You have employees who show up, do their jobs and head home when the work is done. They aren’t causing problems, and you can count on them to get through the day’s workload. But they don’t seem particularly invested in what happens on the farm beyond their own responsibilities. If something needs fixing, they wait to be told. If a coworker needs help, they keep moving. They’re there to work, collect a paycheck and go home.
There’s nothing wrong with wanting a job that pays the bills. But most farm managers would like to have people who take an interest in the operation, look for ways to make things better and feel some ownership in their work.
Those employees are more likely to take initiative, help coworkers and stick around. Building engagement doesn’t happen by asking people to care more. It starts with how managers lead, communicate and give people opportunities to contribute.
Management and leadership expert Bob Milligan says the relationship between a supervisor and an employee has more influence on engagement than some managers realize.
“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.”
Hernando Duarte of UW-Madison Extension says managers can see differences in engagement in their own workforce. One person may be trusted to handle a job without close supervision, while another needs frequent direction.
“You’ve seen it, it’s the employee that recruits other good workers to the farm, the ones who take initiative to fix problems rather than complain about them, and the employees who pitch in when the farm needs them the most,” Duarte says.
Give People More Ownership
One way to build engagement is to give people more say in how their work gets done.
Ask where they see room for improvement, whether it’s changing a routine, updating a procedure or finding ways to reduce downtime. People who help develop a solution have a reason to take ownership of it.
Milligan suggests using questions to help people think through decisions. When someone asks how to handle a task, rather than immediately giving an answer, ask what they would do.
“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.”
Managers can also offer opportunities to lead a safety discussion, organize inventory or help train a new hire. Milligan says responsibility should grow as people gain experience and confidence.
“Research into human behavior shows that part of human nature is to grow,” he says. “You cannot get to Z without going through A, B, C, D, E, and F.”
Provide the training and support needed as people take on more.
Make Learning Part of the Job
Development often means sending someone to a training session or educational meeting. Those opportunities have value, but Milligan says they need to be part of a broader commitment to continuous learning.
“In today’s turbulent, fast-changing world, growth in our career and success in our current position requires continuous learning,” he says.
Cross-training, mentoring and attending industry meetings can all help. Managers can also ask what skills someone would like to develop over the next several months and identify practical steps to help them get there.
Milligan says managers need to make time for their own development, too. He recommends being observant, reflecting on what is happening and looking for ways to improve. Busy schedules can leave little room to think, so he encourages managers to protect some time between commitments.
He also recommends after-action reviews. After a major activity, such as planting, harvest or a change in production practices, take time to discuss what worked and what could be improved. Ask what the team would do differently next time and what needs to happen before the next effort begins.
These reviews can become a regular learning tool, rather than something reserved for when a problem occurs.
Recognize Good Work and Correct Problems Fairly
Managers are often trained to spot problems with livestock, crops, equipment and finances. Milligan says they also need to look for opportunities to recognize good work.
“High quality, specific positive feedback enhances the employee’s confidence and desire to continue to excel,” he says.
Rather than offering a general compliment, point out what someone did well and why it helped. Milligan gives the example of thanking someone for taking extra time to clear leaves from an alleyway and following through on an emphasis on attention to detail.
He says managers shouldn’t worry about giving too much positive feedback when it’s specific and genuine. Someone may not show much reaction, but it doesn’t mean the recognition went unnoticed.
When expectations aren’t met, Milligan encourages managers to find the root cause before deciding how to respond. Was the person properly trained? Were instructions clear? Did circumstances beyond their control get in the way?
If the problem comes down to a lack of training, direction or support, Milligan recommends redirection. If the person had the tools and knowledge but didn’t put in the necessary effort, a more direct conversation may be needed.
“Because employees rarely intentionally make mistakes, redirection is the likely outcome of the root cause analysis,” he says.
Taking time to understand what went wrong helps managers correct problems without treating every mistake as a disciplinary issue.
Make People Feel Valued
Duarte identifies three common sources of job dissatisfaction: anonymity, irrelevance and immeasurement.
Employees want to feel known as individuals, understand why their work matters and have a way to track their progress.
For managers, this can start with learning more about the people on the team, beyond their job descriptions. Ask about their interests and what they would like to learn. Explain how daily responsibilities contribute to the operation, whether it’s completing maintenance before equipment breaks down or following procedures to protect product quality.
Duarte also encourages managers to set expectations and provide regular feedback so people know how they’re doing. Measurable targets can help, too, as long as they are tied to work someone can influence.
“Too many farm owners or managers simply complain about employees rather than see the problem as something for which they are responsible,” Duarte says.
Engagement won’t change after one conversation or new assignment. But when people feel known, understand the value of their work and have a chance to improve, they have more reason to invest in the operation beyond completing the day’s tasks.
