While labor shortages are certainly not a new trend facing the dairy industry, it continues to be a constant headache that dairy producers battle each day. “Today we might have a month go by without one person stopping in looking for work,” states California dairy farmer, Roger Herrera.
Located in Hilmar, Herrera, alongside his brother Sabino, operate two 2,500-cow dairies and easily says that finding people to work is becoming increasingly difficult and retaining good employees is an absolute must.
Herrera addressed labor at the recent 2021 Milk Business Conference, located at the Paris Hotel in Las Vegas, and states he currently manages 45 employees, but ideally likes to have 50.
Ahlem Farm History
“Bill Ahlem started the dairy my brother and I took over and we’re hoping our kids take over at some point,” Roger shares. The original owner is Bill Ahlem, who is one of the original owners of Hilmar Cheese. Ahlem’s dairy career began in 1966 after he graduated from Oregon State University. He joined his father, William Sr., at one of the family’s two dairies, where at the time they milked 100 cows. Soon after, the second dairy was up and running with another 100 cows. In 1972, he and his brother, Chuck, established a farm and dairy partnership. Six years later, their brother, Jim, joined the partnership to form Ahlem Enterprises. The partnership later split into three independent businesses that are still in operation today.
In 2002, Sabino Ahlem-Herrera joined the partnership after he graduated from the University of California-Davis. As a veterinarian, his expertise in the daily management of herd health and nutrition has enabled the herd to make consistent gains in production.
Twelve years ago, Sabino and Bill wanted to expand the dairy operation and asked Roger if he was interested. “I told Bill, ‘Let me think about it,’” Roger shares. “Bill’s response was, we’re not ready for you to come back anyway, so take the time to think it through.”
Managing Co-workers
A few years later, Roger left L.A. and his law enforcement career to help manage Ahlem’s dairy. Roger is the first to state that there was a big learning curve going from law enforcement to running a dairy and he is thankful that he was able to spend a year shadowing his brother. “I spent my mornings with the cows and with the guys learning the cow movement, milking, dairy protocols and then in the afternoons I would go in the office and learn the business side of it,” Roger says.
Today, in addition to managing all aspects of the dairy farm – from the milking barn, the outside tasks, contracting feed, etc., Roger allocates most of his time of the dairy to “being a gopher for my employees.” Although Roger doesn’t refer to them as his employees or wants to be called the boss. “I think of them as my co-workers”, he notes. “I let my guys know, ‘Hey, I’m here. My job is here to help you, so if I can help you come to me, that’s my job. I’m not the boss. I’m not the owner. I’m not the supervisor. I’m the guy that is going to fix your problems or try to fix them as best I can.’ The only problem I haven’t been able to help them with is getting more help. That’s what we’re struggling with now.”
Being creative every week to combat labor, Herrera offers incentives to his co-workers. “I give them a $500 bonus if they recommend someone and the individual stays with us for three months,” he says. Additionally, employees get bonuses for milk quality, holiday pay and if they don’t call in sick. Ahlems provide medical insurance if their employees get hurt, get sick or go to the hospital on their own. “This is not workers comp related,” Herrera notes. “We will cover their co-pays. I don’t want our guys not going to the doctor because they don’t want to pay the $25 co-pay.”
Herrera, who was born in Mexico, speaks fluent Spanish and can communicate with his employees. “I feel I can empathize with the situation.”
Team Player
In addition to having a well-executed human resource plan, Herrera also tries to connect with his employees. He encourages others to try not to be an ‘upper-level boss.’ “I literally walk the dairy and visit with the guys and ask, ‘How are you doing? and ‘What can I do to make your job better?’”
Herrera notes that this sometimes makes employees pause because often they have not had a boss ask those questions. “Many times, they feel as if it’s ‘them’ versus ‘us’ and I want them to know we are all in the same boat.”
Often, Herrera shares that he tries to develop a sense of ownership among the employees on the farm and make them realize that they play a huge role in the success of the operation.
Furthermore, Herrera asks for input from employees on what they think about protocols. “I also tell them you’re the one doing this, so you’re the professional, you’ve got more experience in it than I do because you do it every day,” he notes.
He continues to ask his employees, “If I implement this policy, do you think it’s a good idea?”
By having these open conversations with his employees, it makes them feel like they are part of a team, which Herrera responds, “They are.” By talking with the employees about changes that need to happen, “they then have authorized it and they’re more prone to take action and follow through on protocols or action items,” Roger states.
COVID-19 has exploded labor shortages in all industries, including dairy. Roger Herrera understands that his dairy, too, will continue to face labor shortages, but he is committed to continuing cultivating a positive work environment to help incentivize his co-workers to stick around to help spell success for Ahlem Farms.
