Professional Documents
Culture Documents
Human Resources For Farm Business
Human Resources For Farm Business
Management for
Farm Business
in Manitoba
Human Resource Management for Farm Business in Manitoba
The surest way to reach a business goal is to plan on it. Successful Manitoba farmers are
focused business people. They have clear, flexible, short and long term business plans –
and they monitor their plans regularly.
Whether you’re starting, growing or passing along your business, you need a solid business
plan. Manitoba Agriculture, Food and Rural Initiatives (MAFRI) can help you build a plan
for success.
Copyright Notice
Copyright © 2012, the Government of Manitoba. All rights reserved. The Government of Manitoba is the owner of the copyright in all
information contained in this Manual, unless otherwise stipulated.
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Disclaimer
This Manual is designed for informational purposes only. The information contained in this Manual is not intended or implied to be a
substitute for professional advice. Users of this Manual should consult with their professional advisors to determine the appropriateness of
the information contained in this Manual for their own situation.
While care has been taken in preparing and assembling the information contained in this Manual, the Government of Manitoba and
its Ministers, officers, employees and agents make no representations, expressed or implied, as to the accuracy, adequacy,
completeness or reliability of any such information. The information contained in this Manual may be changed or updated without
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Use of this Manual and any disputes arising out of or in relation to this Manual shall be governed by, construed and enforced in
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CASE STUDY: This icon indicates an example from a real farm that
faced a similar HR issue, and shows how the farm worked through
the process.
Some of the examples will have a blank copy included in the Forms Appendix
at the back of this manual.
TABLE OF CONTENTS
CHAPTER 1
Self Evaluation ........................................................................................................... 1
What is human resources? .............................................................................................2
Why do you need to implement human resources into your farm business? ........................2
Does my farm business really need a human resources plan? ............................................2
What is a human resources evaluation? ..........................................................................3
Four steps to complete a self evaluation and HR priorities for your farm .............................4
CHAPTER 2
Developing an Identity for Your Farm Business ............................................................ 9
Creating an identity for your farm....................................................................................9
CHAPTER 3
Recruiting ................................................................................................................ 15
What is recruiting? ......................................................................................................15
How do I recruit? .........................................................................................................16
How does recruiting work when I hire family members? .................................................16
The recruitment strategy ...............................................................................................17
CHAPTER 4
Hiring ..................................................................................................................... 25
What is hiring? ...........................................................................................................25
Hiring family employees? ............................................................................................26
A four-step hiring process ............................................................................................26
CHAPTER 5
New Employee Orientation and Training .................................................................. 35
What is new employee orientation and training? ...........................................................36
How do new employees feel when they arrive at your farm to begin work? ......................36
Planning your new employee orientation and training program ......................................37
Is orientation and training necessary when I hire family? ................................................39
CHAPTER 6
Communication ....................................................................................................... 41
What is communication? ..............................................................................................42
Something’s gone amiss – miscommunication ................................................................43
How do I communicate with a family member? ..............................................................43
What’s your communication style? ................................................................................44
Ways to implement communication on your farm ...........................................................45
What type of communicator are you?............................................................................47
CHAPTER 8
Important Handbooks, Employee Manuals and
Standard Operating Procedures (SOPs) .................................................................... 55
Do I need an employee manual and SOPs manual when working with family? .................55
SOPs manual – where do I start? ..................................................................................58
CHAPTER 9
Resolving Employee Conflict ..................................................................................... 61
Understanding employee conflict ..................................................................................61
How do you manage conflict between employees? .........................................................62
How do I manage conflict when the employee is a family member? .................................65
CHAPTER 10
Handling Discipline Issues Effectively ........................................................................ 67
Dealing with employee performance problems ...............................................................67
Think before you discipline............................................................................................67
Coaching your employee before disciplinary action .......................................................69
Implementing a progressive discipline procedure ...........................................................70
Congratulations ....................................................................................................... 73
Glossary ................................................................................................................. 77
SELF EVALUATION | 1
What is human resources?
Human resources (HR) is the job function that manages people in an organization by providing an
assortment of activities and policies and procedures, which relate to developing, utilizing, maintaining
and retaining the appropriate number, and skills, of employees to accomplish your businesses
objectives and goals.
You can implement human resources into your farm business by creating a human resources plan.
It can include:
• employee recruitment and selection
• training and development
• organizational structure (who reports to whom/pecking order, job skills and knowledge)
• labour relations (managing compliance with various legislation and regulations)
• employee performance management and succession planning
• human relations (discipline, performance management, complaint handling, counselling and
coaching)
• employee benefits
• health and safety
• employee communications
• strategic planning
• management of employee records
SELF EVALUATION | 3
Four steps to complete a self evaluation and HR priorities for your farm
EXERCISE: Take a few moments to complete the exercise below. It will help you
understand where your farm business is excelling and where it needs improvement
when it comes to hiring and keeping your employees. Go to the Forms Appendix
(at the back of this manual) for a blank form.
We are considered a great place to work in our community and the agriculture industry.
If someone asked one of our present or past employees, they would say positive things about working
on our farm.
Our vendors, suppliers, and customers speak positively about our farm and the employees.
Our employees are encouraged to attend agricultural events and trade shows, and promote the farm.
Every year, we conduct an employee satisfaction survey to understand what our staff members are
thinking and feeling about working for us.
RECRUITMENT YES NO
We always keep our eyes and ears open for possible future employees.
We are willing to consider training a candidate who is new to agriculture and has no experience in this
industry.
SELECTION YES NO
Our hiring decision is based on more than just doing interviews, and background and reference checks.
More than one person from our farm is involved in interviewing a candidate.
More than one person from our farm is involved in selecting the final candidate.
We use behavioural-based interview questions to ensure our interviews are effective. (If you’re not sure
what these are, select “No”).
Our compensation and benefits packages are individualized to meet the needs of each employee.
We make a great first impression during a new employee’s first week on the job.
Our process for training new employees is designed to instil values, not just teach procedures.
We have a 30-day check-in meeting to ensure the new employee is still engaged in his/her work and is
proud to work for us.
All of our managers and supervisors have training and experience to be effective leaders.
We reward people – not necessarily with money – for going above and beyond.
Our employees assess their manager or supervisor every year about his or her leadership performance.
RETENTION YES NO
We conduct exit interviews with departing employees, so that they feel free to explain why they are
leaving.
We meet on a regular basis (no less than annually) with each employee
to discuss his/her future employment goals.
SELF EVALUATION | 5
Step 2: Review the results
Calculate your totals: Calculate the total number of “yes” answers for each category.
