hcc 05-146 hiring good quality farm labour

RIRDCShaping the future

Hiring Good QualityFarm Labour

1

R e s e a r c h R e p o r t F a r m l a b o u r

ISBN (…RIRDC to assign)

ISSN 1440-6845

Hiring Good Quality Farm LabourPublication No. 05/Project No. KDI 29A

The information contained in this publication is intended for general use to assist pub-lic knowledge and discussion and to help improve the development of sustainable

industries. The information should not be relied upon for the purpose of a particular mat-ter. Specialist and/or appropriate legal advice should be obtained before any action ordecision is taken on the basis of any material in this document. The Commonwealth ofAustralia, Rural Industries Research and Development Corporation, the authors or con-tributors do not assume liability of any kind whatsoever resulting from any person's useor reliance upon the content of this document.

This publication is copyright. However, RIRDC encourages wide dissemination of itsresearch, providing the Corporation is clearly acknowledged. For any other enquiries con-cerning reproduction, contact the Publications Manager on phone 02 6272 3186.

Researcher Contact Details

Toni Nugent – Kondinin Group19 Fitzhardinge StreetWagga Wagga NSW 2650

Phone: 02 6921 4047Fax: 02 6921 4182Email: [email protected]

In submitting this report, the researcher has agreed to RIRDC publishing this material in its edited form.

RIRDC Contact Details

Rural Industries Research and Development CorporationLevel 1, AMA House42 Macquarie Street BARTON ACT 2600PO Box 4776KINGSTON ACT 2604

Phone: 02 6272 4819Fax: 02 6272 5877Email: [email protected]: http://www.rirdc.gov.au

Published in ……... 2005. Printed on environmentally friendly paper by Canprint

ISBN: 1 74151 209 3ISSN: 1440-6845

05/146

Published by RIRDC in August 2005Printed on environmentally paper

ISBN: 1 74151 209 3ISSN: 1440-6845

05/146

Published by RIRDC in September 2005Printed on environmentally friendly paper by Union Offset

This project aims to raise awareness and speed the adoptionby farmers of proven and professional methods of sourc-

ing, hiring and retaining quality farm labour.

Kondinin Group’s 2003 National Agricultural Survey (NAS)showed 82 per cent of 720 farmers surveyed found the task ofsourcing farm staff difficult. An effective and efficient work-force can make a major difference to the productivity of afarming business. For example, the Queensland Fruit andVegetable Growers estimated farm losses due to the difficultyin finding sufficient workers at $90 million, representing 10-20% of the gross value of productivity (Harvesting Australia –Report of the National Harvest Trail Working Group, June2000). If $90 million can be saved in the Fruit and Vegetableindustry alone, the potential gains in other agricultural sectorswould be similarly as large, justifying the urgent need for thisproject to assist farmers in adopting better methods for sourc-ing, hiring and retaining farm staff.

Anecdotal and published evidence indicates farmers areoften not satisfied with the quality of labour sourced throughrural employment agencies (Harvesting Australia – Report ofthe National Harvest Trail Working Group, June 2000).

The research assists farmers in learning from other farmers’successes as well as helping them avoid the pitfalls of others.

This report is an addition to RIRDC’s diverse range of over1200 research publications. It forms part of our HumanCapital, Communications and Information Systems R&D sub-program which aims to enhance human capital and facilitateinnovation in rural industries and communities.

Most of our publications are available for viewing, down-loading or purchasing on-line through our web site:

• downloads at www.rirdc.gov.au/fullreports/index.html• purchases at www.rirdc.gov.au/eshop

Peter O’BrienManaging DirectorRural Industries Research and Development Corporation

Foreword

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RR farm labour 12_5_05.qxd 8/6/05 10:12 AM Page 2 Administrator Elizabeth:Users:admin:Desktop:

An effective work force can make or break a farming busi-ness, so it is vital for farmers to place particular emphasis on

the employment process. This report provides a guide for farm-ers looking to employ staff, both family and non-family, andshows how adopting a professional approach can make theprocess of employing staff much easier.

