As legions of experts have said, management skills are crucial to financially viable farms. Just as corporations have such departments as purchasing, production, marketing and finance, farmers must be able to manage those areas within their operations.
But how many farmers pause to consider that, in addition to all the above responsibilities, they are also human resources managers? In a recent report, B.C.’s Agricultural Workforce Policy Board urged more attention to this overlooked role:
“Despite being B.C.’s third largest industry, generating $11 billion worth of economic activity a year, B.C. farmers are plagued by a chronic shortage of skilled farm workers. In some sectors, the shortage is acute.”
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The workforce board, which includes representatives from producer groups and government agencies, says part of the problem is that most graduating students are not aware of opportunities for careers in agriculture – and those who are aware often see the possible jobs as “unpredictable, dirty, physically demanding, boring and poorly paid.”
The board identified potential steps to increase awareness of opportunities in agriculture, including creating an interactive computer CD-ROM.
Another planned initiative is to hold a one-day seminar for farm employees, to reduce their sense of isolation and provide information about career development opportunities.
But the board (20 producer representatives, eight government representatives) also suggested that the industry itself is going to have to do better in human resource management, particularly in continuing education.
Both farmers and their employees will need continuing professional development to cope with increasingly sophisticated agricultural technology and diversification.
In addition to allowing staff time off for upgrading courses, the board says bluntly that farmers must “be prepared to pay for staff training” and “recognize employees’ improvement through raises and promotions.”
Getting and retaining skilled, dedicated staff bears a cost, but can be of huge benefit to the farm. According to the board, “human resource management practices” have three times as much influence on long-term farm profitability as the combination of net worth, technology, market share and general industry profitability.
The board noted that governments also need to do better, particularly in stable funding for long-term educational programs. But, ultimately, “all training programs must be industry-driven.” If farmers are to guide their own destinies, they need to manage and nurture their human resources.
