Labor

When Good Employees Create Hard Decisions

Mon, 27 Apr 2026 19:41:08 GMT

You notice a good employee starting to show up late a few mornings in a row, or someone who is usually steady seems distracted and not quite themselves. Nothing is clearly wrong, but enough has changed that you know something is going on, and you’re not sure what to do next.

Do you have a conversation with them?
Do you start handing out consequences?
Or is this something more serious that could eventually lead to letting them go?

This is the kind of situation management coach Don Taylor calls an ethical dilemma.

“An ethical dilemma is when you’re trying to make a call between two or more options, and none of them feel clearly right or clearly wrong from an ethics standpoint,” Taylor said during a Professional Dairy Producers podcast.

This is not a black-and-white situation. Taylor notes that when someone clearly crosses the line, the decision is usually straightforward.

“There are some situations where someone clearly crosses the line, and we know right away it’s an immediate termination,” Taylor says. “Those cases are straightforward. That’s not what we’re talking about here.”

More often, these situations involve good employees when something in their life changes and it is not clear what is going on or how to respond. In those moments, farm leaders are balancing two things: supporting the person while protecting the operation.

Recognize When Something is Off

The first step is recognizing you are dealing with an ethical dilemma in the first place. In many cases, it starts with a gut check.

“Sometimes it’s just a gut feeling that something is off. It doesn’t feel right, and it’s not what you expect from that person,” Taylor says. “In those moments, it really tests your judgment and how you handle people.”

When something does not fit normal patterns or expectations, it usually means you need to pause and get more information before making a decision.

Focus on Facts, Not Assumptions

Once a concern is identified, it’s time to gather information. This starts with making sure decisions are not driven by bias or incomplete observations.

“We want to make sure personal blind spots or biases are not getting in the way. The goal is to gather as much accurate information as we can,” Taylor says.

This often means separating what is known from what is assumed and keeping conversations focused on what can be seen or verified, not opinions.

“We’re going to focus on the facts. If someone starts adding opinions, we’ll steer the conversation back to what we actually know,” Taylor says.

Listen Before Deciding

After information is gathered, the next step is to continue the conversation with the employee.

“Tell your employee, ‘I’m just curious, can you share anything else with me about what’s going on? Whatever is going on in your life is affecting your work, and I have an obligation to understand what that is,” Taylor says.

He emphasizes that in many of these situations, there is often more going on than what you see at first. Taking the time to listen helps you understand the full picture. That way, you are making a decision based on what is really happening, not just what it looks like on the surface.

“When we’re actively listening, we are taking ourselves completely out of the equation,” Taylor says. “All that we’re doing is processing information.”

Use Policy as a Guide

After understanding the situation, leaders should review company policies and past practices. Consistency is important, but rigid rules do not always account for real life circumstances.

Taylor cautions against overly strict approaches in areas where situations can vary significantly.

“I’m not a big fan of zero tolerance policies for this exact reason. If it’s zero tolerance, it’s zero tolerance,” Taylor says.

Instead, he recommends building in room for judgment.

“Unique situations should be handled on a case-by-case basis by the owner,” Taylor says.

That flexibility allows leaders to respond fairly while still staying aligned with the operation’s expectations.

Think Through the Options

With the facts and policies in mind, the next step is to step back and look at your options. Taylor refers to this as using “moral imagination.”

“We have to be creative, thinking up alternative options that are based on our core values, that are based on what we feel is simply the best thing to do in this situation,” Taylor says.

In practice, this means not jumping to the first or easiest answer. It might not be as simple as discipline or doing nothing. There may be a middle ground, like adjusting schedules, setting clear expectations, or putting a short-term plan in place while you learn more.

It also means thinking through how each option affects the rest of the team. Will others see the decision as fair? Will it create more work or tension? At the same time, consider what the employee needs and whether the decision gives them a realistic chance to improve.

At the end of the day, you need to pick an option you can stand behind. One that fits how you run your operation and how you expect people to be treated every day.

If You Miss it, Adjust

Not every situation is going to be handled perfectly, and that is part of working through these kinds of decisions. Taylor says what matters is being willing to look back, learn from it and make adjustments going forward.

“We own it. It’s our responsibility. We made the decision we admit that we could have done better,” Taylor says.

In the end, these situations come down to how you lead people day to day. Taking the time to understand what is going on, working through your options and being willing to adjust when needed helps build trust with your team and keeps the operation moving forward.

10 Leadership Habits That Make Employees Want to Stay

Thu, 16 Apr 2026 16:01:33 GMT

Hiring good employees is only half the battle. Keeping them engaged, motivated and committed to the job often depends on the relationship they have with their employer. Pay matters, but day-to-day interactions, clear communication and trust can have just as much influence on whether employees stay and perform at a high level.

Management and leadership expert Bob Milligan says supervisors who focus on strengthening relationships with their teams often see gains in productivity, motivation and long-term employee retention.

“We focus on improving our relationship and mutual trust with family and friends,” Milligan says. “It is easy to forget that the supervisor-employee relationship is also an interpersonal relationship.”

He outlines 10 practical strategies farm leaders can use to build stronger, more effective workplaces.

1. Practice Active Listening

When people think about communication, they often think about speaking. Milligan says listening is just as important, particularly for employers.

“Active listening means you are listening with all your senses,” he explains. “You are listening to understand both the message that is being delivered and the underlying emotions.”

Because farm leaders hold a position of authority, employees may hesitate to speak openly. Failing to listen can send the message that their input is not valued.

2. Ask Questions

Employees are more likely to share ideas and concerns when they are invited into the conversation.

“The best way to involve them is to ask questions,” Milligan says.

Two simple questions he recommends asking regularly are: ‘What is going well?’ and ‘What could be going better?’

These prompts help employees reflect on their work and provide constructive feedback.

3. Encourage Employees to Share More

Even when employees begin sharing their thoughts, they may stop before fully explaining their perspective.

“To be certain you have everything, ask ‘tell me more’ or another variation ‘and what else,’” Milligan explains. “I have found this question almost always yields additional valuable information.”

This approach signals genuine interest and helps managers better understand the full situation.

4. Circle Back After Important Conversations

After meaningful or emotional discussions, a quick follow-up can reinforce trust.

“In these situations, it is good to circle back in a day or two to check in,” Milligan says.

The purpose isn’t to restart the conversation but to see if the employee has additional thoughts or unresolved concerns.

5. Strengthen Employee Decision-Making

When employees ask how to complete a task, supervisors often provide a quick answer. Milligan suggests using these moments as opportunities for development.

Ask the employee how they would handle the situation.

“You are providing an opportunity to think, which improves decision making,” he says. “The other big advantage is that next time the employee may not have to come to you.”

6. Introduce New Responsibilities in Small Steps

Employees often want to grow in their roles but may hesitate to take on more responsibility because they fear failure.

“Research into human behavior shows that part of human nature is to grow,” Milligan explains.

To reduce that fear, he recommends introducing new responsibilities gradually.

“You cannot get to Z without going through A, B, C, D, E, and F,” he says.

Breaking responsibilities into manageable steps allows employees to build confidence as they develop new skills.

7. Be Transparent About Follow-up

Some supervisors avoid checking in after training or feedback because they worry it will feel like micromanaging. Milligan recommends setting expectations ahead of time.

“To avoid this concern, inform the employee in advance that you will be following up to answer questions or provide anything else they need,” he says.

When employees expect follow-up, it becomes a supportive step rather than unwanted oversight.

8. Set Clear Expectations

Unclear expectations can quickly create frustration and damage trust.

“Think about a time when you were unclear about what was being expected of you,” Milligan says. “I suspect you were frustrated and potentially lost trust with the person not providing clarity.”

Clearly outlining expectations for behavior and performance helps employees understand their roles and responsibilities.

9. Provide Quality Feedback

Effective supervisors use three types of feedback: positive, redirection and negative.

“High quality, specific positive feedback enhances the employee’s confidence and desire to continue to excel,” Milligan explains.

Redirection feedback helps employees learn and improve, while negative feedback should be used sparingly and framed around choices and consequences rather than reprimands.

10. Lead by Example

The final tip focuses on actions rather than words.

“It is crucial that you ‘practice what you preach’ or ‘walk the talk,’” Milligan says.

When leaders fail to follow the same expectations they set for employees, trust erodes quickly. Modeling the behaviors you expect reinforces credibility and strengthens the workplace culture.

Together, these strategies highlight how everyday leadership habits can shape workplace relationships. By listening carefully, communicating clearly and modeling strong behavior, supervisors can create environments where employees feel respected, supported and motivated to perform their best.

The Ticking Clock: How New Overtime Laws are Redefining the U.S. Dairy Farm

Mon, 13 Apr 2026 12:45:39 GMT

For nearly a century, the rhythm of the U.S. dairy farm was dictated by the cow, not the clock. When the Fair Labor Standards Act (FLSA) was signed into law in 1938, it established the 40-hour workweek and the right to overtime pay for the American workforce — with one major exception: agriculture. For decades, the agricultural exemption was a cornerstone of farm economics, reflecting the unpredictable, weather-dependent and biological nature of food production.

But that cornerstone is being dismantled. Over the last decade, a seismic shift in labor law has moved from the statehouses of the West Coast to the heart of the Rockies and the Northeast. The era of the agricultural exception is ending, and for the dairy industry — one that never sleeps — the transition is proving to be a complex, costly and deeply personal challenge.

The California Catalyst: A New Economic Reality

The momentum for change began in earnest in California. In 2016, the passage of Assembly Bill 1066 sent shockwaves through the industry by outlining a phased removal of overtime exemptions for farm workers. By 2022, large employers were required to pay overtime after 40 hours a week, fundamentally altering the cost structure of the nation’s leading dairy state.

For producers like Melvin Medeiros of Layton, Calif., the shift has been a lesson in the limits of efficiency. Medeiros has spent the last several years trying to dial in on operations to mitigate rising costs.

“Our minimum wage is $15, and we’ve got employees that are saying, ‘Hey, I’ve got to make more money,’” Medeiros says.

He notes while the demand for higher wages is understandable in an inflationary environment, the quality of available labor remains a hurdle. For Medeiros, the intervention of the state has added a layer of friction to an already difficult business.

“I do know when legislation gets involved, it turns it into a mess,” he says.

A Wave Across the West and Beyond

As California’s phase-in progressed, other major dairy states followed suit, often spurred by a mix of legislative action and judicial rulings:

Washington State (2021): Following a state Supreme Court ruling that found the dairy overtime exemption unconstitutional, Washington began a phase-in that reached the 40-hour threshold in January 2024.
New York (2022): In a move that mirrored the West Coast, New York began a gradual reduction of its 60-hour threshold, with the ultimate goal of reaching 40 hours by 2032.
Oregon (2022): The state established its own path toward a 40-hour workweek, set to be fully implemented by 2027.

In eastern Washington, fourth-generation dairy farmer Jason Sheehan of J & K Dairy has watched these changes closely. Operating about 45 minutes outside of the Tri-Cities, Sheehan employs 38 full-time workers. Unlike the transient nature of some agricultural sectors, Sheehan’s workforce is a testament to stability; 80% of his staff have been with him for more than three years and more than one-third have tenures spanning a decade or more.

“Yes, we have people that have been with us for a long time,” Sheehan says. “If the pay was an issue with our employees, they would have gone and found work elsewhere.”

Sheehan’s employees typically average 50 to 60 hours a week. For his operation, cutting hours isn’t a simple fix. Cows must be milked, and the work doesn’t stop when a time card hits 40. Like most owner-operators, the Sheehans haven’t reduced their own hours either; they often hit the 40-hour mark by mid-week and keep plowing forward.

“We have to work until the job gets done,” Sheehan says. “That is the farmer’s motto. What we can focus on is continuing to do a good job of taking care of our cows, land, and employees, and deal with the punches as they are thrown at us.”

The Colorado Frontier: A New Level of Complexity

The latest battleground for dairy labor is Colorado. In 2021, the state passed Senate Bill 21-087, the Agricultural Labor Rights and Responsibilities Act. This didn’t just mandate overtime; it fundamentally redefined the legal standing of farmworkers in the state, including the right to organize.

As of 2024, Colorado’s regulations have introduced some of the most specific and tiered thresholds in the country. For dairy operations, the rules are a moving target:

Standard Overtime: Most agricultural employers must pay overtime after 48 hours, though a new threshold of 54 hours per week is slated for January 1, 2027, for certain categories, including dairy.
Daily Protections: Colorado has introduced unique daily rules that go beyond the weekly total. This includes a mandatory half-hour paid break after 12 hours of work and an extra hour of pay (at minimum wage) if a shift exceeds 15 hours.

These nuances are particularly difficult for the always-on nature of dairy. Unlike a crops farmer who can park the tractor when a storm rolls in, a dairy farmer is bound to the biological clock of the herd.

