Tools for Training and Keeping Good Employees Increasingly Important in Agribusiness

A few months ago, Matt Reese of Ohio’s Country Journal reached out to Harvest Land asking if we have any tools for training and keeping good employees, as this topic has been increasingly important in agribusiness. We decided to share the details and success of our ACE program with Matt and Ohio’s Country Journal. This week, we share with you the full article Matt wrote:

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Tools for training and keeping good employees increasingly important in agribusiness

By Matt Reese

It is not an uncommon story. A young employee starts at the lowest levels of a company, works in every facet of the business and one day ends up running it.

“Our CEO is in his early 40s. He hired on at a local ag center as an applicator, which is a technical job driving big machines. He was willing to do anything. He would tie feed sacks at the mill, sweep shop floors, check out customers at the counter — that man now is our CEO,” said Lindsay Sankey, communications manager for Harvest Land Cooperative with locations in western Ohio and Indiana. “He has worked in every department of our business. He is a prime example that if you are willing to learn and take on responsibility, there is so much opportunity in a farmer owned cooperative. We have several examples of this. He started on the lowest rung and now he is leading the cooperative.”

Unfortunately, for a number of different reasons, this type of ground up experience and long-term company loyalty seems to be less common in the modern pool of employees. Harvest Land Cooperative recognizes the value of this type of experience for young potential leaders and has taken extensive steps to recreate it as a way to groom tomorrow’s leaders.

“About 5 years ago we started talking about succession in the cooperative system. Harvest Land has about 300 full time employees and about a third of them will retire in the next decade. We recognized the need to fill our bench, you might say, with people who are qualified to be a valuable leader in our business. As we prepare for future demand of an evolving agricultural climate, we also must provide our emerging front runners with a broad perspective of what our cooperative does,” Sankey said. “That gave us the idea for our Accelerated Career Excellence (ACE) Program. We invite people to apply for this program, right out of college or trade school, maybe someone who is interested in working for Harvest Land, but they might not know exactly where they could fit. This is a great program because it allows them to see all facets of our business in 12 months and determine what areas suit them and how they suit our system the best.”

The paid position through the ACE Program sets the stage for future leaders by teaching them about Harvest Land from the ground up.

“They go on a tour of our co-op. They work in the agronomy department, they work in the energy department that includes fuels, home heat and propane, they have to dive deep into our seed business, and then they go through training on the importance of organization and prioritization skills. They go through a whole session on personality testing and how to understand and work with multiple types of people. They also are required to dive deep into the financial understanding of the cooperative system and specifically Harvest Land’s balance sheet. We give assigned reading to them and we bring in a professor from Purdue on communication skills and how to work with customers, growers and the community. As they go through this they are showing up every day at a local location or our headquarters,” Sankey said. “We started this in 2016 and we have had really good success. We had a young man come out of the casket industry, and he applied for a job at Harvest Land. He had grown up on a small farm in Indiana but had not been a part of that farm in a decade. He is about to take over our grain marketing department in September. He has excelled so much. He showed up. He was willing to learn. He really shined in grain marketing and when our grain marketing manager retires, this young man will take over the department. Every one of our candidates has accepted full time positions. They are doing cool things for the co-op and are proving their leadership abilities. We recognize we are building strength on our bench at Harvest Land.”

 

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Kyle Baumer is one of many success stories through Harvest Land’s ACE Program.

ACE offers a chance for young leaders to discover where they may fit, but it also provides a chance for management to learn about the upcoming talent.

 

“The managers supervise, evaluate and enrich the experience for these individuals so they get a boots on the ground look at Harvest Land. Our managers are always looking for good help and their feedback is extremely valuable and candid. We know when things are going well or when an ACE candidate is not so interested in that area,” Sankey said. “ACE is managed by our HR department and it is a large part of what they do. From the very beginning when they interview someone, this is in the back of their mind. Because this is a 12-month program and it is cyclical, they are constantly having to manage how long someone has been in the department, where they are now, and who they have worked with. It is a lot of work. We have three HR individuals on our team and they do a great job of facilitating the ACE Program.

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“When you recognize the needs of running a business, you know you are going to have to put in some work to attract young talent. Every ounce of effort put into this will pay us back if we can create a good culture and hire these employees that will stick with Harvest Land.”

Good, long-term employees are shaped by their work experiences, but they also respond to a workplace culture including positive core values. Emphasizing and instilling those values with employees is the reason behind the IREP program at A&L Great Lakes Laboratoriesbased in Ft. Wayne, Ind.

