1. Copyright © 2004, The Pennsylvania State University. All rights reserved. Penn State is committed to affirmative action, equal opportunity, and the diversity of its workforce. 1 Human Resource Management for Small Farms Richard Stup, Sarah Roth, & Jeffrey Hyde

2. 2 Points to remember Human resource management requires: Planning Teaching Communication

3. 3 It takes knowledgeable, conscientious, and motivated people to make a business successful

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7. 7 Human resource management is necessary for all businesses in which hired labor is employed!

8. 8 HRM is about… Legal issues

9. 9 HRM is about… Planning staffing needs

10. 10 HRM is about… Recruiting, selecting, and hiring

11. 11 HRM is about… Organizing work processes

12. 12 HRM is about… Training

13. 13 HRM is about… Communicating performance feedback

14. 14 HRM is about… Career or employment counseling

15. 15 Your business plan should form the foundation of the human resource plan.

16. 16 The human resource plan will bring the business plan to life.

17. 17 Five Key Concepts Legal terrain Job descriptions Recruiting, selecting, and hiring Training Performance feedback

18. 18 Legal Terrain Before hiring Tons of issues…

19. 19 Legal Terrain While recruiting and hiring Before hiring Tons of issues…

20. 20 Legal Terrain While recruiting and hiring Before hiring While employed Tons of issues…

21. 21 Legal Terrain While recruiting and hiring When terminating employment Before hiring While employed Tons of issues…

22. 22 Legal Terrain After termination While recruiting and hiring When terminating employment Before hiring While employed Tons of issues…

23. 23 Job Descriptions Helps employee and manager to achieve mutual understanding about important job details.

24. 24 Job Descriptions Five reasons for job descriptions 1.Organization 2.Training 3.Recruiting 4.Evaluation 5.Defense

25. 25 Job Descriptions Five components of good job descriptions Job Title Summary Qualifications Duties/Tasks Work relationships

26. 26 Job Descriptions Make available to everyone in the business

27. 27 Job Descriptions Allows people to see potential advancement path

28. 28 Job Descriptions Supports cross- training for more flexible workforce

29. 29 Job Descriptions Removes mystery and suspicion

30. 30 Recruiting, Selecting, and Hiring “Hire hard and manage easy!” Use job description to recruit and select Advertise wherever candidates might be found –High school –Local co-op –Newspaper –Word of mouth

31. 31 Recruiting, Selecting, and Hiring Screen people based on the job description –Do they have the qualifications? Experience and/or education Ability to write, drive, communicate effectively, … Team player Trustworthy –Can they physically perform duties/tasks?

32. 32 Recruiting, Selecting, and Hiring Interview skills are important –Clarify and augment known information –Gain sense of candidate’s characteristics and how they fit the job –Learn about his or her personality –Assess adaptability to work environment

33. 33 Recruiting, Selecting, and Hiring Interview skills are important –Know what you want to learn –Every question matters –Listen attentively to everything –Ask probing questions to gain specifics –Provide time to respond thoughtfully –Don’t rush to judge –Write thoughts down

34. 34 Provide Training Seemingly simple tasks may not be so simple to others

35. 35 Provide Training Your training program should lead to development of appropriate skills

36. 36 Provide Training Trainer should prepare in advance Use learning objectives Expose learner to purposeful series of learning experiences Design to meet specific needs of each unique worker

37. 37 Provide Training Will be successful when… 1.New, inexperienced worker is hired 2.Experienced worker in new job or new farm operation 3.New procedure is implemented 4.New equipment or materials are used 5.Existing worker taking on new responsibility 6.Cross-training is occurring

38. 38 Provide Training Five steps to planning successful training Align training with business plan Define the learning objective Define sequence of learning steps Prepare support materials Prepare to share “what,” “how,” and “why.”

39. 39 Provide Training Six steps to providing successful training Share the learning experience Describe and explain Show and tell Give practice opportunity Provide feedback and test understanding Document all training provided

40. 40 Performance Feedback Supervisor must control feedback provided to employees Provide appropriate feedback in relation to recipient’s influence and ability Accompany feedback with coaching

41. 41 Performance Feedback Feedback can be positive, negative, or neutral Supervisors give feedback all the time, but are they in control?

42. 42 Performance Feedback Give feedback because… –People need to understand how they are performing and how to improve –Lack of feedback limits employees’ satisfaction –Increases feeling of job security

43. 43 Performance Feedback Conditions for effective feedback include… –Workers possess skills necessary to complete work –Standards, means, and methods of performance are clearly defined –Work atmosphere is trusting and oriented toward steady improvement

44. 44 Performance Feedback Six qualities of good feedback… 1.Specific 2.Relevant 3.Credible 4.Frequent 5.Timely 6.Linked to a source of help

45. 45 Coaching Build the performer’s capacity –P–Provide appropriate direction –D–DON’T take control and do it yourself –B–Be a model of behavior; “Actions speak louder than words.” –C–Celebrate achievements!

46. 46 Points to remember Human resource management requires: Planning Teaching Communication

47. 47 Disclaimer Information in this presentation is intended to be educational in nature. No specific advice is intended. For legal, financial, or other counseling, please see a professional specializing in your needed field of expertise.

48. 48 Thank You! Questions?