The Three-Way Squeeze

The national trend toward overtime pay has forced dairy producers into a squeeze play, leaving them with three difficult paths:

Absorb the Cost: Producers can pay the overtime, but with dairy margins already razor-thin and milk prices volatile, this often eats directly into the capital needed for farm maintenance and debt service.
Split Shifts: Farmers can attempt to hire more part-time staff to keep everyone under the overtime threshold. However, in an era of historic rural labor shortages, finding double the number of qualified milkers is often an impossibility.
Automate: This is the path of robotic milking. While the capital investment is massive, especially for larger scale operations — many producers see it as the only way to decouple their business from the rising cost and decreasing availability of manual labor.

A Struggle for the Future of Farmland

The labor crisis is happening against a backdrop of shrinking agricultural resources. Colorado, for example, is losing farmland at a staggering rate.

“Colorado is losing farmland faster than any state in the country. With roughly 1.6 million acres lost in just five years ... we must take steps to support our farmers and ranchers,” said Sen. Cleave Simpson, a sponsor of SB26-064.

Legislators like Simpson and Sen. Dylan Roberts (D-Frisco) are attempting to balance these new labor realities with support programs, such as the Agricultural Future Loan Program.

“Farmers and ranchers are the backbone of our state, and in a time of increasing uncertainty, they need our support now more than ever.”

Colorado Senator Dylan Roberts

The End of the Exception

As the dairy industry moves toward a labor model that mirrors manufacturing and industrial sectors, the farmer’s motto of working until the job is done is being tested by the reality of the punch clock. For producers like Medeiros and Sheehan, the goal remains the same: taking care of the land, the animals and the people. But as the legal landscape continues to shift, the cost of that care is higher than it has ever been.

The next decade will likely determine who survives this transition. As labor laws evolve, the U.S. dairy farm is being forced to evolve with them — whether through technology, new management styles or, in some cases, the difficult decision to exit the industry entirely.

Valuable Tips to Build a World-Class Dairy Workforce

Tue, 07 Apr 2026 13:14:24 GMT

In the dairy industry, the conversation around labor has shifted. It is no longer enough to simply find a milker to fill a shift. As dairies grow in scale and complexity, the focus has moved toward organizational development, cultural transformation and the science of human behavior.

At the High Plains Dairy Conference in Amarillo, Texas, in a panel moderated by Ryan DeWit of Twin Circle Dairy, three experts — Jorge Delgado, Jorge M. Estrada, and Tom Wall — shared a blueprint for moving a workforce from basic hiring to high-performance results.

The Foundation of “Why": Relevancy and Understanding

Delgado with Alltech kicked off the discussion by addressing the psychology of the dairy worker. He argues effective training is built on three pillars:

Relevancy
No Anonymity
Measurement

According to Delgado, the most powerful tool in a manager’s arsenal is the answer to one question: “Why do you do what you do?” For the vast majority of dairy workers, the answer is familia. When training is framed as a way to protect the farm’s success — and by extension, the worker’s ability to provide for their family — the relevancy of a milking protocol or a biosecurity measure skyrockets.

Delgado also emphasizes the need for no anonymity. High-performance teams are built when every member participates and feels seen. To move from participation to true understanding, Delgado uses visual and tactile tools, such as 3D models of udders and biological cells, to show workers the unseen impact of their actions. This is supported by modern technology, such as QR-code-based training modules (Knowby) and bilingual on-farm support posters that provide five-step rules for everything from cow movement to calving protocols.

The Systems Approach: Organizational Development

While Delgado focuses on the individual worker, Estrada of Leadership Coaching International takes a large systems view of the dairy. Estrada’s approach to organizational development is a structured, six-month journey designed to move a dairy from its current state to a desired state.

“Organizational transformation isn’t an event; it’s a process,” Estrada notes.

His model begins with a deep needs assessment and a culture/leadership audit. From there, he designs interventions that include on-site practice, dialogic approaches and intensive executive coaching.

The goal is to increase awareness of how behavior impacts the bottom line. By the end of the six-month program, the dairy should see observable changes in behavior and a new culture where leadership and transformation are integrated into the daily routine. Estrada’s message to owners was clear: if you want high-performance results, you must first design an organization capable of producing them.

The Coach’s Playbook: COR-4 and the Results Pyramid

Wall, known as “The Dairy Coach” and founder of PeopleCor, brought the panel home with a focus on the mechanics of management. Wall’s philosophy is centered on the COR-4 model:

Clarify
Communicate
Connect
Recognize

Wall argues many labor problems are actually clarity problems. If an employee doesn’t know exactly what is expected of them, they cannot be held accountable. This led to his results pyramid model.

At the base of the pyramid are the three essentials: clarity, discipline, and accountability. These three foundations support the development of habits. Once the right habits are ingrained in the workforce, the results follow naturally at the top of the pyramid.

Wall’s approach emphasizes that management is a daily discipline. Connect refers to the relationship between the manager and the worker, while recognize ensures high performance is incentivized and rewarded. Without the base of the pyramid — clarity — the habits will be inconsistent, and the results will be mediocre.

The consensus of the panel was that the high performance dairy of the future is one that treats people as its most valuable asset. By combining Delgado’s focus on the why and visual learning, Estrada’s systematic organizational design and Wall’s disciplined management playbook, producers can build a workforce that is not only efficient but deeply resilient.

As DeWit concluded, moving from hiring to high performance requires a shift in mindset. It’s about moving away from managing tasks and toward leading people.

Dairy’s Last Shot: Why Industry Leaders Are Demanding Action on Immigration Reform

Fri, 27 Feb 2026 15:02:59 GMT

The crisis facing American dairy is not a lack of demand or a failure of technology. It is a crisis of human capital and legislative paralysis. For decades, the dairy industry has functioned on the grit of a workforce that lacks legal status, governed by immigration laws that haven’t seen a significant update since 1986. This isn’t just a political talking point — it is a daily risk for dairy producers who wonder if their teams will show up for the morning milking or if an I-9 audit will suddenly empty their barns.

The Myth of Secrecy

The conversation surrounding agricultural labor has long been muffled by a perceived need for secrecy. However, industry advocates are now pulling back the curtain. The reality is there are no secrets from the federal government. Agencies from Social Security to Homeland Security see the I-9 returns and the tax filings. They know sectors like agriculture, hospitality and construction are the backbone of the economy, and they know the legal status of the people doing the work.

“For the longest time, we thought, ‘Oh, we have this really good secret that we can’t tell anybody,’ and that’s just not true. Homeland Security, Social Security Administration — all these federal agencies know the reality of our workforce and the fact that we struggle to have a workforce that’s got legal status,” Rick Naerbout, CEO of Idaho Dairymen’s Association says.

The “good fight” currently being waged by industry leaders is a battle against public perceptions. There is a profound disconnect between the grocery store shelf and the farm gate. While social media suggests domestic workers or those on social assistance could easily fill these roles, the data tells a different story. In the dairy industry, the work is year-round, physically demanding and essential. It is not a job that can be filled by a temporary or unwilling domestic workforce.

The Dignity Act: A Bridge to Stability

Central to the current push for reform is the Dignity Act. This legislative framework represents a shift away from perfect and toward possible. It acknowledges the industry cannot wait another 40 years for a flawless bill. Instead, it proposes a pragmatic compromise: legal status for existing workers and their families, coupled with a functional visa program to ensure the problem doesn’t replicate itself a decade from now.

“I want us all to say one word that we’re never going to use, and if somebody says it, correct them: This is not amnesty,” says Manuel Cunha Jr., president of the Nisei Farmers League. “These people are going to pay a restitution fee for being here undocumented. We needed them here because Congress has failed to have a guest worker program that works for industries.”

The act introduces the concept of a dignity card — a restitution-based system where workers pay a fee for the right to stay and work legally. It is a rejection of the term “amnesty,” replacing it with a system of earned legal presence. For the worker, it means an end to the fear of racial profiling and the ability to travel home for family emergencies. For the dairy producer, it means the security of a stable, verified workforce that can no longer be dismantled by a single administrative audit.

“We need legal status for the existing workers and their families, so that those who have helped us build our dairies and the industry we have today can stay working in these jobs and keep their families here with them,” Naerbout adds. “And the other is to give us access to a visa program so we don’t end up in the same place ten years from now.”

The Failure of the Domestic Alternative

The argument that American agriculture can be sustained by domestic labor alone has been tested and found wanting. Historical data from California’s “Welfare to Work” initiatives in the late ‘90s showed out of tens of thousands of available domestic workers, only a handful even applied for farm labor, and virtually none stayed past the first few days.

More recent data from the Pacific Northwest reinforces this. Out of 6,000 advertised positions, only two domestic workers were hired, and neither made it to the harvest. The dairy industry is mechanized and modern, but it still requires a level of consistency and dedication the domestic labor market has consistently failed to provide. Automation may be the future, but it is not a solution for the cows that need milking today.

The Political Clock and the One Shot

The window for reform is narrow. With a political landscape heavily influenced by executive action and a doer mentality in the White House, there is a rare, albeit high-stakes, opportunity to move the needle. However, this opportunity is tethered to a ticking clock. If a solution is not reached before the midterm elections, the focus will inevitably shift to the next presidential cycle, where the political appetite for compromise often vanishes.

Advocates are now looking outside the traditional lobbying box, even considering the influence of the sports world — boxing and soccer — to capture the administration’s attention. The goal is to demonstrate immigration reform isn’t just a farmer issue. It is an economic and cultural necessity that touches every restaurant, hotel and household in America.

A Survival Guide for the Modern Dairy

Until the law catches up with reality, dairy producers are forced to navigate a minefield of compliance. The current advice for the industry is strictly pragmatic:

Internal Audits: Producers are being urged to bring in legal counsel to conduct private I-9 audits. Identifying paperwork errors before the government does is the only way to mitigate risk.
Constructive Knowledge: A key piece of advice is to avoid photocopying worker documents. An employer’s obligation is to ensure the documents look real on their face and to record the information. Retaining copies can inadvertently create constructive knowledge of fraud, increasing legal liability.
Warrant Requirements: Farmers must remember that under the 1986 law, authorities must have a federal warrant to enter a farm for cause. Knowing these rights is essential to maintaining order and protecting the workforce from unnecessary panic.

The Path Forward

The struggle for immigration reform in the dairy industry is a long game that has reached a sudden sprint. It requires producers to move beyond their frustration and become politically active, providing cover for representatives to take the difficult votes necessary for change.

“The greatest thing for all of you — growers, men and women and your families — is to protect the workers that are here and give them the dignity they deserve because they made our farms grow. They were there to milk the cows and pick the tomatoes. They were there, and we definitely owe them some type of work authorization,” Cunha Jr. says.

Naerbout adds: “We can’t hold out for our version of perfect. If we hold out for perfect, we’re going to fail. We’re not going to get anything. There has to be that willingness to compromise, and we’re going to have to be willing to accept less than perfect if we actually want a solution to this problem.”

Whether the solution comes through the Dignity Act or an expansion of the H-2A program to include year-round dairy labor, the consensus is clear: the status quo is no longer sustainable. The industry is tired of placeholders. It is time for a statute that recognizes the dignity of the work and the necessity of the worker, ensuring the American dairy industry can continue to milk, move and feed the nation for the next 40 years and beyond.

Getting Ready for Next Season: Using Debriefs to Smooth Out the Rough Spots

Thu, 26 Feb 2026 17:57:20 GMT

As the pace of winter settles in this is the ideal moment to look back at the season behind you. Not with blame, and not with storytelling that drifts wherever the coffee takes it—but with a structured, practical debrief that helps you shape the year ahead.

Most of the coming year’s headaches are already visible in the rearview mirror. The trick isn’t predicting the future. It’s paying attention to the past in a way that pulls your team into the process and turns those frustrations into system improvements. Debriefs do just that.

A good debrief is simple. Bring in the key employees who actually lived the season—the feeders, breeders, calf team, crop guy, lead milkers. Keep the meeting small enough to encourage honest conversation, but broad enough that you’re hearing from the people closest to the work. Tell them the goal up front: identify the root (underlying) problems from last season so we don’t repeat them this season.

Then ask three questions, and stay disciplined about sticking to them:

What went well that we want to continue?
Too often we skip this part, but it gives people confidence and highlights the things that are actually working.
What didn’t go well?
This is where the real value sits. You’ll hear patterns: communication gaps on weekend shifts, equipment that’s always down at the worst moment, and protocols everyone interprets a little differently.
What needs to change?
Don’t let the meeting drift into long explanations or defenses. Focus on solutions. Small, practical fixes are usually the most powerful—rewriting a protocol so it’s crystal clear, changing how information is passed between shifts, setting a specific time each week for the feeder and herdsman to align.

As you work through the discussion, stay out of the weeds. Look for the root cause, not the symptoms. Your job is not to solve every problem on the spot. Your job is to set the tone: direct, respectful, and focused on improvement rather than pinning the blame. Your best employees often have the solutions so resist the urge and just let them do the talking. Just encourage them and take notes.