Recruitment
Selection
Retention
Congratulations, you’ve just evaluated the HR priorities of your farm business. If you have:
• 25 or more “yes” answers: Your farm’s HR plan is on the right path to becoming an
employer of choice.
• 24 or fewer “yes” answers: Your farm’s HR plan has areas of opportunities for
improvement.
TIP: Even if you’ve received 25 or more “yes” answers, you should work to ensure that each
question becomes a “yes,” so you can hire and keep employees to the best of your ability.
Below is a list of what you need to achieve your objectives and become an employer of choice.
• Recognizing and rewarding staff well: providing regular feedback to employees about their
performance, growth prospects, accomplishments and areas needing improvement, and
rewarding staff for a job well done
• Work-life balance: allowing employees to find a balance between work and other aspects
of their lives
• Respect: listening to employees and encouraging feedback and suggestions
• Commitment and engagement: committing to becoming involved and engaged in working
with employees and customers
• Fairness: developing and applying clear guidelines and policies and enforcing them equally,
so you treat all employees with the same regard and consideration, whether they’re family
or not.
The next two steps in this chapter will help you prioritize your objectives and create a to-do list for your
farm’s HR plan. Once you’ve set your priorities, the remaining chapters will help you build on the ones
you’ve identified as opportunities for improvement.
“To develop managers through training to become better managers by Sept. 15, 20XX.”
EXERCISE: Write your objectives in the chart below to start the process of making
your farm “an employer of choice.” Two examples have been done for you to use
as a guide.
Have a checklist in place to orient and train new employees June 1, 20XX
Develop managers through training to become better managers Sept. 15, 20XX
SELF EVALUATION | 7
Step 4: Create a to-do list
Now that you know what your objectives are, you can start creating a “to-do” list to ensure each
objective is completed.
Make sure you track the progress of each objective to ensure it gets done by the due date.
EXAMPLE: Here is an example of a to-do list for the objectives you create.
OBJECTIVE #1: “To have a checklist in place to orient and train new employees by June 1,
20XX.”
EXERCISE: Go to the Forms Appendix (at the back of this manual) for a blank form to
create your own to-do list for each of your objectives.
CASE STUDY: Smith Dairy Farms Inc. has always had trouble attracting employees to
its farm. Jason, a second-generation dairy farm owner, always looked for employees
the same way his father did: by placing a “generic” four-line job ad in the local
paper. Unfortunately, times have changed and the generic approach won’t work
anymore.
Jason fills out the following exercise to start. Once he has a solid idea of his farm’s
identity, he’s ready to try his luck again. To find out how he incorporates his farm’s
identity into his job ad, read the case study in the following section on recruiting
(page 22).
Start the process of creating your farm’s identity and profile by answering the questions below.
1. family-owned
2. quality
3. respect
4. safety
5. teamwork
Step 4: What promise does your farm want to make to its employees and customers?
What can your farm genuinely promise to deliver? You can phrase this section either as a slogan by
starting with “We will always…”, or as a mission statement by starting with “To…..”
To always provide wholesome dairy products and honest service to our customers, and a safe
environment for our staff/family, while rewarding them for their hard work, and high levels of
customer service.
Now that you’ve written your profile, you can incorporate it and the identified elements above, into
your job postings, descriptions, etc. to make them more appealing to applicants, employees, suppliers
and customers, and to show your farm’s identity and personality.
What is recruiting?
Recruiting means becoming involved in finding and attracting employees. Finding includes seeking,
sourcing and locating employees.
Many farm businesses struggle with recruiting – often believing that they can’t find good people.
Recruiting employees requires a strategy, effort and commitment. Think strategically about:
• Skills needed in your farm business.
• The type of person and behaviours that fit best with your leadership style and the culture of
your farm business.
• What value your farm business offers a successful candidate.
• Key places to advertise so you can find the right person.
Recruiting is a proactive process versus a reactive process. In fact, many farm businesses that hire
reactively (i.e. when they are in a panic for labour during harvest), end up with bad hires that
ultimately cost the business money.
RECRUITING | 15
By hiring proactively, you’ll understand what job needs to be filled, the skill sets required, the
personality attributes important for the position, and what type of person would best fit with you and
your team.
How do I recruit?
Recruiting has changed in the past few years, particularly in the farming industry. As farms continue to
grow, and some rural populations decline, it may be harder to find staff nearby with the right skills for
the job. Many of the traditional skills have become more sophisticated.
Also, today’s younger generation wants to find employment with a business that offers more than a
paycheque. Use your brand statement, and the qualities that differentiate you from other farms, to
create job ads that are exciting, interesting and appealing. You need to let potential employees know
not only what you’re looking for, but what you can offer them.
You also need to know where to find potential employees. The rise of social media has changed how
organizations recruit. Learning how to use LinkedIn, Twitter, Facebook and other social-media sites
will help you promote your job openings and your farm. Don’t ignore the growing demand and
importance of social media for recruiting.
EXERCISE: To develop your recruitment strategy, follow the steps below. Go to the
Forms Appendix (at the back of this manual) for a blank form.
3. In terms of the hiring process, what seemed to work and not work?
RECRUITING | 17
4. What are your actual, and anticipated, hiring needs for the next season?
5. Do you have any hiring needs beyond that? Are you anticipating expansions or changes in the
farm’s structure, or an increase or decrease in production?
6. What tasks are performed on the farm? Who is responsible for each task? Are there any tasks for
which no one is responsible?
8. Is there any other relevant information that might affect your desire or ability to hire new
employees over the next year?
TIP: Job descriptions don’t have to be long or complicated. They should be short, clear lists of
the specific responsibilities and expectations you have for each position.
RECRUITING | 19
EXAMPLE: Here is an example of a completed job description:
Employee’s Signature Date
RECRUITING | 21
CASE STUDY: SMITH DAIRY FARMS INC. OVERVIEW:
Jason, a second-generation dairy farm owner, recognizes that he can no longer
run the dairy farm without a manager. The farm is growing quickly and Jason
realizes that he no longer can give detailed attention to farm processes and
procedures to maintain a sustainable and profitable farm.
Jason and his wife own the farm, and they have two small boys under the age of 10. Jason
employs one farmhand to help with the daily tasks. Jason doesn’t have anyone with enough dairy
farm experience to fulfill a management role; he knows it will be cheaper to hire a person with two
to three years’ experience rather than someone with five years or more.
Jason, his wife, and farm hand fill out a blank job description (page 23) based on the requirements
they need for the position. After completing it, they create a recruiting strategy aimed at hiring a
younger, less experienced, dairy farm manager. The strategy includes buying ads on Facebook
(www.facebook.com/ advertising) to advertise the position to this young target audience, posting
the job on Monster.ca website, and putting up posters in local stores, halls and colleges/universities
with agriculture programs.