Finding quality farm staff is not easy but according toAustralian farmers the secret of recruiting and retaining qualitylabour lies in the professional standards of employers.

Farmers who take a professional approach are those whoinvest time and effort into their people, help build career paths,value employees as part of the team and pay competitive wages.

Cost is often a major deterrent when employing farm labour.For example, basic salary and benefits packages range from aminimum of $26,453 for a first year jackaroo, up to $49,000 forstationhands and from $32,000–$62,000 for overseers.

The red tape of occupational health and safety rules and otherrisks associated with employing staff also has deterred manyfarmers from expanding their farm staffing levels.

But there is a need to recognise that high-calibre and loyal staffare one of the most valuable assets in any farming business.

This Research Report was put together to show farmers how tosource farm labour and keep quality people once they areemployed. It will aid the speed of adoption by farmers of provenand professional methods of sourcing, hiring and retaining qual-ity farm labour.

Executive summary

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The rural industry competes for labour against many indus-tries, in particular the mining industry which can offer

generous pay and structured career paths.

Such pressure means many farmers have to pay aboveaward wages to attract and maintain a quality workforce.

Traditionally, employment arrangements in agriculture havebeen informal structures containing many non-cash benefitssuch as housing or vehicles. Unfortunately, these benefitsusually are not well-documented.

The key challenge for the agricultural industry is to increaseits professionalism in its approach to employing staff, whetherthey be family or non-family members, permanent or casualemployees.

Survey results

According to Kondinin Group’s 2004 National AgriculturalSurvey (NAS 2004) almost two-thirds (65 per cent) of the farm-ers surveyed found sourcing reliable and high-quality perma-nent farm labour difficult.

Trends were similar when employing casual staff with 64%of farmers finding the process difficult. Some reasons includethe lack of people to choose from, high demand for skilledlabour, young people leave the district in favour of working in other industries, and because working in remote areas isless attractive.

Compared with 10 years ago, most farm businesses havereduced the number of people employed with more than two-thirds (69%) of farmers surveyed having no additional perma-nent farm labour.

Of those surveyed, 20% employ one permanent worker, 6% employ two permanent staff and only 1.7% employ morethan five.

Instead, farmers are employing more casual or seasonalstaff than ever before.

Today, 30% of members employ one casual farm employee,an increase of 6% from 10 years ago. An increase of 4% to15.5% was reported for farmers employing two casual staff.An increase (1%) was also noted for those farmers (8.5%)employing five or more casual farm staff.

The key reason for employing casual farm labour was for

increased efficiency at peak times but also due to farm expan-

sion and farmers concentrating more on management which

required more operational resources.

The average age of farm employees is 25–35 years (32% for

permanent and 35% for casual labour) and 36–45 years (29%

permanent and 27% casual farm labour).

Investing in farm labour

Farmers who are successful at employing and retaining

quality people view their employees as an asset.

A necessary skill for management is to stand back and take

an overview of the business’ needs. This is the first step in the

employment process and will show farmers if extra staff mem-

bers are needed, as well as the role of new employees.

Farmers need to think beyond the traditional role of a farm

worker when it comes to getting help to run the business.

Apart from farmhands, machinery specialists or agronomists,

farm labour also can incorporate part-time administrative staff

that add to efficiency by helping ‘sort out the paper mountain’

that piles up on many farm offices.

Pleasingly, three-quarters (76%) of farmers surveyed inter-

viewed potential permanent employees but only about

one-quarter (26%) did so when employing casual farm labour.

But only about half (55%) carry out reference checks on per-

manent staff.

Other important components which many successful

farm employers use to retain permanent staff are dealing

with staff grievances and disputes quickly and fairly, holding

meetings with staff regularly, including a probationary

period for new employees and having written job

descriptions, providing regular training and periodic perform-

ance reviews.

Employers also need to have a sound understanding of their

legal obligations and duties to employees (family and non-

family) as failure to do so can prove a costly exercise in time,

money and possibly family relationships.