When I walk dairies through this process, the turning point usually comes when employees realize you’re not asking these questions “for show” or trying to pin blame. You’re genuinely looking for friction points so the season ahead can run smoother for everyone—cows included.

Before wrapping up, summarize the key issues and assign owners to fix the problem. Not in a punitive way—simply clarifying who will follow up, by when, and with what solution. Ownership is what turns a good meeting into change that actually sticks.

Getting ready for next year doesn’t start in the field. It starts in a room, with your people, talking honestly about what got in the way last year and deciding—together—that this year will be even better.

It’s Time to Break Up with the Bad Employee

Fri, 13 Feb 2026 18:00:53 GMT

Having the right employees on your team is essential to keeping the farm running smoothly. Yet in many cases, workers are hired to fill an urgent labor gap and aren’t given the training or resources they need to succeed. When that happens, even well‑intentioned employees may struggle to fit the role or the team—ultimately leading to a labor “breakup.”

Jorge Delgado, a training and talent development specialist with Alltech, says the reluctance to address these situations is often emotional and more costly than managers realize. In a recent conversation, he compared it to staying in a romantic relationship long after it is clear it is not working.

Why Do Farms Struggle to Let Go?

For many farm owners, the biggest barrier to firing a poor-fit employee is fear.

“One fear that many farmers have is that they are not going to be able to find another employee to replace the person they are letting go,” Delgado explains.

This fear intensifies in specialized roles where skills are harder to find.

“This can especially be true for middle management positions,” Delgado adds. “These are more technical positions, and it can be really hard to find people to fill that role. Sometimes, that makes management hesitate to get rid of that person, even though it’s hurting production and numbers at the farm.”

Family and social ties on the farm add another complication. Delgado says it’s not uncommon for employees to be related, or tightly connected, to others on the crew.

“Sometimes these guys, they have family involved,” he adds. “The owners or managers are afraid that if they let go of oner person, these guys will take their family or friends with them.”

The result is a kind of emotional hostage situation. Even when the employee clearly doesn’t fit the culture or role, management feels stuck, hoping the situation will somehow improve on its own.

Have Clear Expectations

Many employee challenges on farms can be traced back to what did or did not happen on the first day of work. Delgado says problems often begin long before performance issues show up, simply because expectations were never clearly laid out.

“You have to have rules and regulations really clear and established on a far,” Delgado says. “Most of the farmers hire people on the spot, get them trained and get them going. These people don’t necessarily go through a formal onboarding process where they go through the expectations, the rules and regulations, and so they don’t know anything about it.”

When those expectations are never clearly explained, performance conversations and eventual terminations can feel unfair on both sides. Employees feel blindsided, and managers feel frustrated. In many cases, the breakdown started on the first day the employee walked onto the farm.

He also stresses the value of doing basic reference checks before hiring, an often-skipped step in agriculture.

“Sometimes we just hire the individual that is right at the door, and we don’t do any research,” Delgado says. “But that research can be an early sign that this individual is not the right fit for my culture.”

The Three-Strike Approach

Before any tough decision is made, farmers need a clear framework for addressing performance issues. Delgado recommends a structured, professional process—one that gives employees fair warning while protecting the farm.

He suggests a simple three-strike policy:

Verbal warning - Delgado stresses that this first step should be a clear, calm and deliberate conversation. The manager needs to sit down with the employee and explain exactly what behavior or performance issue needs to change, why it matters to the operation and what improvement looks like.

He encourages farmers to avoid vague statements like “you need to do better” and instead focus on specific, measurable expectations. The employee should leave the conversation knowing precisely what needs to change and the timeframe to correct it.

Written warning - If the issue continues after the verbal warning, Delgado says it is time to move to formal documentation. This step should be more structured and intentional, signaling to the employee that the concern is serious and must be addressed.

“You need to sit down with the person and explain what’s going on,” Delgado says. “It becomes more structuralized, because the person and both parties should sign a document saying, ‘Look, this is the second time you did this, and these are going to be the consequences if you do it for the third time.’”

Termination -If the behavior does not change after verbal and written warnings, Delgado says it is time to part ways. By this point, the employee has been given clear expectations, opportunities to improve, and formal notice that the issue is serious.

Delgado encourages farmers to handle this step professionally and directly. The conversation should be private, respectful and brief. The manager should clearly state that the employee is being let go, reference the previous warnings, and avoid turning the meeting into a debate or long explanation.

Watch for Red Flags

Every farm has its own internal culture. Employees work closely together, talk with one another and often recognize problems long before management does.

“In this small circle, things travel fast, especially trouble,” Delgado says. “When there is a person who is not behaving properly or doing something wrong, the team will try to get rid of this person. And the first sign is they will communicate with management.”

Delgado adds that the mistake many managers make is brushing off those early comments or complaints. When multiple employees start raising concerns about the same person, it is often an early warning sign that something is not working and needs attention before it affects the whole crew.

“Many times, the managers avoid these signs,” Delgado say. “They think, ‘Just let it go. Everything’s fine. We’ll take care of this later’ and they totally avoid the problem. By the time they realize it is a big issue, it’s too late.”

Common red flags include chronic lateness, cutting corners, skipping protocols and poor communication. These patterns aren’t only unprofessional, but they can create extra work and frustration for the dependable employees.

“At some point you have to say, ‘What’s going on here?’” Delgado notes. “Don’t ignore the red flags and sweep them under the rug.”

When You Have to Fire on the Spot

Not every situation needs to follow a step-by-step process. Sometimes, inappropriate behavior or actions require immediate dismissal.

“Sometimes you have to get rid of somebody on the spot,” Delgado says. “For example, someone mistreating animals, damaging equipment, mistreating coworkers, stealing or causing serious disruption needs to be let go of immediately. When behavior like drugs, alcohol, sexual harassment or anything else begins to change the culture and environment of the farm, there are no second chances.”

In these cases, keeping the wrong person sends the wrong message to the rest of the team. It makes it look like serious issues can be overlooked or tolerated. It creates frustration for employees who follow the rules, do their jobs well and expect the same standards from others.

Check In, Listen and Make Employees Feel Valued

Preventing tough breakups with employees starts well before any termination talk. Regular check-ins—both formal and informal—can catch small issues before they grow into major problems.

“Formal reviews need to be mandatory,” Delgado says. “But they often aren’t regular. Also, survey your culture. Anonymous surveys usually get people to speak up, and you’ll learn a lot about the reality of your team and the culture.”

One simple question he likes to ask employees is: Would you recommend a friend or family member to work here?

“If the answer is no, something is off,” he adds. “You need to fix that now rather than dealing with the fallout later and having to let too many people go.”

Beyond systems and surveys, many farm employees simply don’t feel valued.

“Ask an employee what their role is, and they often say, ‘I just do ‘fill in the blank’” Delgado says. “They don’t see the big picture, and it’s our job to make them feel relevant.”

That means communicating mission, purpose and appreciation—much like in a healthy marriage.

“If you aren’t telling your spouse you appreciate them, you can’t be surprised when the relationship fails if you only point out the negatives,” he adds

Breaking Up the Right Way

Running a farm isn’t just about managing equipment, crops and livestock. It also means managing people. And while you can’t control every employee’s choice, you can:

Set clear expectations from day one
Document verbal and written warnings
Pay attention to the “inner community” of employees
Use reviews and surveys to monitor morale and culture
Communicate how valuable and relevant your team members are

And when it becomes clear that someone isn’t a fit, you owe it to your business and your team to act.

Operating in the Shadows: Why the Dairy Workforce Crisis is a Threat to National Food Security

Mon, 09 Feb 2026 14:08:05 GMT

Behind every gallon of milk lies a multi-billion-dollar industry fueled by a workforce that, in the eyes of the law, technically doesn’t exist. This is the ultimate American paradox: a critical sector of the national economy forced to operate in the shadows, where a single enforcement rumor can halt business overnight.

At a recent panel at the IDFA Dairy Forum focused on immigration and the workplace, and industry leaders from across the political and geographic spectrum gathered to dissect a crisis that has moved beyond mere political rhetoric into the realm of business continuity and national food security.

The discussion, featuring Shannon Douglass (California Farm Bureau), Rick Naerebout (Idaho Dairymen’s Association), James O’Neill (American Business Immigration Coalition), and Julie Myers Wood (Guidepost Solutions LLC), revealed an industry caught between shifting federal enforcement agendas and a desperate need for structural legislative reform.

The Geography of Fear: California Versus Idaho

The impact of immigration policy is often dictated by the political makeup of the state in which a farm operates. Douglass, representing the deep-blue state of California, described a fear factor that can paralyze a harvest in hours.

“In June, specifically in the strawberry fields of Southern California, workers were afraid,” Douglass says. “We saw up to 60% of the workforce simply not show up because of rumors of ICE agents in the area.”

This instability doesn’t just affect the workers. It creates a ripple effect throughout the supply chain. In the Los Angeles area, it took nearly two weeks for harvest crews to recover their volume after a single week of enforcement scares. For many farmers, the chaos is more damaging than the enforcement itself, leading to shut-down crews and lost product when the timing of the harvest is most critical.

In contrast, Naerebout describes a different reality in the red state of Idaho. Under the Trump administration, Idaho has benefited from a governor who maintains a solid relationship with federal leadership. Naerebout pointed to a recent “New York Times” interview where President Trump admitted to instructing ICE not to focus enforcement on agricultural sectors.

“We have benefited from being a red state under this administration,” Naerebout notes. “But the risk is that as easily as he tells them not to enforce, he can tell them to start. We can’t be content with the current state of play. We have to keep ringing the bell for a permanent solution.”

The “Quiet” Enforcement and Supply Chain Disruptions

Wood, a former federal prosecutor and head of ICE, warns the absence of a large-scale workplace ICE Raid doesn’t mean enforcement has stalled. Instead, it has become more surgical and administrative.

“ICE is continuing to conduct audits on third-party staffing companies,” Wood explains. “Farmers and processors often find their biggest disruptions come through these secondary sources.”

Furthermore, the enforcement has moved downstream into transportation. Wood highlights aggressive enforcement regarding visa violations among truck drivers crossing borders. While these actions don’t make the headlines like a facility raid, they create significant short-term disruptions and long-term structural questions about how U.S. businesses secure a globally competitive workforce.

The “CEO Pickle” and the Dairy Gap

Perhaps the most significant challenge discussed was the unique position of the dairy industry. Unlike the produce sector, which can use the H-2A seasonal visa program, dairy requires year-round, daily labor.

“Don’t overcomplicate this,” Naerebout urges. “We need two high-level policies: a path to legal status for the current workforce and a viable year-round visa program for the future. That has been the ask for two decades.”

The “CEO Pickle” refers to the underground nature of agricultural labor. Naerebout shares a sobering story of a police chase that ended on a dairy farm, leading to a full-scale raid that decimated the operation’s workforce.

“Our industry is divided,” he says. “Smaller farmers feel like they can’t grow because they are operating in the shadows. We have a whole underground labor market, and we have to come up with answers.”

Linking Labor to the Grocery Bill

O’Neill argues the best opportunity for reform lies in connecting the workforce crisis to the consumer crisis at the grocery store.

“The primary driver of increased food cost is the increased cost of labor, and the primary driver of that is accessibility,” O’Neill says. He notes the political environment is shifting, with a general backlash against current enforcement styles — particularly among Hispanic voters — and a growing recognition that food inflation cannot be solved without stabilizing the farm workforce.

O’Neill highlightes that while legislative efforts like the Dignity Act and the Farm Workforce Modernization Act have been reintroduced, they require a bipartisan environmental shift to move forward. The goal is to move immigration from a fiery border security debate to a pragmatic discussion about economic stability.

The Path Forward

The consensus among the panelists was one of urgent optimism. The American public’s view on agricultural labor is softening as the link between labor availability and food prices becomes clearer. However, the industry remains at the mercy of executive whims and congressional inaction.

As Douglass concludes, the goal isn’t just about numbers or data; it’s about the “personal stories of the farmers”, and the resilience of the communities they support. Whether in a blue or a red state, the message to Washington is the same: the U.S. dairy and agricultural sectors cannot remain globally competitive while their workforce remains in the shadows.

Your Next Read:
Overnight Exodus: How An ICE Raid Cut This Dairy’s Workforce By More Than Half

Winter-Proof Your Workforce: Keeping Employees Warm on the Job

Fri, 27 Sep 2024 17:11:57 GMT

What started as a mild winter is bound to become brutal as plunging, dangerous temperatures sweep across much of the U.S. While most of the country will stay bundled up inside, farmers and their employees don’t have the luxury of skipping work for a snow day.

To create a safe and comfortable work environment for your farm employees, it’s important to address the specific challenges posed by cold weather on the farm. As temperatures begin to drop, consider implementing the following tips to keep your crew safe, warm and productive:

Make Sure They Have Adequate Clothing

Dressing poorly shouldn’t be considered “cool,” especially when it comes to harsh winter weather conditions on the farm. However, not all employees know how to appropriately dress for the bitter weather. Consider providing them with the following checklist and keeping a few extra items in a bin for employees to use in case they forget.