They use the job description to create a compelling job posting that identifies the job requirements,
gives candidates an understanding of the farm’s culture, and reflects the “identity” or personality of
their farm.
Address: Phone:
Work History: List previous employers for the past 10 years (beginning with the most recent):
Additional Comments:
To the best of my knowledge, the above information is correct.
Employee’s Signature Date
RECRUITING | 23
24 | HUMAN RESOURCE MANAGEMENT FOR FARM BUSINESS IN MANITOBA
CHAPTER 4
Hiring
What is hiring?
Hiring sounds easy, yet it’s one of the most difficult decisions that business owners make.
Traditionally, farm businesses simply hired someone that another farmer recommended. It was quick
and easy – no need to go through applications or interviews. However, it was also common for the
individual hired to have had little or no experience, which led to trouble later on.
When you make a mistake hiring someone who can’t do the job, or won’t do the job the way you
want, the cost to your farm, you, and your family is incredibly high. Your stress level increases and
your profitability decreases. You are no longer focused on running your business, but rather, on
ensuring the bad hire isn’t making mistakes or causing problems.
An employee is there to add value to your farm business. A bad hire impacts your business’ bottom
line, staff morale, equipment and assets.
In order to avoid a bad hire and risk making a decision that could potentially cost you money and
stress, you should implement a standard process for hiring.
HIRING | 25
The process doesn’t need to be tedious or involve more work, but rather, help you pick the best person
for the job and your business.
To create a hiring process, follow these four simple steps:
1. Establish who on your farm should be involved in shortlisting and interviewing candidates.
2. Review the applications.
3. Shortlist applicants.
4. Interview.
Detailed information about these steps is included on the following pages.
Step 1: Establish who from your farm should be involved in shortlisting and interviewing
candidates
As the owner, you may not always be involved in the day-to-day activities of each job. Determine who
will be, and include these people in shortlisting and interviewing the candidates. If staff are involved in
hiring, it can make them more accountable for the new hire’s success.
For example:
• If the position is for a general labourer, perhaps the farm owner and position’s supervisor
need to be involved.
• If the position is for a farm manager, perhaps the farm owner and family need to be
involved.
Make sure each person involved in any step of the hiring process:
• has a copy of the job description
• understands the position’s role and accountabilities
• understands the selection criteria
Also, ensure that you designate associated tasks to a staff member, including receiving resumes,
reviewing the applications, shortlisting, pre-screening and interviewing.
HIRING | 27
CASE STUDY: Below is an example of what can happen when you don’t use a pre-
screen interview:
Sara just graduated from high school and heard about a job at the Wilson farm.
The farm is located only 10 miles from her home. Sara was thrilled that the farm was
close to her home, and that the position would provide on-the-job training she needs
for a career in farm management.
However, she missed the line in the job ad that said the Wilson farm was only
looking for an employee for a two-month contract, not a permanent position.
Sara scheduled an appointment with the Wilsons and prepared for the interview.
She entered the interview hoping for a new job, only to be disappointed when she
learned that the position was short-term.
The Wilsons were disappointed that they wasted their time interviewing a candidate
looking for another kind of position.
A pre-screen interview would have saved a lot of time and a disappointed
candidate.
In-person Interviews
After completing the pre-screen interviews and finding a number of candidates you wish to meet in
person (and who remain interested in the job), you can start the in-person interview process.
Here are four tips when interviewing candidates in person:
TIP #1: The interview should last no longer than an hour.
TIP #2: Plan for the interview and organize it before it begins. Have the job description and
interview questions written down and ready to reference. Use behavioural-based questions during
the interview.
You are in the agriculture business, not in human resources, so it’s especially important to spend time
planning and preparing for interviews.
HIRING | 29
EXAMPLE: Sample interview question and rating form. Go to the Forms Appendix
(at the back of this manual) for a blank form.
Ratings: Write one question on each line. After the candidate has answered the question, please rate the answer
by circling number one, two or three.
2 Strong answer; provided examples; directly answered the question; has some experience.
3 Exceptional answer; provided strong examples; directly answered the question; lots of
experience and talent.
Rating
Question Rating (Circle One – based on
the descriptions above)
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
TOTAL
NOTES: Please add any comments or feedback that you would like to share about this candidate:
You’ll also need to check references to ensure the accuracy of the candidate’s statements. If the
candidate provides no references on his or her resume, be sure to ask for the names and titles of at
least three work-related references at the end of the interview.
When you call the references, it helps to have a reference form to guide your questions and record the
answers, like the one below.
Applicant Information
Candidate: Date of Reference:
Reference Information
Reference provided by: Company:
Job title:
HIRING | 31
Reference Check Questions:
1. How would you describe the applicant in the following areas (rated on a scale from 1 to 10, with 10 being
the strongest):
6. How did the applicant get along with co-workers? For example: Was he/she a team player or did he/she
prefer to work independently?
Additional Comments:
TIP: You may also consider other forms of interview assessments and tests for the candidate before
you hire them, including skills and aptitude tests (having the candidate demonstrate skills in person,
such as driving the combine).
[INSERT DATE]
PERSONAL AND CONFIDENTIAL
[INSERT NAME]
[INSERT ADDRESS]
[INSERT CITY, PROV., POSTAL CODE]
Dear [INSERT NAME]:
I’m pleased to offer you the position of [insert job title] with [insert name of business], starting [start date
of job]. You’ll be reporting to [insert name of supervisor ].
The below sets out the terms of your employment with [insert name of business]:
Compensation: Your hourly salary will be [insert salary amount].
Vacation: You will be entitled to [insert number of vacation weeks – ex: two] per year after the completion
of one year of employment with [insert name of business], in addition to the usual paid general holidays
observed by the company. Future vacation entitlement will follow provincial employment standards
legislation.
Probation: You will be on probation for a period of [insert number of months] month(s). While you are
on probation, and subject to employment standards legislation, either [insert business name] or you
may terminate your employment without notice or cause. During this probationary period we will review
whether you are able to meet the requirements of the job and if you are compatible with the company.
Please indicate your acceptance of this offer in the space provided and return a signed copy to my
attention. A copy is provided for your files.
We look forward to working with you on our team and if there are any questions, please don’t hesitate to
contact me.
Yours truly,
HIRING | 33
34 | HUMAN RESOURCE MANAGEMENT FOR FARM BUSINESS IN MANITOBA
CHAPTER 5
New Employee Orientation and Training
How do new employees feel when they arrive at your farm to begin
work?
