I run a 3,000-cow dairy and I’m very concerned about labor right now. Not only is there a shortage of people who want to work on a farm, I’m very concerned about potentially hiring an animal activist. What resources are out there to get some good, legal employees to work on my dairy? Also, is there anything I can do to screen my employees in a legal way to ensure I’m not hiring a person that might have an agenda other than working for me?

Dale Johnson: Adopt the FARM program

Labor is one of the main issues on dairy farms. Sustainable solutions to labor shortages on large dairy farms, in the long term, are automation, and higher salaries and benefits.

Europe was years ahead of the U.S. with automatic milking systems because of higher labor costs. The same economics are forcing autonomous milking systems and other automation on large U.S. dairy farms. Large dairy farms will evolve into paying higher salaries and benefits that will compete with off-farm jobs. I wish there was a better solution, but this is subject to the economic supply-demand function of the labor market. 

The issue of animal activists is a real problem, as we have seen with the highly publicized Fair Oaks Farms infiltration, which I believe Fair Oaks Farms is handling appropriately (see fofarms.com). Their response is not just a public relations stunt that animal activists claim it to be. But the public thrives on negative media, so farmers must go on the offensive to get our story out as Fair Oaks Farms is trying to do. 

As a first step to combat negative activism, every dairy farm should adopt the FARM Program (Farmers Assuring Responsible Management). For more information, see nationaldairyfarm.com/what-is-farm. This program not only addresses animal welfare but also environmental stewardship, antibiotic stewardship and workforce development.

Another good resource are the animal welfare principles established by the American Veterinary Medical Association. 

There is no screening process to absolutely ensure that you are not hiring an activist, but if you have your protocols in place they are not going to find what they are looking for. They will be dismayed that they are wasting their time when they realize that you really do care about your cows and that the cows really are treated well. And when they do get a video of that isolated lapse in protocols, which may happen, the response will include penalties on the activist for not immediately reporting the incident to management, as outlined in their work contract to mitigate the suffering of the animal. 

I wish the public could see the hypocrisy of an activist videotaping a distressed animal instead of immediately doing something to relieve the animal.

Glenn Rogers: Set high standards

Employing and retaining high-quality labor is key to the success of any business. 

Farms should have position descriptions for all employees. All businesses should have a mission statement, and set weekly, monthly, annual and long-term goals. 

Employees need to feel part of the team and each employee needs to feel like they can talk with management (at various levels) without retribution. But employees should expect appropriate consequences when mistakes, or poor choices, are made.

The overall quality of employees starts with the owners, the management team, and their goals for employees. The management team needs to be visible with employees and needs to listen, too. Respect flows both ways and management need to convey how important it is that quality, safety and respect are essential to the success of the operation. 

First, hire employees who have a positive attitude, a great work ethic, and have pride in their work and the farm. The management team is key to hiring, training and retaining high-quality employees. They must convey the need for respect, open communication, safety of the animals, and respect for other employees and visitors. Everyone should feel like they are part of the team, with pride in what they are doing and pride in the farm. 

So, where do you find good employees? Start by checking with agricultural colleges and ag tech schools, with the business personnel who visit the farm, and with professional publications. There are some social media platforms that are well-respected, too, such as dairy discussion platforms that are moderated. 

Interview the employees, but also interview the references. If possible, visit the place of work or school where the potential employee is coming from. Don't forget to look for any problem areas. 

Put together an interview committee and have them at various levels of management. Include the operational staff as they must work with the potential hire. Word will get out that this is a high-quality team and that all people are critical to the success of the operation. 

Don't hesitate to contact your local university agricultural labor specialist for ideas and for limitations on what can, or can't, be asked.

If something bad does happen, be proactive with your employees and talk to them about what happened. Talk openly with employees about the situation and listen to their thoughts on how to prevent something like this from happening again.

Set your goals high and expect the same from yourself and all employees.

George B. Mueller: Treat your employees and animals well

Often, a best defense is a strong offense. By that I am referring to treating your employees well and insisting that your animals, which are working just as hard for you as your employees, are also treated with respect and made as comfortable as possible. 

A comfortable, unstressed animal is certainly more productive and profitable. By treating animals well you will give activist groups little reason to target your farm.

At our farm, we have meetings each month with our various teams where every employee is encouraged, and asked for input, on ways to improve our business and how to avoid mistakes, including animal welfare. As managers, we also share with our employees what we believe we are doing right or wrong, and how we all can improve. 

Our farm is large, like yours, and a special emphasis on proper behavior with animals is stressed. Poor behavior must be reported for the good of the business and those of us who depend on the dairy cow in our life’s work.

Finding good help is especially difficult, with only 3% of our nation’s workforce looking for work. One of the methods we use is to share the milk quality bonus with those working with our animals. Our workers take great care to produce quality milk and the result is an extra paycheck for them each month. Word gets around, and by being generous we usually have a brother, cousin or friend show up when the worker leaves. 

Dairy farming is a tough business. The secret is how you treat your employees and your animals.

Got a question? Our experts await!

The Profit Planners panel consists of Dale Johnson, Extension farm management specialist at University of Maryland; George Mueller, dairy farmer from Clifton Springs, N.Y.; and Glenn Rogers, University of Vermont Extension professor emeritus and ag consultant.

Send your questions to “Profit Planners,” American Agriculturist, P.O. Box 734, Richland, PA  17087. You can also email them to [email protected]. All are submitted to our panel without identification.