Some examples of warm winter clothing include:

Lined jackets
Lined overalls
Stocking caps / hats and lined gloves
Long thermal underwear
Lined boots – waterproof and anti-slip
Wicking wool socks
Scarf

Provide Warm Break Areas

Working out in the cold can take a toll on the body. That’s why it’s necessary to take frequent breaks to rest and warm up. To keep employees going, be sure to create designated warm break areas for your employees to recuperate.

Offer snacks that are not only tasty but also provide energy. Nutritious options like trail mix, energy bars, and fruits can help replenish energy levels. You can also supply a selection of hot beverages like coffee, tea or hot chocolate. If employees are coming in from wet or snowy conditions, consider having a designated area with a drying rack for wet outerwear, gloves, and boots.

Adjust Schedules

Adjusting schedules in the winter is a practical strategy to address the challenges and potential hazards associated with cold weather. Along with allowing more frequent breaks to prevent prolonged exposure to the cold, consider scheduling more grueling outdoor tasks during the warmer parts of the day.

Keep Up Communication

Safety concerns rise as cold weather intensifies. This rings true for not only our employees, but livestock as well. Keep the lines of communication open with employees to address concerns and gather feedback on their comfort and to learn if areas of the farm need immediate attention.

Work in Pairs

While farmers are already hard-pressed to find labor, working in pairs allows employees to get the job done quickly and safely. Using the buddy system ensures that every employee is accounted for and that the work gets done in a timely fashion. This system is especially important for employees working in remote areas.

Have an Emergency Kit

Winter weather can be unpredictable. Having an emergency kit in a well-known location can be a lifesaver when it comes to coping with unexpected challenges. Keep your kit filled with the essentials, such as:

Medical supplies
Extra clothing
Blankets
Handwarmers
Flashlights
Non-perishable snacks

Know the Signs of Cold Stress

Hypothermia and frostbite are the two most common forms of cold stress and can be fatal if left untreated. To help minimize the risk of these conditions going unnoticed, make sure to review and be on the lookout for the following symptoms.

Signs of Hypothermia:

Fast and shallow breathing / trouble breathing.
Going from shivering to not shivering.
Hunger, fatigue and confusion.
Lack of coordination.
Increased heart rate.
Weak pulse.
Slurred speech / mumbling.
Dizziness and nausea.

Signs of Frostbite:

Cold skin, prickling feeling and numbness.
Red, white, bluish-white or grayish-yellow skin.
Hard or waxy-looking skin.
Clumsiness due to joint and muscle stiffness.
Blistering after rewarming when severe (expect exposed skin to peel off).
If the skin turns black seek medical attention..

How An ICE Raid Cut This Dairy's Workforce By More Than Half

Wed, 21 Jan 2026 17:53:18 GMT

Like many of their fellow dairy farmers, Rodney and Dorothy Elliott, owners of Drumgoon Dairy, grapple with securing reliable labor. Nestled in the small town of Lake Norden, S.D., their labor headaches intensified this past spring when their 6,500-cow dairy operation experienced a federal Department of Homeland Security audit that led to the immediate termination of 38 employees. The Elliotts were left with 16 workers.

“We didn’t just lose employees — we lost years of experience, skills, knowledge and a team culture that we had built over the past 10 years or more,” Dorothy says.

The audit findings revealed several workers had inaccurate, outdated or incomplete documentation regarding their U.S. citizenship status or work permits. For the Elliotts, the raid brought to light a critical issue that many farms and ag businesses face today: The complexities of immigration policy impact workforce availability.

The Elliotts fear for the future, not only for their own dairy, but for the industry at large. Immigrant workers are critical to dairy operations, representing over half of all dairy farm labor and contributing to 79% of the U.S. milk supply, according to the National Milk Producers Federation.

“Basically, we’ve turned off the tap, but we’ve done nothing to create a solution to find employees for the dairy industry,” Dorothy says.

(Drumgoon Dairy)

The urgency for immigration reform is exacerbated by the fact Americans are typically unwilling to undertake these demanding jobs, says Rick Naerebout, CEO of the Idaho Dairymen’s Association.

“This is bigger than just a dairy issue, this is a feeding America issue, which is national security. Roughly half of all on-farm labor in America is unauthorized. We cannot feed ourselves as a country without these workers,” Naerebout says. “One of the lessons we learned from WWII is that a country that cannot feed itself without imports is at greater risk from their enemies.”

(Drumgoon Dairy)

A Sustainable Future Requires a Sustainable Workforce

The Elliotts’ journey began in northern Ireland, where they managed a small dairy farm restricted by stringent government regulations. Frustrated by the limitations and lured by an enticing marketing campaign from the South Dakota Department of Agriculture, the family took a leap of faith. They left Ireland, aspiring to transform their modest 140-head operation into a modern, sustainable dairy farm.

Their vision extended beyond business growth — they also set their sights on building an operation that offered future generations a chance to return to farming.

“We’ve achieved our goals that we set out for ourselves: Build a dairy, milk cows and grow the dairy industry in South Dakota,” Dorothy says. “Is it a sustainable goal if there’s nobody to work on these dairies? No. All the time, money, effort, investment and hard work that has gone into it will be null and void if there isn’t a workforce.”

With firsthand experience, Elliott empathizes with her workforce, many of whom are Hispanic immigrants. Elliott gained citizenship shortly after relocating to the U.S., and her husband followed suit, becoming a citizen eight years after they moved.

“We’re facing a reality where all our employees are doing is working. They’re filling positions that are, at present, not being claimed by American workers,” Dorothy reflects.

Her statement sheds light on the essential roles immigrant laborers play across the agricultural landscape, highlighting the gap between workforce demands and available labor supply.

“I want people to understand that dairy farms don’t choose to hire undocumented workers. We all have to hire following state and federal guidelines,” Dorothy says. “Everyone who was hired on our farm had to have a state or federally issued ID card and a Social Security number. Some of these employees had been working without any flags being raised for over 10 years. They were paying all the state and federal taxes we are required to collect.”

(Drumgoon Dairy)

Automation Still Requires Human Touch

Despite adversity, the Elliotts push forward. Nearby farms offered temporary assistance following the raid, and they continue to heavily invest in both local and international workforce recruitment. Although automation seemed a promising alternative at one point, the prohibitive costs and disappointing results led to the sale of some equipment.

Drumgoon Dairy installed 20 robots in 2020. They hoped to recruit students and graduates from Lake Area Technical College’s robotics program to maintain the equipment. They’ve advertised maintenance positions, but the response has been disheartening. As of now, “no one,” according to Dorothy, has stepped forward to fill these roles.

Given the high costs associated with running and servicing the robots, the family decided to remove them.

(Drumgoon Dairy)

A National Security Crisis

Drumgoon Dairy’s challenges are not isolated. Since President Trump’s crackdown on immigration started a year ago, ICE Raids have happened all across the U.S. While numbers specific to the agriculture industry aren’t available, according to the U.S. Immigration and Customs Enforcement , the number of people in immigration detention in the U.S. hit an all-time high as of Dec. 14, 2025, at 68,400 people.

It’s been nine months since the ICE raid at Drumgoon Dairy. While the Elliotts now have a full workforce, they’re not operating with the same level of experience, skills and knowledge.

“I feel that the Republican Party has run on this promise of immigration reform and encouraging new businesses to come and set up businesses in the U.S.,” she says. “Since we started dairy farming in 2006, the only people coming to work on dairy farms have been from the Hispanic community. I now see local construction businesses, factories, landscaping businesses and other ag businesses all using Hispanic workers. Where is the reform? What has been done to facilitate a sustainable workforce?”

Your Next Read: What To Do If ICE Comes Knocking On Your Door

Rethinking Labor on Dairy Farms: 3 Ways to Cut Costs in 2026

Tue, 13 Jan 2026 14:59:00 GMT

What if you could cut $70,000 of expenses out of your budget for 2026, with no negative consequences? Well, most dairy farms can. Why? Because your team may be more capable than you think.

With the projected low milk prices for 2026, it’s crucial to rethink how we manage labor resources to help our operations cashflow. In fact, overstaffing is one of the most common drains I see on dairy farms’ bottom lines. Before you onboard your next full-time employee, here are three ways to rethink labor on your dairy farm:

1. Assessing Overstaffing and Streamlining Workflows

One of the primary areas for potential savings is labor efficiency. It’s not uncommon for dairies to be overstaffed. In several cases, I’ve worked with dairy farms where a simple reorganization of tasks resulted in significant savings. For example, by evaluating how employees are utilized across different areas, such as feeding and milking operations, farms can operate more effectively without the need for additional hires by cross-training team members to be proficient in more than one area.

Recently, I visited a dairy facing financial struggles, and they were milking all their cows three times a day. After conducting an audit, we found that the employees had the capacity to handle four milkings a day. By reassigning tasks and realizing the existing workforce’s full potential, we increased production by five pounds per cow per day and improved the farm’s bottom line without additional hiring.

2. Leveraging In-house Capabilities

Another overlooked opportunity lies in the balance between in-house labor and outsourcing. By training existing staff to perform essential tasks that are often outsourced, like breeding or hoof trimming, farms can save substantially. This approach empowers employees and can lead to job satisfaction while reducing external vendor costs.

3. Maximizing Managerial Involvement

I’ve seen managers who spend too much time in the office rather than capitalizing on opportunities to streamline operations by working alongside their team. By understanding and participating in daily tasks, managers can not only spot inefficiencies, but also and motivate employees to work collaboratively and hold them accountable to making every paid hour count. Managers are often surprised to find out just how much of the day employees are spending on socializing or taking breaks. The only way to know is to be there, working alongside the team.

To successfully manage through low milk prices in 2026, it’s essential to evaluate and optimize your labor strategies. Proactively incorporating these changes will not only help you manage the challenges of the upcoming year but also lay the groundwork for team expectations and efficiencies that will continue to keep your business profitable in the future.

For more on this topic, tune in for Episode 297 of the Uplevel Dairy Podcast:

How to Handle Tension Before it Becomes Conflict

Wed, 07 Jan 2026 22:37:46 GMT

Conflict on farms isn’t always obvious. It doesn’t have to show up as a dramatic argument or a big blow-up moment. Most of the time, it starts as frustration over a task, strain between coworkers or even just someone quietly checking out.

While conflict can feel messy, it’s not a sign something is broken. According to Hernando Duarte, farm labor outreach specialist at the University of Wisconsin-Madison, it’s a reality of farm work.

“In labor-intensive environments like farms and other agricultural operations, conflict between employees [and family] can happen,” Duarte explains. And on farms, that friction is hard to avoid.

Conflict Can Feel Personal

Duarte notes conflict feels uncomfortable for a reason. On a farm, long hours, physical work and constant pressure can make disagreements feel personal, even when they’re not. Sometimes, just a simple disagreement can feel like a personal attack.

“Our brains often perceive conflict as a threat, which makes it uncomfortable and leads many people to avoid it,” he says.

That instinct to avoid tough conversations is understandable, but avoiding conflict doesn’t make it disappear. According to Duarte, the difference between a farm that struggles and one that moves forward often comes down to how leaders respond when tension shows up.

Most Conflict Starts Below the Surface

Sometimes a disagreement looks like just part of the daily grind, but Duarte emphasizes that understanding what’s underneath the issue is the first step toward solving and preventing conflict in the future.

On farms, those underlying causes often include:

Misunderstandings about expectations or tasks
Different work styles and decision-making speeds
Unclear roles or responsibilities
Cultural or language barriers within diverse teams
Stress and fatigue during peak seasons
Generational differences in values and priorities

None of these are unusual in agriculture, they’re often just a natural part of running a farm. More hands and different perspectives can sometimes cause small misunderstandings, but that’s just a normal part of working together as a team.

Turning Conflict Into Progress

It can be tempting to hope tension works itself out. But Duarte warns that avoiding conflict usually makes the situation worse.

When conflict is ignored, Duarte says farms often see:

Lower morale and growing frustration
Reduced productivity and focus
Higher employee turnover
Declines in performance, quality and safety

Unresolved conflict doesn’t just go away. Left unaddressed, small tensions can grow and start affecting how the team works together.

“Conflict doesn’t have to be a negative thing,” Duarte says. “When handled properly, it can lead to stronger communication, better teamwork and long-term improvements and innovation.”

Handled well, conflict can actually move a team forward. Duarte encourages leaders to:

Create space for private, respectful conversations
Listen to all sides without interruption
Look beyond surface issues to understand the real concern
Refocus discussions on shared goals, including a safe, productive, respectful workplace
Agree on clear next steps, responsibilities and follow-up
Bring in additional support if issues repeat or escalate

Addressing conflict early helps keep small issues from turning into long-term setbacks and gives teams a chance to work better together.

Leadership Sets the Tone

At the end of the day, Duarte says resolving on-farm conflict starts with leadership. If managers ignore tension, people notice. If they step in and handle issues calmly and fairly, the whole team feels more confident.

