HUMAN RESOURCES
Cultivate potential….
harvest excellence!
"Just imagine.... having a team on your farm, all who are fully involved in, and
enthusiastic about his or her work; caring about the future of the farm and willing to
invest the discretionary effort exceeding the call of duty to see that the farming operation
succeeds.”
By Emmie Pietersen
Director: Peritum Agri Institute
T
he above is Seitjs' definition
of employee engagement.
Engagement is different
from happiness. Someone
may be happy at work, but it does not
necessarily mean he/she is working
hard, productively, on behalf of the
farming enterprise. According to Gallup,
international authority on employee
engagement, the bulk of employees
worldwide - 63% - are "not engaged,"
meaning they lack motivation and are
less likely to invest discretionary effort
in organisational goals or outcomes.
Only 10% of employees in South Africa
are fully engaged. A staggering 57%
are not engaged and 33% are actively
disengaged.
To effectively manage an optimal labour
force, a farmer must strive for optimal
engagement. This can only be achieved
through being concerned both about
productivity and about people. How
employees’ needs are met has a direct
bearing on their performance. Focusing
on productivity alone may lead to a
reduction in worker output. A concern
for worker needs means attending to
their well-being, as both individuals and
employees. Courteous and consistent
treatment, job security, fair pay and
safe working conditions are important
to employees. When those needs are
58
SENWES SCENARIO | AUTUMN 2019
ignored, worker dissatisfaction may
impede productivity.
The connection between employee
productivity and farm profitability is direct
and obvious.
Whether you are the farmer that is
always looking to improve production
to ensure the long-term viability of the
business or the farmer that operates a
deteriorated farm, showing little interest in
increasing yield or in recycling profits into
the operation… know that your approach
and attitude to farm productivity will rub
off and strongly influence worker output.
Performance is often enhanced when
employees believe they are contributing
to a valuable product and are part of an
effective, ambitious team.
What the Farmer
Expects What the Team needs
• Consistently produce • Respect for their
high quality work on
a timely basis;
• take their
responsibilities
seriously
• show concern for
the welfare of the
farming operation, its
animals and fellow
employees; and
• represent the
farming enterprise
well within the
community
•
•
•
•
feelings and
opinions;
recognition for work
well done;
fair conditions of
employment;
consistent and
courteous behaviour
by management;
a work environment
where they can
develop their
potential over time
(in terms of skills and
earnings).
Building a lean, but mean team is in your
hands.
Competent, passionate and hands-
on leadership is critical to employee
engagement. So here are a few
considerations on how to ensure that
all team members are fully involved in,
and enthusiastic about their work; caring
about the future of the farm and willing to
invest the discretionary effort exceeding
duty's call to see that the farming
operation succeeds:
• Encourage employees to speak up
• Be a mentor to your workers
• Only, but consistently, reward when
deserved
• Encourage an ‘us’ approach to
everything you do
• Actively promote healthy living
• Hire for attitude and teach them the job
• Create opportunity to have fun together
• Ask employees about their dreams for
the farm
• Be very clear about expectations
• Develop goals and targets together as
a team
• Allocate time for personal/team
development in a month
• Celebrate successes with your team in
big and small ways.