Hiring and Retention in Agriculture: Key Takeaways From Our Employer of Choice Conversation

Last fall, I had the opportunity to be a part of a follow-up conversation hosted by Dairy Girl Network, continuing the discussion we started at World Dairy Expo around what it means to become an employer of choice.

The questions were thoughtful. The panelists were honest. And while the conversation focused on agriculture, the lessons apply to nearly any organization trying to attract, retain, and develop great people.

As I reflected, a few themes continued to stand out.

https://www.youtube.com/watch?v=NlbFDpLIVoQ

Culture Isn't What You Say. It's What People Experience.

One comment from Jordan Ebert of Ebert Enterprises has stuck with me since the conversation ended:

"If it isn't felt, it isn't real."

As leaders, we spend a lot of time talking about culture. We create mission statements, define values, and talk about the kind of workplace we want to build.

But employees don't experience culture through posters on a wall.

They experience it through their first interview, their first day, their interactions with coworkers, and the way leaders respond when challenges arise.

I have worked with organizations that can clearly articulate their values but struggle to live them consistently. I've also seen organizations where the culture is so strong that employees can feel it the moment they walk through the door. And even better when each employee contributes to upholding the culture. That’s where the magic happens.

The difference is authenticity.

If the values we talk about aren't showing up in daily decisions and behaviors, employees notice. Every time.

Your Current Employees Might Be Your Best Recruiting Strategy

One challenge that came up repeatedly during our discussion was finding good people.

That's not new. Most leaders I work with are asking some version of the same question: Where do we find great employees?

Karissa Keppel from Kinnard Farms offered a simple answer that resonated with everyone: "Good people typically know other good people."

The longer I work with teams, the more true that seems.

The strongest recruiting tool often isn't a job posting or advertising campaign. It's the people who already work for you.

When employees believe in the organization, they tell others. They recommend openings to friends, family members, former coworkers, and people in their communities.

One observation shared during the conversation really stuck with me: when a manager's spouse, kids, siblings, and friends all want to work there too, that's a pretty strong indicator you've created a workplace worth being part of.

That doesn't mean we stop exploring new recruiting channels. Social media, internship programs, technical schools, T-N and H-2A opportunities as they unfold, websites, radio, and even billboards all have a role to play.

But none of those strategies can replace a reputation that people are willing to talk about (in all the best ways!).

Don't Try to Eat the Whole Pie

Sometimes a conversation produces an analogy that everyone immediately understands.

For this group, it was pie.

When asked why she decided to pursue a doctorate while already running a successful consulting business, Elsie Ross joked that the answer was simple: "Because I'm crazy."

Then she shared an analogy I won't forget.

She compared taking on responsibilities to cutting a slice of pie. Sometimes we cut ourselves a piece that's bigger than we can comfortably handle. We make room for it anyway and somehow get through it.

Other times, the better approach is to pause before cutting the slice and ask who else can help carry the workload, “Can I share this slice of pie?”.

As I listened, I thought about how many leaders struggle with exactly that challenge. We care deeply about our organizations. We want things done well. We feel responsible for outcomes.

And before long, we're carrying far more than we were ever meant to carry alone.

The lesson wasn't about avoiding hard work. It was about recognizing when growth requires us to build capacity through other people instead of simply adding more to our own plate.

Because trying to eat the whole pie yourself isn't a sustainable strategy.

Rethinking Turnover

One of the most interesting perspectives shared during the conversation came from Dr. Chris Booth.

When we talk about employee retention, we often frame turnover as something that should never happen. But Chris offered a different perspective. What if the goal isn't to create a workplace where nobody ever leaves? What if the goal is to create a workplace with such a strong reputation that people are waiting for the opportunity to join?

That idea challenged me.

People move. Careers evolve. Life circumstances change.

Not every departure is a sign of failure.

Sometimes turnover creates opportunities for others within the organization to step into new responsibilities and continue growing.

The organizations that become employers of choice aren't necessarily the ones with zero turnover. They're the ones that consistently develop people, invest in relationships, and build a reputation that attracts talent over time.

Leadership Happens One Person at a Time

At the end of the day, every question we discussed seemed to lead back to the same conclusion.

Whether we're talking about hiring, retention, culture, communication, delegation, or employee development, we're really talking about seeing and inspiring our people one at a time. In a consistent and persistent way.

That's what leadership has always been about.

The organizations that stand out aren't necessarily the ones with the newest most modern facilities, or the highest wages. They're the ones that intentionally create environments where people feel valued, supported, and connected to something meaningful.

Those are the organizations people stay with.

Those are the organizations people recommend.

And those are the organizations that become employers of choice.

Conversations like this remind me why I love the work I do. When leaders come together to ask honest questions and share real experiences, we all leave better equipped to lead.

And that's a conversation worth continuing.

Want to start our own conversation? Schedule a 30-minute call with me to discuss how I can help you become an employer of choice.