Leading by example, communicating clearly and checking in regularly all help reduce future conflict. Training supervisors to handle small issues early can keep them from becoming bigger disruptions later.

Conflict isn’t fun, but it doesn’t have to be a bad thing. When it’s handled the right way, it can actually make the team stronger. It’s a chance to build trust, clear up expectations and keep everyone moving in the same direction.

Dairy Farm Labor: Why Human Capital is Key for the New Year

Wed, 31 Dec 2025 16:04:00 GMT

The criticality of a robust labor force cannot be overstated, especially in the dairy industry. The daily rhythm of a dairy operation — from the precision of milking protocols to the meticulous care of herd health and the essential upkeep of facilities — hinges entirely on the expertise and dedication of its people. Without a skilled and committed team, the pursuit of optimal production, exemplary animal welfare and the integration of cutting-edge technologies and sustainable practices becomes an uphill battle.

Looking ahead to the new year, this reliance on human capital will only intensify. The conversation within the dairy community is increasingly centered on not just finding employees but cultivating talent. This means a sharper focus on strategies to attract new individuals to our industry, provide comprehensive training that empowers them and implement retention programs that value their contributions. Investing wisely in our dairy workforce isn’t merely a response to present needs; it’s a proactive step to fortify the future of dairy and guarantee the consistent delivery of the high-quality products consumers expect.

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Coroner Confirms: Toxic Gas Behind Six Deaths at Colorado Dairy

Mon, 25 Aug 2025 20:01:34 GMT

Oct. 31 - UPDATE
In the heart of Colorado, a tight-knit community is reeling from a devastating incident that occurred at Prospect Valley Dairy on the evening of Wednesday, Aug. 20. First responders were alerted to the scene around 6 p.m.

Six people who died at a Colorado dairy farm this summer were exposed to hydrogen sulfide gas, authorities said Thursday. The Weld County coroner’s office drew its conclusions from autopsies and toxicology tests. The initial findings by the Weld County coroner’s office hinted at exposure to hazardous gas, setting the stage for a detailed investigation. Authorities, including the Occupational Safety and Health Administration (OSHA) and the Weld County sheriff’s office, have noted that no criminal factors were discovered at the scene.

The tragedy took a heavy toll, claiming the lives of six individuals:

Ricardo Gomez Galvan, 40, dairy manager from Keenesburg
Noe Montanez Casanas, 32, assistant dairy manager
Jorge Sanchez Pena, 36, of Greeley, service manager for High Plains Robotics, a dairy service company
Alejandro Espinoza Cruz, 50, of Nunn, service technician for High Plains Robotics, a dairy service company
Oscar Espinoza Leos, 17, Espinoza Cruz’s son, accompanied his father on this work job as an intern for High Plains Robotics, a dairy service company.
Carlos Espinoza Prado, 29, Espinoza Cruz’s son, accompanied his father on this job, as a service technician for High Plains Robotics, a dairy service company.

DeLaval shared with Dairy Herd Management that Prospect Valley Dairy milked in a DeLaval 106-stall rotary that had been installed in 2018.

A source close to Dairy Herd Management described the chaos as the dairy manager attempted to assist others before collapsing, highlighting the confusion and fear that gripped the location that day.

This community of dairy workers is supported by companies like DeLaval and HPR, both expressing profound sorrow and pledging assistance. DeLaval offered a heartfelt statement, sharing condolences and affirming support for those impacted:

“DeLaval is deeply saddened to learn of the tragic incident that occurred at Prospect Valley Dairy on August 20. Our thoughts and prayers are with the family and friends of those who perished. We stand by in support of those impacted as we await further information from the authorities.”

While HPR, which offers technology, service, maintenance and support to dairy farms in Colorado, emphasized their commitment to aiding employees’ families, acknowledging the ongoing OSHA investigation to uncover the cause of this tragedy:

“We extend our sympathies to the families of the HPR employees affected by this tragedy. OSHA is working to determine the cause of the accident, and we are fully supporting their efforts. They are leading the official investigation and will be the sole source for the facts of the accident.

We are committed to supporting our employees and their families during this difficult time. We ask for respect for the privacy of the families, our team members, and others affected as they grieve this tremendous loss.”

Amid this sorrow, there has been an outpouring of community support. GoFundMe pages have been established to ease the financial burden faced by the affected families.

As this community grieves, there is a collective plea for privacy and respect for the families, allowing them the time and space to navigate life after such an irreparable loss. In times like these, it is crucial for the community to come together to mourn, remember and support one another.

This is a developing story. As investigations continue, Dairy Herd Management will continue to update as we learn more. Our team offers heartfelt condolences to the families affected by this tragic accident.

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New Details: Devastating Dairy Farm Accident in Colorado Kills Six

How Nebraska is Tackling the Critical Rural Veterinarian Shortage in a New, Unique Way

Thu, 02 Oct 2025 14:32:20 GMT

A critical shortage of food-animal veterinarians is unfolding across rural America. A 2023 Farm Journal Foundation study found more than 500 counties across the U.S. lack enough veterinarians to care for livestock. The pipeline of new graduates simply isn’t keeping up; only 3% to 4% of today’s veterinary students choose to practice food-animal medicine, compared to about 40% four decades ago.

Experts warn the shortage poses risks beyond farm gates. Veterinarians are a front-line defense for animal health, and without them, food production and U.S. food security could be at risk.

And even though USDA announced plans to address the shortage by announcing their own Rural Veterinary Action Plan in August , Nebraska was ahead of the curve, launching their own program last year.

Nebraska’s Homegrown Solution

The University of Nebraska-Lincoln (UNL), in partnership with Gov. Jim Pillen and state leaders, is working to reverse that trend through the Nebraska Elite 11 Veterinary Program .

“Through the governor and a lot of our state leaders who recognize the need for production animal health DVMs out in rural Nebraska … they partnered with us to identify and develop a scholarship program for these students,” says Deb VanOverbeke, head of UNL’s department of animal science.

The program specifically targets Nebraska students who aspire to practice large-animal veterinary medicine in rural communities.

Scholarships That Start Freshman Year

Unlike most programs that support students late in their training, Elite 11 identifies and supports them as soon as they step on campus.

“These cohorts start as freshmen in college … They’ve identified that they want to go down the path of practicing veterinary medicine in rural Nebraska with production animals,” VanOverbeke explains.

Each year, up to 20 incoming animal science or veterinary science students are accepted into the program. During their first two years, they receive scholarships covering 50% of tuition. After that, 11 students and two alternates are selected for full tuition scholarships during their junior and senior years.

Those selected also earn automatic admission into UNL’s preprofessional veterinary medicine program, run in partnership with Iowa State University.

A Long-Term Commitment

Financial barriers are one of the biggest deterrents for veterinary students. By providing tuition support early and guaranteeing a pathway forward, UNL hopes to ease that pressure.

“It’s going to take us eight years to get these students to be practicing veterinarians in rural Nebraska,” VanOverbeke says. “But so much of the student burden is financial. This scholarship gives them a way to see a path forward.”

The program also includes a major incentive after graduation. Students who practice in a rural Nebraska community for at least eight years in food-animal medicine become eligible for 100% loan forgiveness.

Students Already Seeing the Impact

For students like Sydney Hutchinson of West Point, Neb., the scholarship program has already changed her trajectory.

“I always knew I was interested in doing something with an agricultural background,” Hutchinson says. “I’ve showed livestock, helped with routine stuff on the farm, like vaccinations, pulled a few calves. Those things got me interested in veterinary medicine.”

Originally, Hutchinson planned to attend Kansas State University, but when she learned about UNL’s program, she changed course.

“Nebraska is home to me. That’s where I’ve always seen myself coming back to,” she says. “Having this program show up at just the right time worked out great.”

Now in her second year at UNL, Hutchinson says she knows her calling isn’t in small animal clinics, but in rural, large-animal work.

“Finding large-animal veterinarians is a struggle in the state, especially those that want to come back and work in rural areas,” she says. “Addressing that problem first and foremost is great. It’s going to have a great long-term impact on Nebraska and its ag industry.”

Building a Future for Rural Veterinary Medicine

By investing early in students, providing financial support and creating a clear career pipeline, Nebraska hopes to strengthen its veterinary workforce for years to come.

For Hutchinson, the investment feels personal.

“To have them investing in the next generation — it’s huge,” she says.

If successful, the program could provide a model for other states facing the same critical shortage of rural food-animal veterinarians.

How a Wisconsin Cheese Plant Strike Highlights National Immigration Challenges

Thu, 21 Aug 2025 17:47:09 GMT

In the heart of Monroe, Wis., a significant event is unfolding as workers at a local cheesemaker plant take a stand against new employment policies. The transition to new ownership by Dairy Farmers of America (DFA) cooperative has ignited a strike, driven by concerns over employment and immigration verification processes.

The shift began on August 1, when DFA officially acquired W&W Dairy. As part of this transition, DFA implemented E-Verify, a federal system designed to verify employees’ immigration status. This move triggered protests due to fears that some immigrant workers might lose their jobs. Employees, many having dedicated years — even decades — to W&W Dairy, feared the changes and voiced their demand for severance pay as recognition for their longstanding commitment to the W&W Dairy.

“I think it’s really great that people stood up for themselves simply out of the dignity that, ‘we’re not new employees, we’ve been here 10, 15, 20 years, and we should be recognized as such,” Christine Neumann-Ortiz, executive director of immigration advocacy group Voces de la Frontera, said in a statement.

Neumann-Ortiz took part in a rally that was outside of the dairy plant on Tuesday.

“Obviously, there was a great sense of betrayal that they kind of were told ‘nothing’s going to change,’” she said. “And then it did.”

DFA’s Commitment to Compliance
DFA responded with a statement affirming their commitment to retaining 100% of the W&W workforce while complying with federal employment eligibility requirements. The company’s spokesperson, Kim O’Brien, noted DFA did not initiate a new policy — they are simply adhering to federal law that requires proper documentation.

“With the intention to retain 100% of the W&W workforce, as part of the hiring process to become DFA employees, all W&W workers and other applicants were notified of the need to provide documents to complete both an I-9 form and the E-Verify process. In the event any applicant chose not to provide the required documentation, or the E-Verify process was not successfully completed, DFA’s ability to offer employment was impacted,” the DFA statement said, adding that some media outlets have incorrectly reported that a new company policy is to blame for workers not having a job.

“This is not a new DFA policy; we take compliance with state and federal labor laws very seriously and are committed to complying with federal employment eligibility requirements. As a federal contractor, DFA uses E-Verify across our national network of 80+ manufacturing plants,” the statement said.

The Bigger Picture: Immigration and Food Security
This situation in Monroe reflects broader challenges within the U.S. dairy industry. In fact, DFA has been active in the national conversation about the need for pragmatic solutions to address our nation’s broken immigration policy.

The recent DFA statement read, “This is another example of the significant challenges facing those producing this country’s food. We are advocating for the urgent focus required to develop a solution to sustain the U.S. food supply.”

On July 23, Dennis Rodenbaugh, president and chief executive officer of DFA, shared an open letter on LinkedIn that was published as a full-page ad in the New York Post and Wall Street Journal, emphasizing the critical need for agricultural labor reform in the U.S. dairy industry. Other food industry associations have also issued statements on immigration in the U.S.

Rodenbaugh, who once dairied in western Kansas, highlighted the unique year-round demands of the dairy sector, which are not addressed by current immigration policies like the H-2A program.

“The only agricultural visa available, the H-2A program, is limited to seasonal or temporary work, which is inadequate for dairy operations that require skilled labor every day of the year. These jobs cannot be automated; they demand experience, expertise, and hands-on performance. What’s urgently needed is an immigration policy that addresses the unique challenges of the dairy industry and ensures a sustainable U.S. food supply,” wrote Rodenbaugh, who has been employed with DFA for 18 years and served as CEO since May 2022.

Rodenbaugh’s letter serves as a call to action, advocating for immigration policies that support the dairy industry’s sustainability. He argues that food security is a national priority, intertwined with the economic stability and future of American agriculture.

Rodenbaugh wrote that America’s food security is a matter of national security, as is the U.S. agricultural system — which contributes over $1 trillion to the economy. He wrote the labor shortage has reached “a critical inflection point.”

“Failures of the past are not corrected by creating even greater problems in the present, or worse, by using rhetoric intended to eliminate any path forward,” he wrote. “Doing so risks food access and affordability, disrupts communities and leaves U.S. farms and hardworking families with an uncertain future.”

Moving Forward
The strike at Monroe’s cheesemaker plant sheds light on the complexity of labor and immigration issues within the dairy sector. As the situation unfolds, it underscores the need for thoughtful immigration reform that considers the unique demands and contributions of agricultural workers to America’s economy and food security.

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The Labor Conundrum: Navigating Workforce Shortages in the U.S.

Tue, 19 Aug 2025 12:05:37 GMT

In recent years, discussions around the slowing growth rate of the U.S. labor force have intensified. Rob Fox from CoBank highlights a pressing issue in the company’s latest quarterly report: the potential drag on economic growth due to labor supply constraint.

