Tips on how to develop and retain staff on dairy farms were given at a South Island Dairy Event workshop.
Recruitment specialist Lee Astridge, from No8HR, said the term ''employee engagement'' had become popular in the past decade. It referred to the extent to which workers wanted to improve the business that had hired them.
Engaged employees were defined as those who:
• speak positively about the organisation to co-workers, potential employees and customers.
• have an intense desire to be a member of the organisation.
• exert extra effort and are dedicated to doing the very best job possible to contribute to the organisation's business success.
Ms Astridge said a study by the Gallup Management Journal showed only 29% of employees were actively engaged in their jobs. That meant those who were not engaged went through each day putting time but not passion into their work, she said.
''This research by Gallup also showed a strong correlation between the degree of wellbeing of an individual and the extent to which they are engaged as an employee - high wellbeing yielded high levels of engagement.
''A well and engaged employee was likely to have fewer sick days, lowering the cost of lost productivity to their organisation, and was more likely to come to work energised and focused.''
Having engaged employees brought many advantages, she said.
''They will perform better and are more motivated.
''There is a significant link between employment engagement and profitability.
''Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom-line business success.
''They create a sense of loyalty in a competitive environment.
''Engaged employees provide a high-energy work environment.''
She advised dairy farm owners to ''make it simple''. They should do what they can to encourage people to say positive things about their workplace. This can be as easy as saying positive things about them. It also involves showing them care and respect, giving them a good working environment, honouring promises and giving them responsibility to develop their work skills.
Employers should reflect on what they have done in the past to keep people in their business for more than a season, Ms Astridge said. Workshop participants recommended upskilling them, giving them variety and challenges, celebrating success, listening to them and talking to them more about themselves.
''If you've got performance issues in your business, there's something you are doing or not doing that's allowing it to happen.''
Employers should think about the people who work hardest for them, and ask themselves what they do to contribute to that, she said. Comments from participants included focusing on the results, not the process; asking staff about their goals, so you can help them achieve theirs while they help you achieve yours; leading by example; and having open communication.
Ms Astridge cautioned against running reward systems, which created expectancy in staff. The best rewards were unexpected, and involved effort on the employer's part. Examples were giving staff coaching or training or giving them a new task and working with them to complete it.
KEY INGREDIENTS OF EMPLOYEE ENGAGEMENT
1. The nature of the work - is it mentally stimulating from day to day? Farmers could find out which staff like particular tasks, set targets to help keep them motivated, and explain why jobs are done a certain way to achieve a specific outcome.
2. Support - does the employee feel supported by the manager and colleagues? Efficient work practices should be encouraged, as there will be more milk in the vat and staff can finish early if everything has been done. Everyone gains from a better working environment.
3. Recognition - are the employee's efforts recognised and valued? By nature, small business owners were control freaks, recruitment specialist Lee Astridge said. But it was crucial to give staff positive feedback at the early stage of employment.
''If you want to create a lasting relationship, you have to work with the positives.''
4. Advocacy - is the employee willing to recommend the company? ''We want our employees to say good things about us to family and friends. If not, something needs to change.''
5. Loyalty - does the employee want to stay with the company and develop a career?
6. Values - does the employee feel managers and colleagues ''walk the talk'' with the company's values?
''If your values are not aligned, you have got a much tougher job,'' Ms Astridge said.
''Make sure you have got as much alignment as you can find. Be overt with your values.''