New employees will probably have a desire to succeed and be anxious about working in a new
environment. A strong new employee orientation and training program will show them they’ve made
the right decision to work on your farm.
Remember – new employees can form opinions about their employer early, so it’s important their
immediate experiences be positive. Many new employees are reluctant to ask too many questions
for fear of looking stupid. New employee orientation and training helps you address questions and
uncertainties that they may have, but may be afraid to ask, like:
Will I like working on this Set a warm and welcoming You’ll boost the new
farm? tone, and spend time with the employee’s confidence and
new employee on the first day. belief that he or she made the
right decision to work for you.
What exactly will I be doing Show work procedures and You’ll show a confirmed
and what is expected from equipment, discuss safety commitment to the new
me? protocols, review the job employee’s well-being, your
description and clarify the new farm’s organization, and
employee’s areas of focus. clear job and performance
expectations.
Who else works in the farm Introduce the new employee You’ll help produce a
business, how do I fit in, and to staff, including family, and motivated new employee, who
are there any family members review your organizational understands where he or she
working on the farm? chart to explain the fits in and who has a sense of
relationships among staff community.
members.
Who is my real boss and who Confirm the new employee’s The new employee has clarity
do I take instruction from? immediate supervisor and about the job, supervisor, and
discuss job priorities with the job priorities.
supervisor present.
What are my work hours and Explain work schedules, The new employee has clarity
when and where can I take including hours, overtime, about work hours and time
lunch breaks? lunch and coffee breaks and off.
time off.
TIP: Try not to hire at the peak of your busy season so that you have more time and patience to
provide proper orientation and training.
CASE STUDY: Conir Farms in southwest Manitoba hired Carlos for a few months to
help out with the fall harvest.
Peter, the owner of Conir Farms, didn’t do a new-employee orientation, since Carlos
would only be with the farm for a few months, and had already worked at a nearby
farm for a couple of years.
Carlos’ first day on the job was frantic – the farm had already started harvesting.
Within five minutes, Peter told him to jump into the truck and haul grain to the bins
on the south farm. Carlos couldn’t find the south farm and had no one to ask. He
drove around for 30 minutes until he found it, but then wasn’t sure what to do when
he got there.
As the day continued, Carlos felt confused, stressed and inadequate. He struggled
through the day and made many mistakes. At the end of the day, Carlos told Peter
that he wouldn’t return to work the next day: his first day on the job would be his last
day on the job.
What could Peter have done differently?
COMMUNICATION | 41
What is communication?
Communication is the sharing of ideas and information. It’s an essential part of work and life and, at
times, it’s not easy to do. Differences in people’s personalities, communication styles and skills can play
a part in how well we communicate with each other.
Being an effective communicator starts with an understanding of how you communicate. Below is a list
of communication skills to think about and work on:
1. Message: Know what message you want to communicate. Organize your thoughts so that
your message will be clear and easy to understand. Unorganized thoughts can lead to
misunderstandings and be confusing to the listener.
2. Plan: Important conversations should be planned. When planning a conversation,
think about the different scenarios, reactions and outcomes that can occur and also the
personality and behaviour of the person you will be communicating with. Plan what you
will say and do with each reaction, and prepare a solution for each reaction, so that you
know beforehand how you will respond.
3. Body Language: Non-verbal signals (body language) play a significant role in
communication. Your facial expression, posture and gestures directly impact your message.
Your body language should be aligned with your words in order for your communication
to be clear.
4. Positive language and tone: Stay positive during the conversation. Negative statements
often elicit a negative reaction, while positive statements often elicit a positive response.
5. Listening: It’s very important that you listen to what the other person has to say.
Sometimes, the hardest part of good communication is listening. You have a million things you need
to take care of and it’s hard to concentrate on the conversation. Below are some tips to help you listen
better during a conversation:
• Concentrate on what the other person has to say.
• Listen for content and emotion to understand the entire message.
• Maintain steady eye contact so the other person knows they have your attention.
• Provide feedback to confirm your understanding of what they are saying.
• Stay patient.
• Acknowledge feelings that are important to the message you’re hearing.
• Listen without passing judgment and don’t rush in to give advice.
• Communicate with respect in every interaction regardless of whether you like the
person or not.
• Focus on issues, not personalities, when you discuss work matters and problems.
TIP: Make sure that when communicating with employees who speak English as a second
language, you ask them if they need clarification of words or phrases that you’ve used in your
instructions. As well, follow visual cues, like facial expressions, to ensure understanding. You
may need to speak with a translator if there’s a significant language barrier.
COMMUNICATION | 43
What’s your communication style?
Part of effective communication is understanding your communication style. Below is a chart of the four
most popular communication styles.
Read through the chart and select which communication style fits you. Think about the people you work
with and select their communication style and read how best to communicate with them.
DRIVER “Do it” • Direct and to the point Tell Drivers what you want,
• Decisive the result you need and let
• Focused them decide how to get it
• Confident done. Let them control their
• Task oriented work.
INVESTIGATOR “Put a detailed • Analytical and detail Provide a lot of detail and
plan together” oriented allow time for processing
• Cautious and analyzing thoughts and
• They like to review details ideas. Be patient when they
or research before making ask questions.
final decisions
• High standards
• Risk-adverse
AGENDA
COMMUNICATION | 45
Other Effective Tools to Consider
BULLETIN BOARD
Create a bulletin board to hang in your main office, barn, etc. Make sure it is regularly
updated with information about the farm, employee news and any new or updated
processes and procedures.
To organize the board, you can section it into four sections (quadrants) and have each
section represent a different topic.
If you’re technologically savvy, you can also create a bulletin board online, using a simple
blog interface, like Blogger or WordPress.
MEMOS
A memo is still an effective way to communicate with staff – especially on a farm where
email may not be commonplace. Prepare a weekly, bi-weekly or monthly memo that is
distributed to all farm employees and family. You can also include the memo with your
employee’s paycheques.
Summary: While any of these methods can help improve communication, in-person meetings are
one of the most important things you can do to communicate with your staff. Meetings give staff an
opportunity to talk with you directly, ask questions, and clarify and resolve issues on the spot.
You can mix and match all of these methods, as needed, to create a complete communication program
and process for your farm. As always – keep doing what works best, amend your communications
process based on your own observations, and ask staff to weigh in if you’re not sure.
TIP: Effective communication allows workers on the farm to be higher performers who work
together, are happier, and work safer.
From the list of the five statements below, choose the two you could work on and identify ways to deal
with them.