While the urgency of the problem seemed to subside temporarily, recent developments have brought it back into focus.

Demographic Challenges
Eighteen years ago, the U.S. boasted a fertility rate of 2.12 children per woman, surpassing the level necessary for a stable population. However, the economic upheaval caused by the Great Financial Crisis led to a significant decline in births, a trend that continues to this day. The fertility rate as of 2023 has dropped to 1.62 children per woman. The impact of these “missing births” is now becoming evident as this age cohort begins entering adulthood, coinciding with the retirement of the baby boomer generation. This demographic shift presents a dual blow to the labor market.

Fox says adopting technology — most obviously AI and robotics — will likely be at the core of any strategy to address oncoming labor shortages.

Participation Rates
Another pressing issue is the downward trend in labor force participation rates since 2000. Currently at 62%, a stark decline from the peak of 67%, this translates to approximately 9.7 million potential workers lost.

“Worryingly, this trend may be accelerating: 2.4 million working-aged people have dropped out of the labor force in the past eight months alone,” Fox says, noting some reasons include increased caregiving responsibilities, job skill obsolescence, mental health challenges and rising disability rates.

Immigration as a Balancing Act
For a brief period, immigration helped offset the labor shortage. Humanitarian crises, less restrictive immigration policies, and strong labor demand attracted nearly 9 million immigrants to the U.S. between 2022 and 2024. However, since late 2024, immigration levels have sharply declined. Additionally, the Trump administration’s plan to deport 1 million undocumented immigrants further complicates the scenario. Without a reversal in participation rates or policy changes, the worker pool will continue to shrink.

Agricultural Implication
These labor issues are particularly acute in rural areas, affecting industries like agriculture. Richard Stup from Cornell Cooperative Extension underscores the diminishing labor pool available for farm work. Countries like Mexico — historically a source of agricultural labor — are experiencing similar demographic changes. Economic improvements in these countries reduce the impetus for migration, further tightening labor availability.

“[The population in] Mexico, going forward, will begin to actually shrink,” he says. “It’s not just Mexico. There are a lot of countries in this situation.”

In addition to a smaller pool of workers willing to fill on-farm vacancies, economic opportunities in these countries — such as an increase in Mexico’s inflation-adjusted dollars — are reducing the push factor for migration.

“It means there’s more economic activity, there’s more job opportunity and there’s less push to leave Mexico and go to the U.S. for dollars,” he says. “There’s still a lot of push to come up here, but it’s not what it used to be.”

When looking at the data, Stup notes fewer young people are looking for work.

“The average age of foreign-born employees is about 42 years,” he says. For comparison, the average age of U.S. born employees on farms is 36 years old.

Stup says technology will be used in places where the work is repetitive and heavy manual labor. He also underscores the need for retention programs and attracting a diverse pool of workers. Skills such as critical and systems thinking, data savviness and comfort with animals will be essential for future dairy workers. Education, whether formal or through on-the-job training, is equally important.

The decreasing labor supply poses significant challenges that could hinder U.S. economic growth if not addressed. Without strategic interventions in demographic policies, a shift in immigration approaches, or incentives to boost labor participation, the labor market’s stability remains at risk.

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3 Big Leadership Myths You Need to Bust

Thu, 07 Aug 2025 19:12:38 GMT

Leadership in agriculture often comes with high expectations. Whether you’re running a multigenerational farm, overseeing a team of employees or managing the day-to-day operations, the pressure to “do it all” can be intense. But sometimes the assumptions we make about what good leadership looks like can actually hold us back.

A recent article from Fast Company lists the three most common leadership myths, along with why it’s time to set them aside. From the push for speed to the pressure of having all the answers, these myths can shape how we lead, often without us even realizing it.

Myth No. 1: Faster Is Always Better

Running a farm is a fast-paced job. With long to-do lists and constant demands, it can be tempting to make quick decisions just to keep things moving. While fast thinking might help you get through a busy day, too many rushed calls in a row can create bigger challenges in the long run.

“While speed has its place, it can also be a liability,” says Tony Martignetti, chief illumination officer at Inspired Purpose Partners. “Moving too fast often means overlooking critical insights, missing long-term opportunities and making short-sighted decisions that sacrifice lasting value for immediate gains.”

This rings especially true in agriculture, where the days are long and the decisions are endless. The pressure to “keep up” with changing conditions can make urgency feel like the only option. But not every problem calls for an immediate fix.

“Before defaulting to speed, ask yourself: Are we moving in the right direction? Are we building something that will stand the test of time?” Martignetti says. “True competitive advantage doesn’t come from speed but from strategic timing and intentional execution. Create space for reflection and thoughtful decision-making.”

Myth No. 2: Innovation Means High-Tech

These days, it’s easy to assume that true innovation requires the latest and greatest technology. From automation and data systems to robotics and sensors, the industry is full of shiny new tools that promise improved efficiency and performance.

However, some of the most impactful changes on the farm don’t involve technology at all. Innovation can be as simple as rethinking how you train new employees to set them up for success, or it can involve updating standard operating procedures (SOPs) to better reflect what’s actually working in your operation, rather than sticking to routines that no longer serve it.

These types of improvements don’t require the latest hardware or software. They require a willingness to think critically, question old habits and try something new.

Myth No. 3: Good Leaders Have All the Answers

As the leader of your operation, you might often feel like you should know everything, but thinking you need to have all the answers can do more harm than good. Not only does it create immense personal pressure, but it can also unintentionally silence the people around you. When team members sense that their input isn’t welcomed or needed, they may stop offering ideas, pointing out concerns or asking important questions.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” Martignetti says. “Leadership isn’t about possessing infinite knowledge; it’s about creating an environment where curiosity thrives, where diverse perspectives are valued and where new ideas can emerge.”

On the farm, where no two days look the same, adaptive leadership is often more valuable than certainty. Martignetti notes that leadership requires you to ask the right questions, like: What are we missing? What could we do differently? What does the team think? These questions open the door to better solutions than any single individual could come up with on their own.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” he adds.

Become a Mythbuster

Running a farm means moving fast, thinking on your feet and handling a hundred things at once — but good leadership requires you to know when to slow down, when to listen and when to try something different. Letting go of old ideas about what leadership should look like can be tough, but it also opens the door to something better.

The best leaders don’t have all the answers, and they don’t rely on flash or speed to get results. They lead by example, stay open to new ways of thinking and create space for the people around them to grow. And according to Martignetti, that kind of leadership can make all the difference.

The Vital Role of Immigrant Labor in the U.S. Dairy Industry

Fri, 18 Jul 2025 12:50:22 GMT

In today’s rapidly evolving agricultural landscape, immigration is a key topic of discussion, prominently affecting industries like dairy farming. Labor from immigrant workers proves critical, especially for dairy farmers who face unrelenting workforce challenges. A report from the National Milk Producers Federation emphasizes that immigrant workers are integral, constituting 51% of all dairy labor. With these workers, dairy farms contribute to an impressive 79% of the U.S. milk supply. Robert Hagevoort from New Mexico State University believes that the real percentage might be even higher, as the data from the NMPF dates back to 2015.

“Dairy herd sizes have grown considerably and so have the number of employees on the farm,” he says.

Labor shortages have long been a hurdle for the dairy industry, exacerbated further by the COVID-19 pandemic. Experts highlight a pressing need for dairy farms to rethink their workforce strategies for attracting and retaining quality employees.

Here are three pivotal strategies for achieving a robust dairy workforce:

1. Offer More Flexibility: Adapting to flexible work hours could lead to more administrative tasks, such as issuing additional W-2s, but it’s essential for attracting great coworkers.

2. Improve People Management Skills: Developing strong management skills is critical to engaging with and maintaining a stable workforce.

3. Track Productivity: Monitoring productivity metrics, such as production per hour of labor, is crucial. Engaging workers in conversations about efficiency can also drive competitive advantages.

Jorge Delgado, an on-farm specialist with Alltech, stresses the importance of motivating employees, noting that labor-intensive tasks such as milking exacerbate motivation issues, which are prevalent in the larger agricultural sector. Jennifer Bentley, a dairy field specialist, agrees and points out the growing distance from farming in more recent generations, intensifying labor shortages.

Delgado further estimates that around 60% of the milk supply in the U.S. depends on immigrant labor, underscoring the substantial reliance on these workers.

In the 2025 Farm Journal State of the Dairy survey, respondents echoed the same sentiments regarding labor. Escalating labor expenses compound the difficulties faced by dairy farmers. One survey respondent observed: “Labor expenses continue rising, and our state isn’t allowing us to remain competitive with farmers in other states.”

To mitigate these issues, many farms have introduced incentives to bolster retention, including employee housing, flexible work schedules and wages surpassing the industry average. Over half of the survey participants provide housing for workforce stability and motivation.

To further aid in retaining employees, consider these tips:

1. Education is Crucial: Through education, workers can view the dairy industry as supportive and inclusive.

2. Visual and Hands-on Training: Many immigrant workers come from countries with lower reading comprehension levels, so visual aids and hands-on training are invaluable.

3. Address Language Barriers: Many workers might not speak Spanish as their first language; thus, visuals are essential for effective communication.

4. Implement Online Training: Offering online training tools, developed through partnerships with educational institutions, can help employees understand their roles more thoroughly, boosting efficiency.

5. Prioritize Employee Well-Being: Providing well-maintained equipment, comfortable working conditions and celebrating milestones such as birthdays or Christmas can bolster morale.

Delgado says a culture of appreciation fosters a sense of belonging and elicits valuable employee feedback, leading to workplace improvements.

The success and productivity of the U.S. dairy industry are deeply tied to immigrant labor. By implementing progressive employee management and retention strategies, dairy farms can sustain and improve their operations, ensuring continued contributions to the nation’s milk supply.

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Rural America is Facing a Mounting Labor Crisis

Fri, 11 Jul 2025 21:01:26 GMT

The American labor market is reaching a critical turning point that could tighten labor availability in rural industries and slow growth across the U.S. economy. A new quarterly report from CoBank’s Knowledge Exchange warns that demographic shifts and recent policy changes may start impacting businesses as soon as late 2025.

From livestock and crop operations to food processors and rural cooperatives, this labor shortage is becoming especially noticeable in the heart of America’s farmland. Many producers are already struggling to fill roles, and the challenge is expected to intensify in the coming months.

“Barring an unforeseen change in labor force participation rates or immigration policies, the pool of available workers is set to shrink sharply in the next few years,” says Rob Fox, director of CoBank’s Knowledge Exchange. “The problem will be even more serious in states with slower population growth in the Upper Midwest, Corn Belt and Central Plains.”

Demographic Pressures Mount

Fox says the warning signs have been building for years. Labor force participation has steadily declined, birth rates have dropped and immigration policy has become more restrictive.

Between 2022 and 2024, nearly 9 million immigrants arrived in the U.S., driven by global humanitarian crises and relaxed federal rules. While that influx temporarily eased labor constraints, Fox says it only masked deeper, long-term trends.

U.S. fertility rates have fallen from 2.12 children per woman in 2007 to 1.62 in 2023, meaning fewer young people are entering the workforce just as the last of the baby boomers retire. In addition, labor force participation has slipped from a peak of 67% in 2000 to 62% today. Nearly 2.5 million working-age Americans have left the labor force in the past eight months alone.

“There is no single reason people are stepping away,” Fox explains. “It’s a combination of rising caregiving responsibilities, job skill mismatches, mental health challenges and higher disability rates. These are complex issues that won’t be resolved overnight.”

Shrinking Workforce Hits Agriculture Hard

The effects are already being felt across rural America. Farms, food processors, equipment dealers and cooperatives are struggling to find and keep the workers they need to maintain daily operations. Seasonal labor has become harder to find and full-time positions, especially those requiring specialized skills or long hours, are increasingly difficult to fill.

In regions with slower population growth, such as the upper Midwest and central Plains, the challenge is even more acute. These areas often lack the population inflows that help offset workforce losses elsewhere in the country.

While labor has been tight for several years, Fox warns that conditions are poised to deteriorate further.

“What we are facing is not just a cyclical labor issue; it’s a structural one,” he says.

Border encounters have dropped sharply since August 2024, signaling a steep decline in immigration. Combined with rising political pressure to increase deportations, the agricultural labor pool could shrink even more in the months ahead.

“Immigration has long been a key pillar supporting the rural workforce,” Fox notes. “Without a steady flow of new workers, farms and agribusinesses will have to get creative, either by increasing wages, automating tasks or changing how they manage production.”

Technology Offers a Path Forward

In response, more agricultural businesses are turning to technology to help offset the labor gap.

“The key to addressing labor scarcity always lies in innovation,” Fox says. “AI and robotics are no longer limited to the factory floor. They are increasingly being used in fields, dairies and food plants.”