“A couple years ago we had a bit of an identity crisis. We needed to distinguish ourselves in the marketplace. So for about 9 months, we worked on identifying what we really stood for as a company,” said Jamie Bultemeier, agronomist and corporate sales director for A&L Great Lakes Laboratories. “We identified our core values are doing the right things with integrity when no one is looking. We want to do things right the first time every time. We want to be easy to work with. When the customers are looking for solutions, we want to solve those problems. And, we want to be partners with our customers. If their business grows, our business grows and we can build loyalty with our customers that way. A group of employees came up with IREP: Integrity, Right, Easy, Partnership as a way to remember them. That has stuck and become a foundation for what we do.”

IREP is focused inward.

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If employees decide to embrace the principles of IREP at A&L Great Lakes Laboratories they get to add their name to the wall.

 

“Our outward appearance and marketing is based on these four core values too, but this is about getting employees to adopt the same internal branding that we are pushing outward. And when someone calls the office, no matter who they talk to, we want these core values to exude from the conversations. We want a consistent message of what A&L Great Lakes stands for. IREP has been a way to bring this into an easy to understand concept that people can buy into,” he said. “When you can articulate your core values, it opens doors for sales and hiring new talent. It really clarifies our value messages to people. When we make big decisions, does it stand on our core values? If it doesn’t, we don’t do it. It has made the decision making process easier too.”

From the beginning, new employees are introduced to the IREP concept. It is featured on a plaque in the office lobby, but more importantly it is emphasized on a wall in the back of the office for employees to sign if they agree with those principles.

“We are hoping we can build an emotional tie to the company. We rely heavily on seasonal employees and when we can get an employee to return it really helps. When they come back we do not have to retrain them and they understand how things work. We hope to bring those part timers back year after year,” Bultemeier said. “We have always had a small group of seasonals who return, but trying to get them to return has gotten more difficult. Now we are getting to the point where those people are developing a personal tie to the company and become something more than just a seasonal employee. That makes them more likely to come back each year.”

Because it was developed from the inside out, IREP has been very effective.

“IREP has been around for about a year and a half. When we started going through this branding process, the company morale took a little bit of a dive. It created some open conversations that maybe weren’t the most fun to be a part of. We have really since then seen a real change in morale as we have brought some of these things out and company morale has really gone up dramatically. Employees are taking ownership in this. We are also now trying to catch people following the IREP values and highlighting it. We encourage it and celebrate it when it occurs,” Bultemeier said. “It doesn’t matter the size of your business or what it is, that unified belief or value set is important. It is tough if those values are only in your marketing. If it doesn’t resonate through the employees of the company, it is lost. Now we hear from our customers using the words directly out of IREP. That is huge when we see that manifesting itself in our customer base. That is not something you can fake or get in advertising. This is deeper than a marketing program. This started out as a management need. It was a very methodical business oriented decision to do it. When the employees took ownership of this, it took on a life of its own.”

 

This is the third of a series of five stories in cooperation with the Ohio AgriBusiness Association highlighting human resource management solutions in Ohio agribusinesses.

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We apprecaite Matt reaching out to Harvest Land. You can read the full article printed in the recent edition, or online here.

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785 Years of Service

785 years.

That is the total number of years of service our 2018 honorees have dedicated to Harvest Land Co-op. Annually we recognize employees by five-year increments and thank them for their continued work on our cooperative’s behalf. At the Christmas party in December, we recognized the following individuals.

According to an Economic News Release from the Bureau of Labor Statistics in November 2018,  the average number of years that wage and salary workers have worked for their current employer is currently 4.6 years. With that statistic, we’re quite proud to honor the following folks for their commitment to Harvest Land.

Note that not all honorees were in attendance. 

5
Five Years

Five Years of Service:

Teri Dunlavy Richmond
Kipp Huth Junction LP
Shannon Bodey Lena Ag
Sara Nave Lena Ag
Kyle Brooks Central Crops
Brigette Mauck North Crops-Durbin
Troy Bane YieldPro
Tim Hammond YieldPro
Curt Naylor Reg. Mgr./Seed
Garet Ribel Decatur
Cindy Kay Richmond Energy
Tim Gibbs Kalmbach
James Thompson Versailles
Nicole Pyott Risk Dept.
10
Ten Years

Ten Years of Service:

Steve Miller West Liquid Fuels
Darren Klein Pershing
Jeff Riester Central Crops
Tiffany Miller Rushville
Robert Moore Rushville
David Williams Rushville
Mike Hartsock Rushville
John Rines Limberlost
Royce Kukelhan Limberlost
Joe Werling Williams
Dennis Mount Ohio Energy
Terry Miller Ohio Energy
15
Fifteen Years

Fifteen Years of Service:

Mike Klein Hagerstown
Lance Eyler Transportation
Mark Smith R&F
20
Twenty Years

Twenty Years of Service:

Vickie Fleenor Richmond
Duane Brooks Hagerstown
Henry Branscum Jr. Monroe LF
Mike Reed YieldPro
Bob Newhouse Director
25
Twenty-Five Years

Twenty-Five Years of Service:

