Mark Mechling
Do you remember your first day on a job? Were you confident about this new work experience, or were you anxious, perhaps even apprehensive?
Most people starting a new job would admit to being nervous, and perhaps concerned about performing up to their employer's expectations and being accepted by other employees. Often farm employers neglect to adequately orient and train new employees. They assume the new employees understand what needs to be done or will "catch on" quickly. A thorough orientation and training program takes time and effort, but will increase worker productivity, decrease confusion, and provide satisfaction for both employer and employee.
Two questions need to be answered in regards to the orientation of a new employee:
One person should be in charge of handling orientation. Generally, this will be the owner/operator; however, on large farm operations, another employee may specifically be responsible for orientating all new employees. Having just one individual in charge of orientation ensures a consistent message to new employees. The orientation of a new employee can involve several people even though one person has overall responsibility.
Information covered will change from farm to farm, but a basic core of material should be discussed with the new employee, including such specific characteristics of the farm as layout of operation, other employees, history, mission, goals, and role of the employee. This kind of information provides the "big picture" of the farm to the employee. Personnel policies including probationary period, disciplinary actions, work schedule, safety rules, and use of equipment also need to be covered.
New employees are always interested in their benefits. Items such as pay, pay day, vacation, sick leave, and other benefits should be covered. Discuss specific responsibilities the new employee will be assigned, how the job relates to other work on the farm, and safety rules. Finally, be sure to introduce the new employee to the farm management team, including family members and other employees. It is helpful to develop an employee handbook so policies and benefits can be accessible and clear to both employer and employee.
Answer all of the immediate questions that the new employee might have. It is important to develop open, two-way lines of communication between the employer and employee right from the beginning. Consider the time spent for orientation as an investment for both you and the employee. Clear, well-defined expectations will pay dividends and reduce possible misunderstandings between employer and employee. By orientating the new employee properly, a smooth transition can be made to the next step--training.
Do you expect your new employees to be already trained when they show up for their first day on the job? Too often employers are looking only for a "ready-to-hit-the-ground-running" employee. It is unrealistic to believe that all new employees have the abilities and skills necessary to immediately perform the required tasks to your standards.
Prior to the training process, determine the skill level of the new employee. Through interviewing, observing the employee's skills and abilities, paying careful attention to questions asked and not asked, and inquiring of previous employers and references, the employer can develop a good idea of the skill level of the employee.
Next, identify specifically what the learners should be able to perform after training. Include factors such as how fast, how accurately or at what standards various tasks should be performed. Make sure the steps or procedures are logical and in correct order. Have all needed materials and equipment available and ready for operation.
The role of employer or trainer becomes one of a teacher in the training process. The ability to teach the employee a particular skill or task is critical if training goals are to be met. Most find a step-by-step process the most successful in training employees.
The teaching process can be broken down into five steps--Prepare, Tell, Show, Do, and Review. A closer look at each of these steps will assist the employer or trainer in understanding this process. Discussion about this five-step process is drawn from publications on training by Dr. Bernie Erven of The Ohio State University.
One means of providing feedback to the employee is to develop a check sheet with all of the job tasks listed. On a regular basis, the employer and employee should go over the sheet. Recognize the good points and explain what points need to be improved. This method keeps new employees up- to-date and involved with the review process.
Proper orientation and training of employees is one part of human resource management for the farm business. Providing a thorough orientation ensures a satisfying work experience for both the employer and employee. The employer should assess the employee's skill level, identify what the learner should be able to do, and develop strategies in training the employee. The employer assumes the role of a teacher when training employees, using a systematic approach (prepare, tell, show, do, and review). Well planned and conducted orientation and training takes time and effort on both the part of the employer and employee; however, the far-reaching benefits result in positive, productive and motivated individuals.
Erven, Bernard. Orienting New Dairy Farm Employees, OSU Dairy Tip #8, 1991. 2 p.
Erven, Bernard. Training Farm Employees, OSU Farm Management Update, 1992. 1 p.
Thomas Kenneth and Bernard Erven. Farm Personnel Management. North Central Regional Extension Publication 329, 1989. 23 p.1
Bernard L. Erven, State Specialist, Dairy Farm Management
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