A recent Gallup poll found that nearly one in five workers already uses artificial intelligence in some form each week. At the same time, the cost of robotics has dropped by nearly half in the past decade, making automation more accessible for a broader range of farms and agribusinesses.

CoBank’s report notes that many farm supply customers are using new tools to increase efficiency, improve decision-making and free up time for employees to focus on higher-value responsibilities.

Planning for What Comes Next

As producers look toward 2026, a combination of labor constraints, volatile input costs and shifting policy landscapes will continue to shape decision-making. Fox thinks adaptability will be essential.

“Technology will be critical to agriculture’s future,” he says. “AI and robotics can help farmers do more with fewer workers, boosting efficiency and margins. But investment decisions must be made carefully, especially in this uncertain economic environment.”

Until clearer policies emerge on trade, labor and energy, rural America will need to prepare for continued pressure.

“This is a pivotal moment,” Fox concludes. “Farms that plan ahead, embrace innovation and stay flexible will be best positioned to succeed.”

Op-Ed: A Legal Pathway for Dairy Workers Is Critical to America’s Food Security

Thu, 19 Jun 2025 17:49:57 GMT

America’s food system relies on a foreign-born workforce to produce, process, and deliver the food that feeds our nation. President Trump just last week highlighted this reality, correctly noting how agricultural guestworkers are nearly impossible to replace. Nowhere is this truer than in the dairy sector, which operates around the clock, year-round, and where more than half of all workers are foreign-born. These workers help power an industry that supports thousands of rural communities, drives billions in economic activity and keeps our food supply safe, affordable and reliable. They deserve recognition and a legal, stable way to contribute to the economy. Yet despite their critical role, our immigration laws offer no viable, legal pathway for them to work in the industry.

Currently, the only agricultural guestworker program available — the H-2A visa — applies strictly to seasonal or temporary labor. Dairy operations, however, require consistent, skilled workers every day of the year. Milking and caring for cows, managing processing facilities and ensuring food safety are daily tasks that cannot pause between seasons. This mismatch leaves dairy farmers and processors nationwide without a legal means to fulfill their guestworker needs.

Labor Department data shows a growing labor challenge for America’s farmers, indicating demand for H-2A guestworkers reached record highs last year — increasing by nearly 10%. Yet the U.S. Government Accountability Office reports over half of all H-2A positions remain concentrated in just five states:

California
Florida
Georgia
North Carolina
Washington

With the limited geographic and seasonal reach of current visa programs, policymakers on both sides of the aisle have signaled strong interest in pursuing legislative solutions.

The bipartisan Farm Workforce Modernization Act, introduced again this Congress after passing the House in two previous sessions, would directly address many critical needs. The bill provides a clear pathway to legal status for long-serving agricultural workers, modernizes the H-2A program and recognizes the need for year-round workers — such as those employed by dairy operations.

The House Agriculture Committee’s Bipartisan Agriculture Labor Working Group has recommended explicitly including initial processing and manufacturing within the definition of agricultural labor, ensuring comprehensive support for the entire agricultural sector, including processors.

The International Dairy Foods Association (IDFA) strongly supports efforts to secure the border and remove violent criminals, but also says law-abiding immigrants employed on dairy farms and processing facilities should be provided a path for legal status.

“Additionally, dairy employers must be provided with clear guidance regarding the relevant rules and regulations governing deportation efforts,” IDFA says.

Importantly, public support is strong and bipartisan. A recent American Business Immigration Coalition poll found nearly 80% of voters favor a legal pathway for long-serving, essential workers in agriculture and food processing. Americans understand a secure border and a stable agricultural workforce are mutually reinforcing goals critical to our nation’s economic and food security.

With illegal border crossings at historic lows and immigration enforcement refocused on securing the border and removing violent criminals, now is the most opportune time for Congress and the Administration to address the agricultural labor shortage in a meaningful and lasting way. A permanent, legal pathway enabling essential, law-abiding workers to remain employed and allowing dairy employers to responsibly meet labor demands is imperative. IDFA says it stands ready to work with lawmakers and policymakers to get it done.

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Worries Mount as ICE Raids Ramp Up On Dairy Farms

A Sigh of Relief? Trump Orders Pause on ICE Raids of Farms, Meatpacking Plants

Mon, 16 Jun 2025 15:58:51 GMT

President Donald Trump is reportedly ordering Immigration and Customs Enforcement (ICE ) to pause raids on farms and meatpacking plants, softening the potential blow to industries that rely heavily on immigrant labor. The news comes after a week of ICE seemingly targeting dairy farms, California produce farms and a meat packing plant in Nebraska.

New York Times first reported on Thursday Trump said he would issue an order soon to address the effects of his immigration crackdown on the country’s farm and hotel industries, which rely heavily on immigrant labor. According to reports, the new directive still allows for investigations into serious crimes such as human trafficking.

“We will follow the president’s direction and continue to work to get the worst of the worst criminal illegal aliens off of America’s streets,” Department of Homeland Security Assistant Secretary Tricia McLaughlin told “U.S. Farm Report” in a statement.

The Department of Homeland Security and top White House officials continue to say that ICE is targeting “criminals” and “criminal illegal aliens.” However, as more dairy farms and a meat production plant were targeted, that called into question if it’s just criminals ICE was targeting.

Recent Raids on Farms and Meatpacking Plants

The raid on Glenn Valley Foods, a meat production plant in Omaha, Neb., drew national attention. That raid is what the Department of Homeland Security called the “largest worksite enforcement operation” in the state during the Trump presidency.

Glenn Valley Foods was founded in 2009 by Gary Rohwer, and according to their website they sell steak, chicken and corned beef products to restaurants and grocery stores. Rohwer said he was surprised by the raid and had followed the rules regarding immigration status. The plant used E-Verify, a federal database used for checking employees’ immigration status. But the warrant by ICE officials that said they had identified 107-people who they believed were using fraudulent documents.

Congressman Don Bacon, R-Neb., told local media 75 to 80 people were detained, but four people were also arrested for assaulting ICE agents during the operation. Officials say an investigation is ongoing and additional arrests could be forthcoming, authorities said.

“While carrying out an enforcement operation in Omaha, Nebraska an illegal alien from Honduras threatened federal officers and agents with a box cutter. These are the type of threats and assaults our brave law enforcement face every day as they put their lives on the line to protect and defend the lives of American citizens,” McLauglin also said in a statement to Farm Journal. “Our ICE enforcement officers and agents are facing a 413% increase in assaults against them. Thankfully, no ICE law enforcement was hurt in this operation. The operation was successful and resulted in the arrest of 76 illegal aliens. This was the largest worksite enforcement operation in Nebraska under the Trump administration.”

It’s not just meatpacking plants that saw increased ICE presence last week. Immigration officials also continue to visit dairy farms across the country. There were reports of raids from South Dakota to New Mexico.

@HSIElPaso executed a search warrant at Outlook Dairy Farms in NM & arrested 11 illegal aliens for violations of fraud & misuse of visas, permits & other documents. 1 was previously removed from the US, 9 banned from the US. LeaCountySO HSILasCruces HSI Roswell #EROElPaso #WSE pic.twitter.com/PzLKBJIdQE
— HSI El Paso (@HSIElPaso) June 4, 2025

ICE shared a photo on X saying it executed a search warrant at “Outlook Dairy Farms” in Lovington, N.M. Officials say they arrested 11 people for violations of fraud and misuse of visas, permits and other documents, including nine who investigators say were already banned from the U.S.

The owner of the dairy farm told the Albuquerque Journal that the people arrested supplied him with false paperwork and that following an audit before the raid he’d been required to fire 24 other workers on the farm.

Worries were starting to mount as ICE raids ramped up on dairy farms, according to DairyHerd.com .

By the Numbers: A Heavy Reliance on Immigrant Labor

The news this week of the Trump administration putting a pause on raids of farms and meat processors is welcome news for those in agriculture. From dairies and produce farms, to meatpacking plants across the U.S., those are sectors that rely heavily on immigrant labor.

Immigrant labor makes up a substantial portion of the meat processing workforce, with estimates ranging from 37% to over 50%; however, states like South Dakota and Nebraska have even higher concentrations of immigrant workers in meat processing, reaching 58% and 66%, according to the nonprofit Migration Policy Institute

And a large portion of U.S. dairy farms rely on immigrant labor, with estimates indicating that over half of all dairy workers are immigrants. Specifically, these workers account for 51% of the total dairy workforce and are responsible for producing 79% of the U.S. milk supply.

Farmworker Justice estimates 70% of the produce industry’s farmworkers are immigrants. USDA’s estimates are lower, estimating that number is closer to 60%.

Ripple Effect of Immigration Crackdown

No matter the exact number, it’s clear agriculture- and the produce industry- relies on an immigrant workforce. According to an exclusive report by Farm Journal’s The Packer , the ripple effect of Trump’s immigration crackdown on agriculture could be far-reaching, if the administration revives its focus on ag.

Kevin Kelly is CEO of Emerald Packaging, which is the largest flexible packaging supplier to the leafy greens industry and based in Union City, Calif. The company has been in the packaging business for 62 years, and says the immigrant workforce in California is feeling uncertain and afraid.

“We’ve certainly heard that folks aren’t turning up to work in the fields, and we’ve seen it in our facility. And we verify everybody, so we know everybody in our facility is documented and can legally work in the United States,” Kelly tells Jennifer Strailey, editor of The Packer. “In our case, it’s brothers and sisters being deported, and other family members being afraid, and our employees staying home to help their family members move, to take care of them or to take them to see an attorney, that kind of thing.”

In an early morning raid, ICE agents are seen chasing farmworkers through an Oxnard field. The raids coming as the federal gov't ramps up immigration enforcement in SoCal. Continuing coverage of the ICE raids, protests and unrest - Tonight at 11 from ABC7. https://t.co/bSJpCk8byb pic.twitter.com/oQQismAu2j
— ABC7 Eyewitness News (@ABC7) June 11, 2025

He says there’s an irony taking place, as some of their employees voted for the current administration with the assumption only criminals would be targeted in an immigration crackdown. But he says “that’s clearly not what’s happening.” He says harvesting lettuce is back-breaking work, and it’s work that they can only find immigrant labor to do.

“We should be handing them gold stars, not throwing them out of the country,” Kelly says.

Kelly adds that half of the nation’s farm labor is undocumented. That includes electricians, plumbers and welders that the U.S. all relies on.

“And now it’s suddenly occurring to us that we rely on them?” he says.

The National Council of Agricultural Employers (NCAE), a national association focusing on agricultural labor issues from the employer’s viewpoint, recently sent a letter to the Trump administratio n.

“The Council and our members are encouraged by President Trump’s recent comments recognizing the critical importance of the agricultural workforce. His comments are spot on. After years of being subjected to pejorative policies that ignored the realities of rural America and often demonized those living and working in those communities, the President’s comments are a welcome change of pace: we must protect our Farmers,” NCAE stated in the letter.

NCAE also said “he success or failure of America’s hardworking farmers and ranchers largely depends upon their ability to find ready, willing, able, and qualified labor to help them complete the countless tasks it takes to grow food to feed the nation and the world.”

Why Can’t Congress Pass Comprehensive Immigration Reform

It’s evident immigration reform is a major issue for agriculture. No matter who you talk to in agriculture, if they use any part of the immigration system, they will tell you it’s broken.

With an inadequate immigration system in the U.S., why can’t it be fixed? According to agricultural economists surveyed in Farm Journal’s Ag Economists’ Monthly Monitor , it’s too political.

One economist said, “Immigration reform is a huge issue for the U.S. economy and must be addressed. However, it is so politically sensitive that very few Senators or Congressmen are willing to push the issue.”

“Congress has a vested interest in keeping this issue unresolved in the current partisan environment,” said another economist.

“Getting anything started and passed in an election year will be tough, let alone something as confrontational as immigration,” was another economists’ response.

Greater border enforcement and mass deportations were two major pledges made by Trump as he campaigned to reclaim the White House. But as Congress continues to debate Trump’s “Big Beautiful Bill,” immigration reform doesn’t seem to be on Congress’ near-term agenda.

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Train to Retain: Strengthening Your Farm's Workforce from Within

Mon, 12 May 2025 20:14:46 GMT

Investing in training and building an on-dairy culture of community can make all the difference in a dairy’s success, according to Dr. Adrian Barragan, Extension Dairy Veterinarian with Penn State University.

Barragan shared his thoughts on dairy workforce management on a recent episode of The Dairy Podcast Show. He shared a current statistic that it costs approximately $150,000 to hire a dairy manager. Perhaps even more shocking, replacing an entry-level dairy worker costs nearly $100,000. “That’s not just their salary, but the time you spend searching, interviewing, processing the paperwork, and training that person,” he said. Thus, employee turnover is a huge, and sometimes unrecognized expense for dairies.

On average, it takes about 14 days to train a dairy worker with some farm background, and a month or more for someone with none. “In some ways, I think it can be an advantage to hire people with no background or unconscious bias,” he shared. “It may take longer to get them up to speed, but they are more likely to do the work exactly as you’ve shown them.”

