by Don Tyler
Getting new employees off to a good start is the responsibility of
the manager and all the current employees. In most livestock operations,
a new employee will be spending more time with their co-workers than
with the manager, so it is critical for all employees to understand
their role in orientation and training new hires.
The manager must be certain that all legal documentation is completed,
such as W-9’s, W-4’s, and any forms the company requires
upon hiring. Other documents, such as the Employee Handbook, Job Descriptions,
Employee-Specific Work Agreements, Tenant Agreements, etc. should
be completed within the employee’s first few days. Failure to
have these documents signed and placed in the employee’s personnel
file within the first few days of employment typically leads to paperwork
and legal nightmares down the road.
The new employee’s co-workers play a vital role in orientation,
even if they have no formal role in orientation and training. New
employees need to know where to put their lunch or snacks, where to
store personal items, and who has seniority for the microwave at lunch
time.
Some operations have seen great benefit in having one of their current
employees call a new employee a few days before their first day of
work. This gives the new hire an opportunity to become acquainted
with one of their co-workers prior to arriving, and a chance to ask
some basic questions. The employee who made the call can then meet
the new hire when they arrive for their first day of work, and make
sure that they get where they need to be without any confusion.
New employees often complain that they have to make too many assumptions
and that they were just “thrown to the wolves and expected to
fend for themselves.” This is a sign of disorganized management
and leads to early dissatisfaction for the employee and the manager.
The solution is to have orientation and training procedures in place
that establish clear expectations between the employer and the employee.
Written Job Descriptions, consistent training procedures and open
communications are the keys to forming solid work relationships.
If the main manager of the operation does not have daily contact with
new employees, the manager should make it a point to touch base with
new employees for a few minutes every day for the first few days,
and then two to three times a week for the next two weeks. This gives
the employee a sense of connection and loyalty with the entire company,
rather than just a few of their co-workers.
When new employees are being told about their co-workers, different
departments, and the overall work atmosphere, managers and co-workers
need to keep their comments positive. They should avoid personal biases
such as, “You’ll be working with Ted. I don’t like
him but he seems to get along with most people.” Or, “You
need to know right from the start that the Feed Mill Manager and the
Head Cowboy don’t get along at all.” These comments are
counter-productive and feed the rumor mill, putting the new employee
in an uneasy state of mind.
Training new employees should be organized and methodical. Match experienced,
hard working, capable employees who enjoy teaching other people with
your new hires. Avoid pairing new employees with existing workers
who dislike training, are poor communicators or lack good people skills.
We need to do everything we can to nurture—even protect—new
employees from the pitfalls that can distract them from a good initial
work experience.
We need to stress to our entire staff that they all have a role to
play in getting new people off to a good start. If new hires learn
their duties and procedures quickly, everyone wins. Turnover is reduced,
production goes smoothly, and the work atmosphere is rewarding. ©
For assistance with employee management issues, or for reference materials
on these subjects, call Don or review his management book, “The
Complete Guide To Managing Agricultural Employees ©” and
his new audio series, “Introduction To Communications ©”.
They can be reviewed at www.dontyler.com, or contact Don Tyler; Tyler
& Associates, at 765-523-3259
