Good management can help keep good employees

6 min read

Jackpot! You created a quality job description, took time to interview, asked the right questions, checked references and have hired a motivated, skilled and pleasant new employee. In a tight labour market, it’s OK to celebrate. But not for too long. There are still onboarding tasks to complete that will benefit all, including your farm.

Onboard with purpose

A great onboarding experience pays real business dividends, cuts productivity loss, reduces the need for additional recruitment and improves overall team morale.

“The foundation of effective onboarding is the relationship between the hiring manager and the new employee,” says Cheryl Skiba, Vice-President of Human Resources at FCC. “If that relationship doesn’t start strong, the employee will struggle to succeed. Investing in that connection is essential, not only for the employee’s success, but for the manager as they build a strong, high-performing team. The specific job training and technical pieces matter, of course, but they only work if the relationship is there first.”

As the new person, the hire faces change and so does the farm CEO or manager. It’s the employer’s job to set the stage. A great start, with solid communication, increases the hire’s desire to do good work, in turn helping them and the farm to succeed.

Set clear expectations and vision

Clearly explaining specific job tasks is important and so is talking about the farm business’ purpose, strategy and how the employee’s work will contribute. Is the farm business helping feed people, providing an input to a high-quality product or something else? Share short- and long-term business goals and the business stage – growing, maintaining or in transition.

Show that you recognize when an employee takes on a challenge and be mindful of how you react to mistakes.

If experimentation, innovation and suggestions are welcomed, how and when? Talk about the operation’s work culture – command and control or collaboration and consensus-building. Explain team dynamics, expectations of the new employee and your leadership style.

Skiba says everything from team dynamics to expectations begins at the top. That means understanding that the new hire isn’t just a number doing a job, but a real person.

“Leaders have to be open to the fact that every individual brings something unique to the table,” Skiba says. “When leaders recognize that and stay open and curious, it becomes much easier to build real rapport. That happens through simple things, regular conversation, check-ins and taking the time to understand who they are and what motivates them.”

Compensation comes in many forms

Today, compensation, or “what’s in it for them,” goes beyond salary, sick leave and vacation time. Ag workers increasingly want a total experience, not just a paycheque, and farm CEOs are recognizing that, says Skiba.

Beyond traditional benefits, organizations can offer meaningful development opportunities, including professional courses, certifications, mentoring and conference participation. Many focus on lifestyle perks such as wellness programs, mental health resources or team‑building experiences that help farm employees feel connected and supported.

Certain farm CEOs take it a step further by tailoring benefits to their workforce, prioritizing work‑life balance, personal milestones or recognition programs that help people feel seen and valued.

When farm employees feel their CEO or manager is genuinely investing in them, not just through compensation, but through support and connection, it shows up in engagement, performance and overall job satisfaction and therefore productivity, Skiba says.

Be open

“As leaders, we have to show the way,” she explains. “That starts with being vulnerable, being open to new ideas, new perspectives and new ways of doing things. When leaders listen with intention and curiosity, it creates space for people to bring their best thinking forward.”

Let employees find their fit

New employees don’t automatically understand a CEO’s expectations, working style or decision-making processes. Without clarity, this can lead to job dissatisfaction or uncertainty about their role. At the same time, a new hire who brings fresh ideas or different experiences can unintentionally create discomfort among existing team members. Leaders need to anticipate both dynamics and address them openly.

“Everyone comes in with different experiences, some limited, some extensive,” Skiba says. “The question is: how does that fit into your organization, and how do you embrace those opportunities to do things differently?”

To feel confident and capable, new employees need clear information about job conventions – from work hours and responsibilities to communication norms and how decisions get made. They may also require tools such as system access, smartphones or specific applications to perform their work effectively. If new hires don’t have the tools or training they need, leaders shouldn’t be surprised if they struggle.

Recognition fosters good morale

Skiba encourages farm CEOs to recognize the meaningful work employees make toward team goals. She also cautions against assuming that everyone wants to be recognized in the same way. However, don’t be so quick to unexpectedly announce at a tailgate meeting the person’s contribution.

For some, public recognition would be their worst nightmare, while others would embrace it. Make the effort to know what will resonate best with a given employee.

“Understanding what motivates each employee is key,” Skiba explains. “How it’s delivered, though, makes all the difference.”

Be patient

If someone is trying something for the first time, be aware they may make one or more mistakes. Have a conversation about it, mistakes are part of the learning curve. Talk about what happened, but don’t dwell on it. Focus on what they learned and what went well. This will give the new hire a sense of psychological safety.

“It helps develop them in their career path,” says Skiba. “When you create a safe environment, employees respond positively.”

Review and revise employee management policies

Hiring may also be a great time to refresh your farm business’ employee management toolkit. Onboarding can highlight gaps which can be closed accordingly depending on the needs, size and nature of the business. It might mean documenting holiday or unpaid time-off policy to ensure consistency or writing a process to lodge a complaint. Or it might involve dealing with noncompliance or creation of a more formal performance management plan so all employees know how and when they will be evaluated.

Newcomers to employee management can find best practices online, through agriculture organizations or even other businesses. Consider hiring a human resources consultant, who can provide insight specific to your unique farm business, helping to customize and optimize your employee management policies.

“HR teams can be quite lean in some organizations, so staying on top of trends and staying connected to trusted resources like an external consultant can be invaluable,” she says.

Skiba suggests farm CEOs and managers regularly review all of their HR policies as situations arise, but at a minimum they should be reviewed every two to three years.

Never underestimate the importance of good employee management practices, especially on a farm or ranch, where attention to this area might not always be top of mind, particularly during the peak times. It’s during these busy periods where good practices are likely to have great payoff, especially for a new hire.

“Feeling valued and coached by their leader in the first 30, 60, 90 days is incredibly motivating to a new hire,” Skiba says. “When that happens, they’re more engaged, more energized and their performance naturally follows.”

From an AgriSuccess article by Myrna Stark Leader.

Recruiting & hiring Communication Leading employees