Michael Chalfant Junction LP
Jay Scharnowske Junction LP
Tim Lanman Pershing
Ivan Brumbaugh Transportation
Greg Hayes Richmond LF
Jeff Osborn Richmond LP
Todd Duncan Ohio Energy
30
Thirty Years

Thirty Years of Service:

Susan Metzger Randolph Ag
Jamie Cressman Decatur
Brian Becker Director
Tom Tucker Director

Thirty-Five Years of Service:

Brent Stang West LF
David Taylor YieldPro
40
Forty Years

Forty Years of Service:

Mark Garretson North Crops
45
Forty-Five Years

And finally, Forty-Five Years of Service:

Stan Hicks Richmond

We asked Stan Hicks, our Chief Operations Officer, about his forty-five years at Harvest Land. Here are a few words from him:

“It’s been amazing to look back over the years and see how the farmers within our trade territory have banned together, consolidated their 19 co-ops into one very solid cooperative and established an organization that works for their long-term well-being in the agricultural community.”

 

“The Cooperative System has been for me, and many others, a long-term career in the field of agriculture when the means were not afforded to be a farmer that planted, harvested and marketed their own production.”

We offer sincere thanks to Stan and all others who celebrated another year with Harvest Land. We truly appreciate you.

 

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Were You Hired To Do That?

A middle school student, from a town not far from our cooperative headquarters, was given the assignment to job shadow someone working in a field that might interest him down the road.

His top choices for a future career – at age 14 – were

  • a pediatrician (should a student spend their day in a medical office during flu season?)
  • a preacher (he gets weekly insight from this field every Sunday and at youth group)
  • the agricultural field (he chose to spend his day at our farmer-owned cooperative)

I had a meeting with our agronomist and the gentleman that this student was shadowing for the day, our Chief Operations Officer. The three of us discussed plans for an upcoming presentation we are giving at Ball State University, while the student sat in quiet observation. After collaboration over a meal, we engaged the student by explaining to him our individual paths that lead to the current positions we have within Harvest Land.

It was a really valuable conversation. Not only did I learn about the very unique roads my coworkers have taken to get to the successful levels they’re at today, but I also noticed a trend that I think is worth sharing with you.

One employee never went to college, they went straight to into the work force out of high school.

One employee went to a highly accredited 4-year university (after turning down an offer at Notre Dame) and even went on to attain their Master’s.

One employee graduated with a bachelor’s degree in a non-agriculture field.

All three were leaps and bounds above the level – both in position and pay – in which they were first hired (one started at $1 an hour – and it wasn’t 1929). All three shared oddly similar stories when visiting with the job-shadowing-student.

All three never turned down a job.
  • Sweeping the shop floor
  • Answering phones
  • Tying feed sacks
  • Mixing chemicals
  • Making the office coffee (which could be comparable to mixing chemicals)
  • Washing trucks
  • Delivering meals to the field
  • Cleaning up after meetings or guests
  • Taking out the trash
  • Sweeping out bins
  • Working in the pit
  • Loading trucks with bagged feed
  • Painting tanks
  • Making parts runs
  • And more

These were just a few of the things these highly successful adults did in their early careers.

“Were you hired to do that?!” the student asked the COO.
“No, I wasn’t. But it needed done.”

What a lesson that can resonate with today’s students about to begin their careers. There is a strange expectation from many who are early in their career that they will get hired into a middle management position and climb the ladder of success by starting on the third rung. Today’s work force doesn’t work that way. The workforce in 2007 didn’t work that way. The work force in 1997 didn’t work that way. The work force in 1987 didn’t work that way. Do you notice a trend?

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What an advantage someone will have if they choose early in life to do the work that needs to be done, whether it was written in their job description, or not. Those who keep the phrase “That’s not my job,” off their lips will have a far greater advantage over those who use it.

Now, this isn’t giving every supervisor across America to take advantage of those who work hard.

But we offer this encouragement to those who want to be successful in their field of choice: If you’re willing to do more than what is expected of you, more opportunities than you expect will come your way. 

work bootsWe believe that farm kids get hired and promoted regularly because they understand that there is work to be done, no matter who does it. They come from a place where 5:00 PM simply means that there is still four more hours of daylight and work ahead of them. They come from a team that doesn’t clock in or clock out – their work begins when the boots go on and it ends when they come off…and then they have to eat dinner with their co-workers.

Farm kids understand that even the bosses have to do the dirty jobs sometimes – – -because they’ve seen their grandfathers use auto steer in the brand new tractor in the same day that they saw him picking up rocks out of the field.

rock in field

We encourage those early in their career to take full advantage of the opportunities to do many different jobs – the good, bad, and ugly – when given the chance. Not only will it offer you new experiences, it will expand your skill set and build your character.

And who knows, it might start a really enlightening conversation in 30 years when you’re being job shadowed by an eager middle schooler trying to figure out the world.