I encourage
and ensure
I communicate my staff
I tell my clearly and members are
staff about often to my I consult comfortable
important employees with my staff to share their
I actively listen things that are about what I before making opinions and
when someone happening expect from important suggestions
speaks to me. with the farm. each of them. decisions. with me.
Put a check
under the
two that
you will
work with
Identify
reasons
why this
needs work
List some
possible
ways to
improve
COMMUNICATION | 47
48 | HUMAN RESOURCE MANAGEMENT FOR FARM BUSINESS IN MANITOBA
CHAPTER 7
Motivate Employee Performance
Motivators Demotivators
1. Each person chooses two skills under the “Skills Related to this Competency” column where
the employee has demonstrated proficiency and strong capabilities. Each person then
provides an example of how this skill has been demonstrated. If a skill is not listed, choose
the most appropriate competency that aligns with the skill, write the skill in the space
provided and provide an example.
2. Each person chooses two skills under the “Skills Related to this Competency” column where
the employee has experienced challenges and needs to improve capabilities. Each person
then provides an example of how this skill has been demonstrated. If a skill is not listed,
choose the most appropriate competency that aligns with the skill, write the skill in the
space provided and provide an example.
3. Employee and manager meet to discuss the exercise.
4. Based upon discussion, goals are established.
5. NOTE: Identifying strengths is an opportunity for the manager to establish internal
mentoring among staff, and to align staff with their strengths.
Safety: Performs job tasks and activities in a Challenge: I am sometimes in a rush and
safe manner. skip looking over the equipment for any
defects.
Understands and upholds the farm safety
program and policies.
TIP: SOPs should be used together with equipment operating manuals (ex: operating
instructions).
TIP: By working on the manual as a team, you’re allowing your employees to take ownership
of your farm’s success.
“I didn’t know where to start. I gathered our team and talked about SOPs and why
we need them. We decided we’d spend a week or so thinking about the key tasks and
results we are looking for. This exercise was an eye-opener, as we started to question
the steps we take, and asked ourselves why we are doing something a certain way and
are we getting the results we intend. Then, we met again to talk about the procedures
each of us started to develop. Collectively, we came up with great ideas about how to
make things better. At the end of the day, the staff felt ownership and, when we were
done, we, as a company, had new-and-improved processes.”
– Jim, southwestern grain farmer
3. Output We:
• monitored commodities
TIP: Make sure you give a copy to all employees and encourage feedback and updates. Keep
the original copy in a location where everyone can reference it and make sure that when there
is an update, you distribute a copy to all employees.
This will help you keep the conversation on track, understand both sides and have the
ability to help resolve the situation.
To resolve this conflict, I’ve determined:
who is involved in the conflict
why this particular conflict is occurring (ex: difference of opinion, power struggle issues)
a policy in the employee handbook that addresses this conflict (if applicable)
whether I want to intervene in the conflict or let the employees work things out on their own
(This is very important. Analyze this carefully – sometimes it may be better to let employees
work things out on their own, especially if you think there’s a good chance they can.)
the consequences of intervening and not intervening
whether I need to consult with an outside party for advice (ex: another farm owner whose
judgment you trust, an outside conflict management contractor)
an appropriate conflict resolution that takes into account the dignity and rights of the
individuals
EXAMPLE: Employee conflict situations. Go to the Forms Appendix (at the back of
this manual) to use a conflict assessment checklist.
Now, let’s assume that a few weeks later, Roger has come in late a few times for an unrelated incident.
Any one of them on its own would have been a good excuse, but when put together within such a short
period of time, Roger’s tardiness has begun to disturb farm operations. In talking to Roger, it’s clear
that there has not been a major issue involved here and that the problem has worsened. Today, Roger
arrived late again.
Ed: Good morning, Roger.
Roger: Good morning.
Ed: Hey, is everything OK? I noticed you were late.
Roger: I am sorry I came in late. I had another problem with the alarm clock. I don’t think I heard it
go off.
Ed: We talked last time about the importance of being on time. Do you have any idea what you
might do to deal with this problem?
Describe the problem (ex: violation of rules, policies or procedures, unsatisfactory performance):
(Complete if second warning) Summary of corrective action to be taken (include dates for improvement
and plan for follow-up):
Employee Comments:
CONGRATULATIONS | 73
74 | HUMAN RESOURCE MANAGEMENT FOR FARM BUSINESS IN MANITOBA
Your blocks to building an HR plan
for your farm business
1 7
Maintain effective
Self evaluation communication
on your farm
2 8
Motivate your employees
HR plan
to become high performers
3 9
Create an Employee
Build a farm identity (brand) Manual and Standard Operating
Procedures (SOPs) for your farm
4 10
Learn how to
Create a recruiting strategy
manage conflict
5 11
Learn how to
Create an interview process
discipline staff/family
6
Create a strong
new employee
orientation program
Brand: It’s the emotional and psychological relationship you have with your customers and the
personality of your farm. Strong brands elicit thoughts, emotions and, sometimes, physiological
responses from customers.
Candidate Testing: Testing candidates before you hire them will help you accurately assess their skills,
training needs and suitability. There are several companies that offer pre-made tests for all sorts of
positions in a variety of industries.
Compensation and Benefits: The total amount of money and benefits (ex: dental insurance, vehicle
allowance) provided to an employee by an employer in return for work performed as required.
Core Competencies: The behaviours, skills and knowledge a person is expected to demonstrate and
perform to fulfill a job position.
Employer of Choice: A place where people want to work and remain working for many years (because
the employee enjoys the workplace and chooses to work there).
Employee Referral Bonus: A system where existing employees recommend prospective candidates for
jobs offered in an organization. If the suggested candidate is hired, the employee who referred the
candidate receives a bonus. A bonus can be in the form of cash, gift certificates or other incentives.
New Immigrant Considerations: Immigration in Canada continues to grow. There are several
internationally trained individuals who can provide your farm with a competitive edge in new global
and ethno-cultural markets domestically. There are also several tax incentives for hiring a new
immigrant to Canada.
GLOSSARY | 77
New Employee Orientation: An on-the-job introduction for new employees to gain the necessary
knowledge, skills, and behaviours they need to become effective employees. This might include a
period of mentorship, an orientation session, a tour and/or a recap of benefits and policies.
Psychological Testing: Written, visual, or verbal evaluations given to assess the cognitive and emotional
functioning of a person. They are used to assess a variety of mental abilities and attributes, including
achievement and ability, personality and neurological functioning.
Social Media: It’s an online platform where you can build an audience to speak on topics, and spread
your information (ex: job postings, ads) to others. Social media includes Facebook, Twitter, LinkedIn
and others.
