Chapter 5. Retention

Employee turnover is a reality in agriculture. Each time a worker leaves, it costs your operation both time and money. These costs are often categorized as:

Direct costs: recruiting, hiring, and training replacements; covering gaps in staffing.
Indirect costs: lost productivity, reduced morale, and lost institutional knowledge.

Investing in a strong human resources system, prioritizing communication, and offering feedback and growth opportunities can help retain employees longer.

5.1 Human Resources System

A well-structured human resources (HR) system is key to keeping good employees. Start by hiring the right people. While more qualified candidates may cost more upfront, their performance and reliability often justify the investment.

Other HR components include onboarding, training, mentoring, compensation, benefits, safety, and work-life balance. Supporting continuing education and providing opportunities to learn at conferences, seminars, or through UNL Extension and CAP programs can motivate employees while boosting skills.

Recognition also matters. A simple “thank you” or acknowledging accomplishments in front of the team can reinforce commitment. Small rewards or tokens of appreciation further show employees they are valued.

5.2 Communication

Clear, consistent communication shows employees they are valued and helps set expectations. When employees understand their roles and goals, they are more likely to focus on improving performance and staying with the operation.

Communication strategies:

Schedule regular team meetings
Maintain an easy-to-understand employee manual
Outline expectations and goals
Ask for employee feedback and act on it

5.3 Feedback

A strong feedback loop encourages continuous improvement and strengthens relationships. Employees should have opportunities to receive constructive feedback and share ideas with management.

5.3.1 Performance Reviews

Performance reviews are formal evaluations of an employee’s work overtime. They help employees grow professionally and align their efforts with the farm’s goals.

Reviews can be quarterly, semi-annual, or annual
Direct managers usually lead reviews, as they best understand day-to-day performance
Include both objective metrics (hours worked, tasks completed, safety compliance) and subjective measures (attitude, flexibility, work ethic)
Review job descriptions to assess whether employees are meeting expectations
Discuss upcoming changes, goals, and opportunities for professional growth

Sample questions to guide reviews:

What are your top work strengths and areas for improvement?
What resources would help you perform better?
How do you plan to continue developing professionally?
How effectively is your team working together?

360-Degree Feedback: Collect input from coworkers, supervisors, direct reports, and even external partners for a well-rounded performance view.

5.3.2 Informal Reviews

Regular, on-the-spot feedback is just as important as formal reviews. Recognize good work immediately and provide coaching or improvement tips when needed.

5.3.3 Worker Satisfaction Surveys

Surveys give employees a voice and can identify opportunities for improvement. Questions might include:

How well does the farm support work-life balance?
Are resources sufficient for employees to succeed?
Are managers listening and providing guidance?
Do employees understand their role in the farm’s success?

Use survey results to guide improvements and show employees their feedback leads to action.