Finding and keeping good employees is always a challenge on the farm. Dairies in particular rely on a skilled workforce. According to retired North Dakota State University Extension dairy specialist, J.W. Schroeder, the cost of replacing an employee who is making $8 per hour is about $3,500 at a minimum. "We, in the upper Midwest, are not in close proximity to a ready supply of workers, especially those who will work out of doors," Schroeder told dairy producers at a recent I-29 Moo-University workshop in Norfolk.

KEEPING THE COWS HAPPY: To keep things running properly on a dairy farm, it takes good employees and good communication and a clear vision from dairy operators, said retired NDSU Extension dairy specialist, J.W. Schroeder.

Schroeder's advice, however, would be useful for all agriculture employers. "The costs of recruitment, onboarding and retention are at least this much. I see it as a minimum when all costs are encumbered," he said. "Few things are as costly and disruptive as good people walking out the door."

That means that it is in the employer's best interest to retain good employees as long as possible. "I have some dairies that have retained the same employee for over 17 years," Schroeder said. "It is more about meaning than money. When treated fairly, the turnover rate is reasonable by typical Main Street standards in my opinion," he explained. "That said, I still hear plenty of complaints about how hard it is to find and keep good employees."

Nebraska State Dairy Association executive director, Rod Johnson, says that dairies in the state seem to be keeping adequate staff. "They have a good core group of employees who have been with them a long time, and then they have a few positions that are in constant rotation," Johnson says.

So, what do successful dairy farm operators do to keep their employees satisfied and in the job? "Believe it or not, meetings do have benefits," Schroeder said. "And use that time as a time of recognition rather than complaining, because remember, compliments are free." He suggested defining workplace and performance expectations of employees immediately after the hire.

"Supervisors need to define for dairy employees the rules of the game to ensure that expectations are understood and employees are better able to utilize their skills, energy, creativity and leadership to personally succeed and contribute to the success of the business," said Schroeder. "Defining rules, procedures and expectations can contribute greatly to employee job satisfaction and productivity, while also helping ensure that dairy practices and goals are being met."

Schroeder advised supervisors to share their vision through three avenues of communication.

1. Verbal. "Tell your employees what your vision is from day one as part of your training," said Schroeder.

2. Visual. "Have it posted where others will see it daily, like in the breakroom, entrance and other places such as your website and brochures," he said.

3. Physically. Schroeder recalled the saying, "Engaged employees have engaged owners/managers/leaders." He said that supervisors need to emulate their vision daily as leaders and owners and remind everyone about what they are all working towards.

You can learn more about opportunities for dairy operators by visiting the I-29 Dairy Outreach Consortium website at igrow.org/livestock/dairy. Learn more about NSDA by contacting Johnson at [email protected].

Change in date for State Dairy Convention
Rod Johnson, executive director of the Nebraska State Dairy Association announced late last week that the state dairy convention has been postponed from the planned date this week to Feb. 18 at the Ramada Inn in Columbus. The move was made ahead of Winter Storm Kayla making for hazardous travel conditions across many parts of Nebraska. For more information, contact Johnson at 402-853-2028.