Standard Operating Procedures (SOPs): A written document or instruction that details all the steps and
activities required to complete a process or procedure.
Structured Interview: This type of interview allows you to collect responses from each candidate you
interview and compare responses to hire the best person for the job.
FORMS APPENDIX | 79
80 | HUMAN RESOURCE MANAGEMENT FOR FARM BUSINESS IN MANITOBA
Self Evaluation and HR Priorities Form
This exercise will help you understand where your farm business is excelling and where it needs
improvement, when it comes to hiring and keeping your employees.
We are considered a great place to work in our community and the agriculture industry.
If someone asked one of our present or past employees, they would say positive things about working
on our farm.
Our vendors, suppliers, and customers speak positively about our farm and the employees.
Our employees are encouraged to attend agricultural events and trade shows, and promote the farm.
Every year, we conduct an employee satisfaction survey to understand what our staff members are
thinking and feeling about working for us.
RECRUITMENT YES NO
We always keep our eyes and ears open for possible future employees.
We are willing to consider training a candidate who is new to agriculture and has no experience in this
industry.
SELECTION YES NO
Our hiring decision is based on more than just doing interviews, and background and reference checks.
More than one person from our farm is involved in interviewing a candidate.
More than one person from our farm is involved in selecting the final candidate.
We use behavioural-based interview questions to ensure our interviews are effective. (If you’re not sure
what these are, select “No”).
Our compensation and benefits packages are individualized to meet the needs of each employee.
We make a great first impression during a new employee’s first week on the job.
Our process for training new employees is designed to instil values, not just teach procedures.
We have a 30-day check-in meeting to ensure the new employee is still engaged in his/her work and is
proud to work for us.
All of our managers and supervisors have training and experience to be effective leaders.
We reward people – not necessarily with money – for going above and beyond.
Our employees assess their manager or supervisor every year about his or her leadership performance.
RETENTION YES NO
We conduct exit interviews with departing employees, so that they feel free to explain why they are
leaving.
We meet on a regular basis (no less than annually) with each employee
to discuss his/her future employment goals.
Recruitment
Selection
Retention
Congratulations, you’ve just evaluated the HR priorities of your farm business. If you have:
• 25 or more “yes” answers: Your farm’s HR plan is on the right path to becoming an
employer of choice.
• 24 or fewer “yes” answers: Your farm’s HR plan has areas of opportunities for
improvement.
Objective and To-Do List Form
OBJECTIVE #1:
OBJECTIVE #2:
OBJECTIVE #4:
OBJECTIVE #6:
Your brand can be a snapshot of who you are right now, or a blueprint of who you hope to become.
Start the process of creating your farm’s brand by answering the questions below.
1.
2.
3.
4.
5.
Once you’ve completed this form, review your answers. Determine the positions, skills and personalities
that you need to hire on your farm in the next six months to a year.
3. In terms of the hiring process, what seemed to work and not work?
4. What are your actual, and anticipated, hiring needs for the next season?
5. Do you have any hiring needs beyond that? Are you anticipating expansions or changes in the
farm’s structure, or an increase or decrease in production?
6. What tasks are performed on the farm? Who is responsible for each task? Are there any tasks for
which no one is responsible?
7. How much time and money do you estimate that it costs you to hire a new employee (including
advertising, recruiting, interviewing, communicating and training)?
8. Is there any other relevant information that might affect your desire or ability to hire new
employees over the next year?
Advertising Checklist
Below is a checklist to use when advertising your job openings. Put a check-mark beside the best
places to advertise the job you are looking to hire.
Address: Phone:
Work History: List previous employers for the past 10 years (beginning with the most recent):
Additional Comments:
To the best of my knowledge, the above information is correct.
Employee’s Signature Date
Planning/Organizing Questions:
1. How do you organize your day? How did you organize yourself in your position at [company
name]?
2. What kinds of tools do you use to stay organized?
3. Do you believe more in planning, or in “diving in headfirst” and starting to work immediately?
Why? Give me an example of when this strategy has worked for you.
4. How far ahead do you plan? How has planning ahead benefitted you in the past?
5. Describe a time when you had carefully laid plans and things changed at the last minute. How did
you react?
6. Which would you say you are better at doing? Planning or implementing?
7. Give me an example of a situation when you had to follow through on work being done by others.
How did you do it?
8. What experience do you have with scheduling and co-ordinating?
9. It’s almost the end of your day and your boss gives you a project that’s due first thing in the
morning. What would you do?
Problem-Solving Questions:
1. Describe a time when you felt you were resourceful in solving a problem.
2. What do you do when you’re having trouble solving a problem?
3. How do you stay aware of problems in your work area?
4. Describe a complex issue that you’ve had to resolve and tell me the steps you took to handle it.
5. What sources of information do you use to solve difficult problems?
6. What are the biggest problems you have faced in the past six months? What did you do to
overcome them?
Risk-Taking Questions:
1. Do you consider yourself a risk-taker? Why or why not?
2. What risks have you taken in your last few jobs, and what was the result of those risks?
3. Tell me about a risk that turned out successfully. Tell me about a risk that turned out unsuccessfully.
What would you do differently?
Interview Question and Rating Form
Ratings: Write one question on each line. After the candidate has answered the question, please rate the answer
by circling number one, two or three.
2 Strong answer; provided examples; directly answered the question; has some experience.
3 Exceptional answer; provided strong examples; directly answered the question; lots of
experience and talent.
Rating
Question Rating (Circle One – based on
the descriptions above)
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
TOTAL
NOTES: Please add any comments or feedback that you would like to share about this candidate:
Reference Form
Applicant Information
Candidate: Date of Reference:
Reference Information
Reference provided by: Company:
Job title:
Attendance
Reliability
Interpersonal Skills
Sense of Urgency/Initiative
Time Management
Meeting Deadlines
6. How did the applicant get along with co-workers? For example: Was he/she a team player or did he/she
prefer to work independently?
Additional Comments:
New Employee Orientation Checklist
Before the new hire’s first day on the job, make sure you:
Inform the new hire: when and where to arrive what to wear
where to park who to ask for upon arrival
Inform your staff/family that: a new employee is starting
Ensure the new employee’s: work area, materials and equipment are ready (if applicable)
computer and phone are ready (if applicable)
I encourage
and ensure
I communicate my staff
I tell my clearly and members are
staff about often to my I consult comfortable
important employees with my staff to share their
I actively listen things that are about what I before making opinions and
when someone happening expect from important suggestions
speaks to me. with the farm. each of them. decisions. with me.