Some advice from Barragan on effective dairy worker training includes:

Keep it visual – Investing the time and effort into gathering excellent photos and videos will pay off for years to come, according to Barragan. Language and literacy skillsets vary among workers, and visual examples always add more depth to instructional content.
Combine oral vs. hands-on – Most farm workers are not accustomed to sitting in a classroom. Barragan said a study he and his colleagues conducted showed that knowledge retention increased 25% when oral instruction was accompanied by hands-on tasks. “We need to make the instruction very visual and concise with clear messages. Then actually go out and do it,” he instructed.
Brevity is best – Limit teaching periods to 30-45 minutes each. “It’s better to have 2 short sessions than 1 long one,” Barragan advised.
Make language accommodations – More than half of dairy workers speak Spanish, and Barragan said there are more than 50 dialects within the Spanish language. Investing is translators is critical. Some dairies also have had success using simultaneous translation technology.
Touch base regularly – It is unfair and unproductive to simply turn workers out with no feedback once they have been trained. Barragan recommended team meetings on the dairy at least once a month to check in with workers and inform them of happenings on the dairy. And be sure to bring positivity to those meetings. “Often what happens is that every time there’s a meeting, there’s something wrong. That brings a negative connotation to meetings,” Barragan advised. “A positive work environment is one of the most important factors in retaining people.”

That environment actually can cultivate a sense of community for dairy employees, because they spend so much time together, and may not have many ties in the larger community in which they live. Barragan said it needs to be someone’s defined role on the dairy to set goals and initiate plans for community-building, citing events like soccer tournaments, barbecues, holiday parties and more.

“It needs to be clear who will manage and champion those efforts,” he emphasized. “What are the steps, what is the budget, who’s in charge of making sure it gets done? It can be tedious at first, but after a while it becomes a natural part of the culture on the dairy.” He said even setting aside 1 hour a week to pull all the workers together to do something fun has tremendous value.

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What To Do If ICE Comes Knocking On Your Door

Mon, 28 Apr 2025 16:05:14 GMT

Immigration issues continue to be a significant concern for farmers nationwide, which means proactive measures and informed strategies are essential to minimize potential disruptions on the farm.

Understand the Immigration Enforcement Landscape
Due to resource constraints, comprehensive workforce roundups or enforcement actions are unlikely, with a primary focus on individuals engaged in criminal activities. In Idaho, for example, fewer than 20 field agents cover the state, and there are only 10 detention beds available, according to Rick Naerebout, CEO of Idaho’s Dairymen Association.

Individuals who lack a criminal record are often released after undergoing background checks while in custody, returning to their positions soon after detention, he adds. However, employing individuals with criminal backgrounds comes with the increased likelihood of an I-9 audit.

Proactive Strategies for Workplace Preparedness
To safeguard farms against unexpected ICE visits, Naerebout suggests the following proactive measures:

Designate private areas on your farm with clear signage, and ensure doors are locked to prevent unauthorized access.
Train employees to refrain from allowing ICE agents to enter or answering their questions. Instead, direct them to respond with, “I cannot give you permission. You must ask my employer.”
If an agent seeks entry into a private area during an ICE visit, farmers should verify a judicial warrant is in place and review its details closely for scope limitations.

“The administrative warrant is going to be issued by Homeland Security,” Naerebout shares. “The whole goal in this visit is to limit the amount of exposure to your facility, so limit the amount of exposure to your employees. You want to try and keep them as constrained and give them as little exposure to your facility as possible.”

Implement Effective Employee Communication and Record-Keeping
Jennifer Uranga from Mountain West Ag Consulting underscores the importance of clear communication and meticulous documentation. Often when ICE visits a farm, it’s to audit I-9s, search for specific individuals or conduct a raid with a warrant. Ensuring employees are aware of these procedures can alleviate stress and prevent absenteeism prompted by fears of ICE action.

Maintain an updated list of authorized personnel and contact information to share with employees, Uranga advises, thereby preparing them for regulatory visits without cultivating undue anxiety.

“Make employees comfortable with the fact ICE could show up on your farm. Any regulatory agency visit could make those workers nervous,” she says. “I think it’s so important to have a plan, talk to your employees and really be proactive in any of the I-9 employment paperwork process.”

I-9 forms must be complete and accurate given the legal obligation to retain the documents for each employee until a specified period of post-employment or hire date.

“Retain them until an employee is no longer working for the employer or three years after the date of hire or one year after the employee leaves, whichever is later,” she shares.

Farmers must remain vigilant and informed as they navigate the complexities of immigration enforcement. Developing comprehensive strategies can reduce risk and ensure farm operations proceed smoothly even amid potential ICE actions. As this landscape evolves, continued education and preparation are key to mitigate risks and maintain a stable workforce.

For further resources on the I-9 process, visit USCIS.gov/I-9 .

For more details on immigration, check out this State of the Pork Industry report:

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Cultivate a Thriving Farm Crew: Boost Productivity and Morale

Tue, 22 Apr 2025 10:52:52 GMT

Creating a thriving work environment isn’t just about productivity; it’s about fostering a culture that benefits both employees and the business. Jared Dueppengiesser from Proterra Genetics emphasizes the significance of having the right person to manage people on your farm, a concept he shared during the 2024 Milk Business Conference in Las Vegas. Here are some invaluable insights he provides based on his experience as a former herd manager at Rosendale Dairy, part of the MilkSource LLC.

Finding the Right People Manager
One of the most crucial steps in cultivating a positive culture on your farm is identifying who will drive that change.

“You need to figure out who is going to be the driver of the culture on your farm,” Dueppengiesser says. By selecting someone adept at managing people, owners can shift their teams’ focus and engagement, leading to a more cohesive and motivated workforce.

Communicating the ‘Why’
Day-to-day operations often consume owners, leaving the why behind actions unexplained. Dueppengiesser stresses the importance of training and explaining tasks thoroughly to employees: “Are we focusing and really explaining to employees why we are doing this, and what’s the importance of the task?” Understanding the rationale behind their duties helps employees connect with their work and the company’s goals.

Feedback and Positive Reinforcement
Employees thrive on constructive feedback. Dueppengiesser suggests beginning with positive reinforcement.

“I tried to always start with something positive that they were doing really well and then focus on something they can learn and do better,” he says.

Consistent feedback not only enhances performance but also fosters a sense of worth and motivation among the team.

Cultivating Open Communication
Efforts to change culture take time and strategy. Dueppengiesser advocates for openness to ideas and feedback from employees. He highlights, “It is essential to figure out how you can open the door to make sure that the line of communication is open for all your employees.” An open-door policy encourages employees to share ideas, fostering innovation and improvement.

Prioritizing Employee Engagement
Building relationships with employees is vital. Dueppengiesser recommends engaging with employees first thing in the morning rather than pushing interactions to later, potentially forgotten moments. Spending an hour or more in the barn or parlor for brief but meaningful conversations can make a significant impact. Understanding your employees beyond their work, getting to know their families and hobbies, strengthens the team dynamic.

“I really just tried to focus on learning a lot more about each and every employee, and it really changed the way that they saw our relationship,” he shares about his approach.

It’s important to demonstrate that the relationship extends beyond business metrics; it involves genuine care for their well-being as individuals.

Creating a positive farm culture requires empathy, openness and strategic communication. Identifying the right people manager, articulating the purpose of tasks and prioritizing employee engagement are key steps in this transformation. By doing so, farm owners can not only enhance productivity but also build a workplace where both employees and the business can thrive.

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Trump Suggests Farmers Could Petition to Keep Workers Without Legal Status

Fri, 11 Apr 2025 14:28:28 GMT

U.S. President Donald Trump suggested on Thursday that farmers will be able to petition the federal government to retain some farmworkers in the U.S. illegally, provided the workers leave the country and return with legal status.

Trump’s comments during his Cabinet meeting are, though vague, the most detail the administration has provided on the fate of the nation’s farmworkers without legal status — who make up half the farm sector’s workforce — under his plan for mass deportations.

Farm industry groups have warned that deporting large numbers of agricultural workers would grind the food system to a halt. In addition to farming, many workers without legal status are also employed in the meat and dairy industries.

“We’re going to work with farmers that, if they have strong recommendations for their farms, for certain people, that we’re going to let them stay in for a while and work with the farmers and then come back and go through a process, a legal process. We have to take care of our farmers and hotels and various places where they need the people,” Trump said.

“A farmer will come in with a letter concerning certain people saying, they’re great, they’re working hard, we’re going to slow it down a little bit for them and then we’re going to ultimately bring them back. They’ll go out, they’re going to come back as legal workers,” he said.

The White House and the Department of Agriculture did not respond to requests to clarify the policy or when it will be implemented.

During his first administration, Trump promised the farm sector that deportations would not affect agricultural workers, but has made no such promise in this term.

Immigrant farmworkers prepared for the Trump administration by assigning guardians to their children in the case of their detention and taking other precautions.

(Reporting by Jeff Mason and Leah Douglas in Washington; Editing by Bill Berkrot)

Where Will Farmworkers Come From in the Future?

Mon, 07 Apr 2025 13:23:03 GMT

As the dynamics of the global workforce continue to evolve, so too must the strategies to hire and retain an adequate on-farm labor force in the U.S.

The shrinking pool of workers in rural areas is a real concern for farmers, says Richard Stup, senior Extension associate and agricultural workforce specialist with Cornell Cooperative Extension. One striking example is the declining birth rate in countries, such as Mexico, that historically have been sources of agricultural labor for the U.S.

“[The population in] Mexico, going forward, will begin to actually shrink,” he shared at the 2025 Western Dairy Management Conference. “It’s not just Mexico. There are a lot of countries in this situation.”

In addition to a smaller pool of workers willing to fill on-farm vacancies, economic opportunities in these countries, such as an increase in Mexico’s inflation-adjusted dollars, are reducing the push factor for migration.

“It means there’s more economic activity, there’s more job opportunity and there’s less push to leave Mexico and go to the U.S. for dollars,” he says. “There’s still a lot of push to come up here, but it’s not what it used to be.”

When looking at the data, Stup notes fewer young people are looking for work.

“The average age of foreign-born employees is about 42 years,” he says. For comparison, the average age of U.S. born employees on farms is 36 years old.

Two Employment Solutions
Despite these dynamics, immigration will still play a significant role in sustaining the on-farm workforce. To address workforce challenges, Stup says a couple programs exist:

One is the H-2A visa program, which allows an unlimited number of agricultural workers to enter the U.S., provided the work is temporary or seasonal.
Another viable option is the TN Visa, born from agreements such as NAFTA, enabling skilled professionals from Canada and Mexico to enter the U.S. for professional endeavors.

Navigating these pathways requires producers to have their paperwork, such as I-9 forms, in order, especially with current enforcement trends focusing on individuals with criminal backgrounds.

“It seems pretty consistent that most of the enforcement from ICE is in pursuit of individuals that have some kind of criminal background,” he shares.

With an estimated 11 million undocumented immigrants in the U.S., producers are advised to stay vigilant and prepared. It’s important to keep necessary documentation, such as I-9 forms, social security copies and identification such as driver’s licenses, well-organized and readily accessible, encourages Jamie Castaneda, executive vice president of policy development and strategy for the National Milk Producers Federation. Ensuring all paperwork is in compliance with federal and state laws is paramount if faced with an Immigration and Customs Enforcement inspection.

Embrace Technology and Workforce Development
Technology offers solutions to improve on-farm efficiency. Artificial intelligence (AI), for instance, can optimize tasks, allowing human workers to focus on animals requiring attention.

“Technology is going to be used in places where the work is repetitive and where it’s kind of heavy manual labor,” Stup says.

Workforce development is crucial as well. Supup underscores the need for retention programs and attracting a diverse pool of workers. Skills such as critical and systems thinking, data savviness and comfort with animals will be essential for future dairy workers. Education, whether formal or through on-the-job training, is equally important.

Build a Supportive Work Environment
To attract and maintain a robust workforce, it’s essential to create a positive work environment. Stup highlights the role of supervisors in leading effectively by setting clear expectations, providing necessary training and development, and giving constructive feedback on performance.

“We need to do what we can to retain and create a great place to work,” he says, noting supervisors need to lead effectively.

Supervisors need to spell out three main factors for employees:
1. Expectations. Clearly communicate what is expected of employees, including job descriptions, SOPs and onboarding.

2. Training and Development. Train, coach and use other efforts to teach knowledge, skills and attitudes.

3. Feedback. Give employees information about their performance to help them improve.

The future of the on-farm workforce will be diverse, comprising immigrants and individuals from various backgrounds, including those from urban environments new to agriculture. Balancing the need for manual and mental labor remains appealing, drawing in those uninterested in traditional office roles. The key is to retain and foster talent in the agriculture sector, giving rise to a dynamic and inclusive workforce that will carry the industry forward.

By adopting these strategies, farms can adapt to the shifting landscape, ensuring productivity and sustainability in the face of workforce changes.

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