Starting a new job can be tough. There’s a lot to learn, and it takes time to get comfortable around a crew that has worked together for years. Farm owners can help ease the transition by preparing for a new employee’s arrival and making time to answer questions as they learn the job.
During a recent webinar hosted by Professional Dairy Producers, management coach Don Taylor encouraged farm owners to remember what it felt like to be new themselves.
“They have a common trait, and that is that they never forget what it’s like to be the new employee on their very first day at work. And when they bring somebody in, they’re putting themselves in that person’s shoes,” Taylor says.
Start Before Their First Day
Before a new employee arrives, Taylor suggests thinking about what they’ll need on day one. Who will show them around? Who will train them? If the owner or manager is busy, will they know who to ask for help?
A call a few days before the start date can answer practical questions and introduce the person who will greet them. New hires may wonder about lunch, breaks and where they’ll be working, Taylor says. Those are details they may feel awkward asking about during an interview.
“What are those questions that we can address before they even show up, they already feel like they’re welcome. They already feel like they’re there. They already feel like they’ve made friends,” Taylor says.
Taking care of these details ahead of time gives new employees a better idea of what to expect and helps them feel more comfortable walking in on their first day.
Help Them Get to Know the Crew
When people have worked together for years, they know the routine and each other’s habits. A new employee is still figuring things out, and it can be hard to feel part of the group.
Taylor encourages employers to pay attention to how new hires are fitting in, including during lunch and breaks.
“Make sure they have somebody to sit with at lunch and at break time. And if you see them on their own, invite them over to your group. If it seems like they’re not really fitting in, make it a point to help them fit in,” Taylor says.
An invitation to sit with the crew can go a long way. Coworkers can help, too, by answering questions, explaining routines and making time for conversation. Building those relationships can also help with employee retention. As Taylor puts it, “the sooner that people make friends at work, the longer they’ll stay.”
Farm work gets busy, and it can be easy to assume a new person will speak up when they need help. Some won’t. Regular check-ins give employees a chance to ask questions before they get stuck.
Make Training Part of the Workday
Even someone with years of experience may need time to learn how a new operation runs. Each farm has its own routines, equipment and expectations, so employers shouldn’t assume a new hire will know how everything is done.
Take time to demonstrate a task, then let the employee practice. Make sure they know who to ask if they’re unsure, and check in during the first few weeks to catch questions or problems early.
Safety training deserves special attention, particularly for people unfamiliar with cattle, equipment and farm procedures. Taylor cautions against treating it as a one-time orientation task.
“I don’t think that safety training should be a 15-minute video that they sit down and watch at the beginning. Safety training is an ongoing thing every single day for the first several days,” Taylor says.
Revisiting safety procedures as employees work helps reinforce what they learned during orientation and gives them a chance to ask questions as new situations come up.
Give Feedback Before Problems Grow
Training also means explaining what good performance looks like and addressing concerns when they come up. Waiting until a formal review to bring up a problem can leave a new employee feeling blindsided.
“If you want to tick off a new employee, let something go, and talk about it to them at their 90-day evaluation. They feel betrayed. They feel like you didn’t do your job. They feel like, hey, if you had told me, I would have fixed that,” Taylor says.
If an employee is doing something incorrectly, talk with them about it while the situation is still fresh. They may not realize there’s a problem, especially while they’re learning. Show them what needs to change and give them a chance to do it correctly next time.
The same goes for good work. Let employees know when they’re doing well, so they understand what’s expected and where they’re succeeding. Feedback should be an ongoing part of the workday, rather than a conversation reserved for performance reviews.
Check In and Keep Talking
Taylor recommends making regular contact part of the supervisor’s routine during a new hire’s first week.
“Their direct supervisor needs to make a deliberate effort every single day of their first week to touch base with them and ask them that question: How are you doing? Anything that you’re confused about? Any problems that you’re having with any equipment?” Taylor says.
These talks don’t have to be formal. A quick conversation about a task or a check-in at the end of the day can help a manager understand how things are going. It also gives the employee a chance to bring up anything they’re struggling with.
Making these conversations routine can help employees feel more comfortable speaking up when something is wrong. Taylor says being open about concerns helps build trust.
“We’re teaching them it’s okay to have these conversations. And all of that builds trust,” Taylor says.
Help Employees See the Bigger Picture
New employees can feel more connected to their work when they understand what the farm produces and how their role contributes to the operation and community. Taylor recommends explaining the business in terms people can relate to, rather than relying on figures they may not know how to interpret.
“People can say, ‘Whoa, this is important. I’m producing something that people consume every single day in my community,’” Taylor says.
Recognizing achievements and personal milestones can also help employees feel valued. Recognition doesn’t have to be elaborate. Noticing a job well done or showing support during a difficult time can strengthen relationships on the crew.
Review What’s Working
Farm owners can improve onboarding by looking at what happens when a new person joins the crew and identifying where more support might be needed. Taylor recommends starting with an assessment of the current process.
“Do a review and come up with a strategy. How can we work on a couple of these things, and then develop a longer-term strategy for how do we improve our overall onboarding,” Taylor says.
Start with a few questions: Does someone take responsibility for training new hires? Do supervisors check in during the first few weeks? Do employees know who to turn to when they have a question?
Farm owners can also ask recent hires what they wish they had known on their first day. Their answers may point to changes worth making before the next person starts.
Hiring someone is a start, but helping them learn the job takes time. Preparing for their arrival, making room for questions and giving regular feedback can help new employees settle in and become a confident part of the crew.