Put a check
under the
two that
you will
work with
Identify
reasons
why this
needs work
List some
possible
ways to
improve
Motivate Employee Performance
Employee Manual Sample
This general employee manual will help you create your own personalized employee manual. We
recommend you have your lawyer proofread your final copy before distributing it to employees.
To customize your own employee manual electronically go to www.manitoba.ca/agriculture.
[Insert Farm Name]
Employee Manual
[Insert date]
1
2
TABLE OF CONTENTS
Message from the Owners............................................................................. page #
Employee Manual Acknowledgement Form..................................................... page #
Personnel Policies.......................................................................................... page #
Conflict of Interest......................................................................................... page #
Sexual Harassment........................................................................................ page #
Alcohol and Drugs........................................................................................ page #
Probationary Period...................................................................................... page #
Annual Performance Review.......................................................................... page #
Inclement (Bad) Weather............................................................................... page #
Payroll Advances and Loans.......................................................................... page #
Work Hours.................................................................................................. page #
Attendance Policy......................................................................................... page #
Pay.............................................................................................................. page #
Benefits........................................................................................................ page #
Vacation and Holidays.................................................................................. page #
Cell Phones and Other Handheld Devices....................................................... page #
Visitors/Guests............................................................................................. page #
Disease Control............................................................................................ page #
Smoking....................................................................................................... page #
Farm Vehicles............................................................................................... page #
Termination of Employment............................................................................ page #
Work Rules................................................................................................... page #
3
MESSAGE FROM THE OWNERS
Sincerely,
[insert names]
4
Employee Manual Acknowledgement Form
I acknowledge that I have received a copy of the [insert farm business name] employee manual, which
provides general information and highlights about the farm business, its core values, expectations of
employees, and the rules and policies the farm operates under.
I recognize that [insert farm business name] has not explained every policy, rule, or benefit in detail in
this manual, and that this will be considered no more than a general summary of [insert farm business
name (‘s)] expectations of employees and policies. I understand that it is my responsibility to review
the handbook and be familiar with the policies and procedures – I will talk to my supervisor about any
questions I have concerning the manual.
In addition, I understand and agree to the following:
• [Insert farm business name] may implement additional information, guidelines, policies and
procedures in the future, which I will be required to read.
• If I have any questions about the employee manual, I will ask my supervisor.
• I acknowledge the receipt of the employee manual, I understand its contents, and I have no
further questions at this time.
Each employee has the responsibility to read, understand and comply with the policies and procedures
outlined in this employee manual.
Employee name (please print) Date
Employee Signature Date
5
Personnel Policies
It’s our goal to provide a relationship of mutual trust and respect, which will allow you to receive
personal satisfaction from your work and contribute to our farm’s success.
[Insert farm name]’s policy:
1. We select and hire the most qualified people regardless of race, creed, colour, age, sex, national
origin or religion.
2. We provide wages, salaries and employee benefits that are competitive with those provided in the
local area and in our industry.
3. We provide safe working conditions by maintaining an orderly operation, and developing and
adhering to policies and practices that ensure our employees’ safety and health.
4. We encourage an individual’s self-development by providing educational programs, training and
other opportunities for skill development and advancement.
5. We keep employees informed by providing open communication through weekly team meetings.
6. We encourage open discussion of all ideas, suggestions, problems and concerns among
employees.
Conflict of Interest
Employees are prohibited from having an interest in any business or operation that would compete
with the business interests of [insert farm name].
Also, any information gained about operations, results and performances while employed at [insert
farm business name] is to be kept in strictest confidence within the farm business, and is not to be
disclosed to others or used for personal gain.
Sexual Harassment
Sexual harassment is a form of misconduct that can undermine the integrity of the employment
relationship. No employee – male or female – should be subjected to unsolicited and unwelcomed
verbal or physical sexual overtures or conduct.
Sexual harassment, whether committed by supervisory or non-supervisory personnel, is specifically
prohibited.
[Insert farm name] is responsible for taking action to effectively deal with all acts of sexual harassment
occurring in the workplace, or as part of the employment relationship, regardless of how the company
becomes aware of the conduct. This includes acts of supervisory or management personnel, non-
management employees and third parties.
Sexual harassment is defined as either:
• unwelcome sexual advances, or requests for sexual activity, by an employee in a position of
power or authority over another employee
or:
6
• other unwelcome verbal or physical conduct of a sexual nature, by an employee to another
employee, when:
– submission to, or rejection of, such conduct is used explicitly or implicitly as a condition for
employment decisions
– the purpose or effect of such conduct is to interfere unreasonably with the work
performance of the person being harassed,
or:
– the purpose, or effect, of such conduct to a reasonable person, is to create an
intimidating, hostile, or offensive environment
Sexual harassment does not include the occasional compliment, or other conduct or actions, that arise
from a personal or social relationship, and which are socially acceptable and not intended to have a
discriminatory effect on employment.
Probationary Period
New employees are regarded as probationary until they have completed 60 days of continuous
service. This period is intended to allow the employee time to learn the job and become familiar with
[insert farm name].
The probationary period serves two purposes:
1. It’s an opportunity for the employee to experience the job, become adjusted to required standards
and expectations, and decide if he/she would like to continue the employment.
2. It’s an opportunity for [insert farm name] to evaluate the employee on job skills, co-operation,
attitude, dependability and other factors that make a good and valuable employee.
7
This period is used to assure that the employee is a good match for the job (ex: capable and willing
to perform up to standards and expectations). A written evaluation and conference is conducted at 60
days.
Employees are not eligible for employee benefits, except worker’s compensation, until their
probationary period expires.
An employee may resign without notice at any time during, or at the end of, the probationary period.
The employee may be terminated without notice at any time during, or at the end of, the probationary
period, for misconduct, wilful failure to meet the standards and expectations required for the position,
or when it’s apparent to the manager the employee lacks the skills, ability or motivation necessary for
successful job performance.
Work Hours
Hours of Work:
For payroll purposes, the work week varies. The standard work week is from Monday to Friday [be
aware of the Manitoba employment standards regarding hours worked].
Meal Periods:
All employees are entitled to, and expected to take an unpaid meal period, determined by their
supervisors.
Attendance Policy
Attendance and punctuality are important to [insert farm name], and the efficiency of an entire work
group is impair if every individual is not at work at the designated starting time.
Any unscheduled absence is to be reported daily to the supervisor as soon as the employee is aware of
it, or at least two hours before the start of the shift (work day).
8
An employee who has excessive absences will be subject to disciplinary action up to, and including,
termination. An average of two or more absences in a 30-day period is considered excessive.
Failure to call in for three consecutive days will be viewed as a voluntary separation of employment
from [insert farm name].
