Example

Tick Safety Guide: Preventing Alpha-Gal Syndrome and Lyme Disease

What is Alpha-Gal Syndrome (AGS)?

Best Practices for Tick Prevention on the Farm

Dress to defend.

Use DEET.

Search and destroy.

How to Safely Remove a Tick

Avoid Tick Testing

From the Outside In: Why This Farm Bill is Different

We Need a Farm Bill Now

Prop 12 Is Causing More Problems

Beyond the Farm Bill: Labor and USMCA

Don’t Be Quiet Now

It’s Time to Break Up with the Bad Employee

Why Do Farms Struggle to Let Go?

Have Clear Expectations

The Three-Strike Approach

Watch for Red Flags

When You Have to Fire on the Spot

Check In, Listen and Make Employees Feel Valued

Breaking Up the Right Way

Prioritizing the Person Behind the Pig is Ultimate Key to Success in the Barn

It Starts With Trust

You've Been Promoted to Supervisor, Now What?

1. Empower yourself to work through others.

2. Communicate clearly and respectfully.

3. Give autonomy, but hold people accountable.

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

5. Develop a feel for your team.

6 Little Ways to Make Your Farm a Place Employees Love

1. Lead from the Front

2. Audit the “Shower-In” Experience

3. Don’t Skimp on the Basics

4. Build a Connection Beyond the Barn

5. The “New Boot” Rule

6. Celebrate the Milestones

Why You Can’t Afford Not to Onboard Employees

What is Pre-Boarding?

Consistent Training

Good Culture Retains Good Employees

How to Handle Tension Before it Becomes Conflict

Snapshot of TN-Visa Workers in the U.S. Swine Industry

Does Your Farm Team Need to Refocus or Reset?

America's Farm Labor Crisis: Can Immigration Reform Save Agriculture?

California’s Farm Labor is Skilled and Difficult to Replace

The Broken U.S. Immigration System

H-2A Program Doesn’t Work for California Agriculture

40-Year-Old Program

Dignity Act of 2025

California Farmers Are Hopeful

Americans’ View on Immigration

Don’t Let Employees Slip Away: 2 Ideas to Keep Your Team Happy

Better Together: The Co-op Employee Experience

Navigating Labor and Unemployment: How Does it Impact the Swine Industry?

Increased I-9 Audits Forcing Dairies to Fire Employees, Exposing Immigration Flaws; There is a Short-Term Fix

Rural America is Facing a Mounting Labor Crisis

Demographic Pressures Mount

Shrinking Workforce Hits Agriculture Hard