Top 5 ways CEOs can engage employees
As your farm’s chief executive officer, you are the leader who, among many roles, coaches farm workers and manages staff and operations to fulfill the vision of the farm business. So, how do you best engage your employees to lead them while ensuring your farm achieves maximum success?
1. Let employees help
“The precursor to any relationship would be trust,” says Katelyn Duncan, an agricultural human resources consultant based in Regina, Sask.
Duncan encourages farmers to clearly understand the person they are hiring and for what purpose. The new hire will likely have some responsibilities; however, despite doing the hiring, producers can still struggle to relinquish control of certain tasks, explains Duncan. If the employee is never allowed to contribute genuinely, misunderstandings and frustrations may increase, and job satisfaction is likely to dip.
“By having an understanding of how employees are going to be structured into a farm, you can have a better plan and take that weight off yourself as a farm business owner.”
2. Help employees in need
Helping employees is a sign of strength, not weakness, Duncan says. A job that offers employees no assistance when their personal and professional lives collide can be deflating.
The sum of the small check-ins with staff could make the difference between whether a person stays or leaves.
She once reassigned an employee to modified duties as they had to care for their ailing mother and were required to be away from work at times. As a CEO, you need to protect your business, and that includes helping good employees when they need it. The help you provide can ensure that the employee stays with you.
“If you can lend a hand, that’s obviously good for the working relationship,” Duncan says.
3. Provide valuable and regular feedback
Hard numbers only tell so much of a story. You’re unlikely to say your employees are just a number because it’s too impersonal and general. The same holds for numerical feedback on their work. Always remember the importance of real feedback.
“I don’t want ratings, I want a conversation,” says Jen Hopcott, general manager of Hopcott Farms in Pitt Meadows, B.C. 90 employees work across an on-farm store, abattoir and the farm itself. Hopcott sees the younger generation appreciative of more frequent check-ins and feedback. Her managers happily provide it, knowing the results are a stronger team.
Farm employees have a yearly performance review on their work anniversary. In between, check-ins help employees feel seen and heard and offer opportunities to discuss any issues.
“You learn a lot about a person doing a check-in,” she says, adding that the sum of those small moments could make the difference between whether a person stays or leaves.
4. Promote consistent engagement
Hopcott says the value in regular employee engagement is immeasurable. Each year, they hold a staff party for all employees. In January, all managers and supervisors are treated to a supper. Each quarter, the company throws a team-building event. It’s all designed to say thank you to the employees who run the farm every day.
“It takes an effort,” she says. “We recognize people for big anniversaries and even showcase our staff on social media to show we are proud of them.”
5. Leverage strengths
You will learn to leverage your strengths when you pay attention.
“Everyone has a story, and it’s about taking the time to get to know a person,” Hopcott says. “If you don’t learn who a person is, you will never know what they can truly do.”
Recently, a front-end supervisor who was studying human resources in school expressed frustration that she couldn’t find any HR positions that didn’t require previous experience. Hopcott gave her an opportunity despite her lack of experience and moved her into a recently vacated HR role. “It’s been amazing” since she took over.
“Don’t make assumptions; you never know how something will play out,” she says.
Engaging employees takes extra work, but it’s imperative for the farm’s success. Farm CEOs must discover and leverage employees’ strengths, help in times of need and provide frequent feedback to ensure they feel their true value to the operation.
Article by: Owen Roberts
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