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The Human Side of HR Management in Ranching

Explore the importance of managing the physical, mental, and emotional well-being of ranchers in order to ensure the success of ranching operations.

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The Human Side of HR Management in Ranching

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  1. The Human Side of Human Resource Management in Ranching Operations Randy R. Weigel, Ph.D. University of Wyoming Cooperative Extension Service Cow Country Conference Laramie, WY February 9-10, 2006

  2. Keys to Success in Business • Drive – Expect long hoursand high stress • Flexibility – Change directions quickly • Multiple Thinking Skills – Strategic, critical, creative, analytical • People Skills – Motivate workers, negotiate with suppliers, convince lenders, sell customers • U.S. Small Business Administration

  3. Level I – Core Level II – Primary Level III – Secondary Level IV - Macro IV III II I Interaction Model for Ranching Operations

  4. LevelI – The Core Level of Rancher Interaction “A producer may possess superior livestock, fertile land and adequate financial base. But if the rancher does not effectively manage his or her own physical, mental, and emotional well being, it may not matter how productive the operation.” Weigel, R. Western Integrated Resource Education (WIRE)

  5. The Role of Personality in Rancher Management “Stress-producing events, such as foreclosure, droughts, and disease can result in increases in anger, depression, hostility, and even suicide. How one handles problems is influenced by personality characteristics.” Horner, J., & Barrett, L. Personality types of farm couples: Implications for intervention strategies

  6. Personality Characteristics Energy Introversion Extraversion Information Sensing iNtuitive Decision Making Thinking Feeling Take Action Judging Perceiving

  7. According to Personality Theory: Ranch/Farm men are ISTJ Ranch/Farm women are ISFJ

  8. Three views on ranching: • “My goal is to have the best quality product possible. • I thrive on ranch work.” • “Marketing is the most important element in the success • of the ranch. I want to reduce my workload and diversify • my assets.” • “I want to be environmentally sensitive and conserve • the land I operate. To me, ranching means enjoying the • lifestyle.”

  9. Farm Management Values • Dedicated Producer • Flexible Strategist • Resource Steward

  10. A Study of Stress Management among Iowa • farmers found: • Realistic • Maintain a healthy lifestyle • Many interests • Sense of hope • Reached out for help • Faith Which all led to: • Achieving Balance in Their Lives • Weigel, R., (1986). Supporting today’s farm family: • An opportunity for family life education.

  11. Level II – The Primary Level Of Rancher Interaction “Behold how good and how pleasant it is for brother and sister to dwell together in unity.” The Book of Psalms “Am I my brother’s keeper?” Genesis “WHY ME?”Owner of a family ranch

  12. Two views of a generational ranch family: “We consider it a great privilege to have a son and daughter-in-law in partnership with us. We are very proud of them. We think it is important that they make the decisions and keep up with new methods.” OR “They (parents) set the goals we should aim for and think we should share their values, which clash totally with those of a young family. They want to have us under their thumb financially so they can call the shots.”

  13. “Human Elements” that cause conflicts in Ranch/Farm • Family Operations: • Father/son relationship turns into parent/child relationship • “Gossiping” about each other • Carrying a grudge • Turning disagreements into fights • Failing to set family and farm goals • Failing to have frank, honest discussions • Not willing to get along • Ron Hanson, University of Nebraska

  14. Skills for “SMOOTH” Ranch Family Functioning: Respect that each member is an individual Do not use communication “triangles” Be willing to learn and grow Have well defined boundaries

  15. Skills for “SMOOTH” Ranch Family Functioning: Share traditions Support and assist one another Stay connected

  16. “The single most important word of advice to share with family members ranching together is to remember that any successful family ranching operation requires a team approach by each family member involved.” Dr. Ron Hanson Resolving Family Conflicts Farm Family Enrichment Workbook

  17. Level III – The Secondary Level of Rancher Interaction “I ranch so I don’t have to work with people.” “I just can’t keep good help.” “These young kids just don’t want to work!” (Quotes from Western Integrated Resource Education (WIRE) workshop participants.)

  18. Coordinated Resource Management • “Research has shown that effective group • composition, dynamics, process, and cohesion lead • to positive outcomes in natural resource conflicts.” • Kruse, C., (1995). Measuring the potential success of natural resource conflict • resolution decisions. Master Thesis, University of Wyoming. • How to listen • How to create a common vision • How to negotiate agreeable solutions • How to monitor • How to adapt

  19. AgHelpWanted: Ch. 1 – Roles and Responsibilities of an Agricultural Employer Ch. 2 – Organizational Planning Ch. 3 – Staffing the Farm Business Ch. 4 – Supervising Agricultural Work Ch. 5 – Managing Employee Performance Ch. 6 – Communication and Problem Solving

  20. Level IV – The Macro Level of Rancher Interaction “Technical knowledge and skills will be essential with the growing complexity of agriculture. But technical skills are not expected to be the core source of competitive advantage. The skills needed to be successful in the future are more likely the human/personal skills —skills like negotiation ability, creativity and innovation,vision and strategic thinking.” Michael Boehjle Purdue University

  21. Strategic thinking…….involves studying the “environment” through an intuitive, creative process for the emerging agricultural themes, issues, patterns, and opportunities.

  22. Improving Your Strategic Thinking • *Read…read…read • *Study your world for possibilities • *Imagine your future history • *Listen to the “Mavens” • *Always ask questions

  23. Strategic Thinking is intuitive. It is asking questions such as: What will the future be like? (How is the world agriculture faces changing?) What are people seeking, expecting? (How will consumers’ needs for my product change?) What are ways of preparing for the future? (What must I absolutely, positively do do succeed?) What does all this mean? (Why am I (are we) in agriculture?)

  24. VS Interaction Model

  25. National Corn Growers Association’s Future Structure of Agriculture Task Force: “Those who prosper in this future agriculture must adapt to a rapidly changing environment and be willing to challenge their comfort zone. …Farmers, policymakers, and agribusiness leaders must be willing to create competitive advantages rather than protect the old ones.” National Corn Growers Assn. (2003). Choices in the Evolution of Corn Belt Agriculture.

  26. “The significant problems and challenges we face today cannot be overcome with the same level of thinking which caused the problem.’’’ Albert Einstein

  27. Thank You.

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