An employee who is absent from work for three consecutive scheduled shifts due to illness or injury
must provide a physician’s note.
Pay
Employees are paid biweekly. Cheques can be picked up at the main office.
Note: Earnings of employees are a personal matter and should be treated that way. Discussion of
wages and salaries with anyone other than your immediate supervisor is discouraged.
Benefits
Benefits are a large part of your total compensation and play an important role in your personal and
family financial planning. [Insert farm name] strives to provide you with a benefit package that:
• is competitive with, or better than, others in the industry and the communities where the
operations are located
• can be financially supported in both favourable and unfavourable economic times
• best meets the most important needs of the majority of employees
Many benefits are described in detail in booklets that you will receive. This handbook covers only the
major features.
9
Vacation and Holidays
Vacation time is accrued, or accumulated, but may not be taken during the first six months of
employment. However, employees needing to take time off during their probationary period may use
paid leave days or, with supervisory approval, leave- without-pay in increments of whole days or less.
After six months of continuous employment, accrued vacation time may be taken with supervisory
approval.
Statutory Holidays: Statutory holidays occur on the following days:
• New Year’s Day
• Louis Riel Day
• Good Friday
• Victoria Day
• Canada Day
• Labour Day
• Thanksgiving
• Christmas
Eligible employees working on a statutory holiday will be paid their overtime wage rate for all hours
worked, in addition to their statutory holiday pay. Remembrance Day is not a statutory holiday and is
not paid if not worked. Employees working on November 11 will be paid the same as for a statutory
holiday.
10
A hand-operated electronic device is:
• a cellular phone
• an electronic device that may include a telephone function, may be capable of transmitting
and receiving email or text messages, and normally is held in the user’s hand during use, or
requires the user to use his/her hand to operate any of its functions
• any other electronic device defined as a hand-operated electronic device
The word “use,” in relation to a hand-operated electronic device, means doing any of the following
actions:
• holding the device in a position that allows you to use it
• operating any of the device’s functions
• communicating on the device with another person or device, by speaking or otherwise
• looking at the device’s display
• receiving or placing calls, or receiving or responding to email or text messages
• surfing the Internet
• checking for phone messages
• any other purpose related to your employment, the business, our customers, our vendors,
volunteer activities, meetings or civic responsibilities performed for, or attended in the name
of, the company; or any other company or personally related activities not named here;
while driving.
Visitors/Guests
Visitors will not be allowed at [insert farm name] facilities except for work-related matters.
Disease Control
Employees are required to stay out of contact with any other farm animal facilities (ex: swine facilities,
dairy farms, livestock farms). It’s critical that every employee arrives to work in a clean vehicle that’s
not been in contact with other animals. The employee’s clothes and shoes must be clean upon arrival to
work.
Work clothes and boots will be provided by [insert farm name]. Employees must follow the shower-in
shower-out instructions posted at the door.
For any business to continue to operate, even through adverse times, risks need to be assessed and
reduced to an acceptable level. To decrease the risk of disease in this unit, the following areas are
defined as clean areas: hog barns, alleyways, load-out buildings, feed mill, office (past shower area)
and shower rooms past the incoming dressing area.
11
Smoking
We do not allow smoking in, or within, 10 feet of any buildings, whether clean areas or not.
Farm Vehicles
Some employees will be assigned a vehicle (ex: car, pickup, road tractor) on a permanent or daily
basis. Only those with a valid driver’s license of proper classification are allowed to operate any farm
vehicles. Employees who commute to and from home on certain farm vehicles will have an appropriate
amount reported in their gross income.
Employee responsibilities with issued vehicles are:
1. The vehicle must be kept in good-working, safe-operating condition at all times. Any malfunctions
must be reported to the supervisor.
2. The vehicle must be kept clean, inside and out.
3. Only the designated employee is authorized to operate the vehicle.
4. The vehicle is to be used for business purposes only, in a conservative manner, to complete one’s
work.
5. The employee will maintain required vehicle logs covering all mileage registered on the vehicle’s
odometer and hubometer.
6. Any accident or damage to the vehicle is to be immediately reported to the supervisor and certain
written reports may be required for insurance purposes.
7. No unauthorized people will be allowed to ride in farm-owned vehicles.
8. The employee must maintain a good traffic record to continue to operate any farm-owned vehicle.
9. The employee must notify his/her supervisor of any change in their driving record. (Please
remember: It’s important that your vehicle look good and be operated in a responsible manner.)
Termination of Employment
Upon termination of your employment, you will deliver all documents, tools, equipment, materials and
other property in your possession, related to [insert farm name] or its clients. You may not keep copies
of any documents or keys.
Work Rules
Employees are expected to observe “common sense” rules of honesty, good conduct, general job
interest and safe practices; and to adhere to generally accepted customs of good taste when relating to
one another.
Occasionally, it is necessary for [insert farm name] to take disciplinary action against an employee
for violating a rule, regulation, or policy. The type of disciplinary action taken may be in the form of a
verbal or written warning, or immediate termination, depending on the severity and frequency of the
offence.
12
Our rules and regulations are all easily understood and are essential for the efficient and orderly
operation of our facilities. They include – but are not limited to – the ones noted in this manual.
Disciplinary action usually occurs in a progressive sequence: verbal warnings, written warning,
final written warning, suspension and termination. It’s not necessary for all five steps to be followed.
Discipline may begin at any step, depending on the seriousness of the offence. Also, the offence does
not have to be of the same nature, to constitute a violation serious enough to move on to the next step
of the disciplinary sequence.
14
Employee Conflict Assessment Checklist
Use this checklist to determine that you’ve reviewed and understand the conflict before speaking with
the employees.
This will help you keep the conversation on track, understand both sides and have the ability to help
resolve the situation.
To resolve this conflict, I’ve determined:
who is involved in the conflict
why this particular conflict is occurring (ex: difference of opinion, power struggle issues)
a policy in the employee handbook that addresses this conflict (if applicable)
whether I want to intervene in the conflict or let the employees work things out on their own
(This is very important. Analyze this carefully – sometimes it may be better to let employees
work things out on their own, especially if you think there’s a good chance they can.)
the consequences of intervening and not intervening
whether I need to consult with an outside party for advice (ex: another farm owner whose
judgment you trust, an outside conflict management contractor)
an appropriate conflict resolution that takes into account the dignity and rights of the
individuals
Official Disciplinary Form
Date:
Describe the problem (ex: violation of rules, policies or procedures, unsatisfactory performance):
(Complete if second warning) Summary of corrective action to be taken (include dates for improvement
and plan for follow-up):
Employee Comments:
ESR-014339
Version 1 January 2013