Introduction

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Seasonal issues

Trends show more employees are being sourced from over-seas, especially for seasonal work such as harvesting and sowing.

Farmers who employ workers from overseas need to have athorough understanding of working visas, sourcing and spon-sorship of employees, tax and superannuation issues.

Many seasonal or casual employees are also sourced from localnetworks (such as neighbours, farming organisations and localsporting clubs), by word-of-mouth, among younger people whoare looking for temporary work during school and university hol-idays or retirees.

Labour supply and demand

Supply and demand forces, which generally are out of the con-trol of individual farmers, determine the price and availability oflabour. This is the case for all labour whether it is permanent,seasonal, casual or on a contract basis.

Seasonal work, in particular, generates a large number ofemployers seeking the same skills from a limited pool of workers.

Isolated areas and areas where competition from other indus-tries such as mining is high often experience more acute labourshortages.

The supply for rural workers has been influenced by many fac-tors including the migration of traditional farm workers to higher paying jobs in the mining industry and in cities, the continued decline in rural infrastructure such as schools and services has made rural living less desirable, falling com-modity prices and the often negative perception of farming as a long-term and worthy career has made it a lessattractive occupation.

The labour shortage has created an employee’s market thatalso presents challenges for employers when sourcing qualitystaff and retaining existing farm labour. Increased professional-ism in employment, management and higher rates of remuner-ation are certainly needed.

5


Finding quality farm staff is not easy butaccording to Australian farmers the

secret of recruiting and retaining qualityemployees lies in the professional standards of employers.

Farmers who take a professional approachare those who invest time and effort into their people, help build career paths, valueemployees as part of the team and pay com-petitive wages.

Cost is often a major deterrent whenemploying farm labour. For example, basicsalary and benefits packages range from aminimum of $26,453 for a first year jackaroo,up to $49,000 for stationhands and from$32,000–$62,000 for overseers.

The red tape of occupational health and safety rules and other risks associated

with employing staff also has deterred many farmers from expanding their farmstaffing levels.

But there is a need to recognise that high-calibre and loyal staff are one of the most valuable assets in any farming business.

This Research Report was put together toshow how to source farm labour and keepquality people once they are employed.

Farm labourThe rural industry competes for labour

against many industries, in particular themining industry which can offer generouspay and structured career paths.

Such pressure means many farmers haveto pay above award wages to attract and main-tain a quality workforce.

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Secret to finding staff is a professional approachAn effective workforce can make or break a farming business, so it is vital for farmers to place particular emphasis on theemployment process. This report, funded by the Rural industries and Research Development Corporation, provides a guide for farmers considering employing staff, both family and non-family, and shows how adopting a professionalapproach can make the process of employing staff much easier.

• Quality staff are one of the mostvaluable assets in a farming busi-ness, so it makes sense to investsufficient time to make the correct decision.

• Sixty-five per cent of KondininGroup members surveyed said finding reliable and high-quali-ty permanent farm labour was difficult.

• A skills audit will help assess thebusiness’ needs and identify areasfor improvement, which will assistwhen writing a job description fornew employees.

• Involving other staff members whenwriting the job description will makethe employment process easier.Job descriptions assist in matchingthe candidate’s skills and experi-ence with the job position.

• Employers can widen their searchfor job applicants by seekingemployees from a range of sourcessuch as rural employment agencies,newspaper advertisements andword-of-mouth.

• Preparing questions for job inter-views will develop a more effectivediscussion with applicants.

• Include an induction period as partof the employment process for newstaff to ‘learn the ropes’.

• Communication is critical to thesuccess of retaining staff. Look after staff and understandtheir needs.

• Review staff performance regularlyand provide constructive feedback.

A t a g l a n c e

Index

Pursue all avenues to find the best people 8

Interviews sort the wheat from the chaff 12

Incentives are vital to keeping staff 16

New technology saves payroll costs 20

Contacts for sourcing farm labour 21

By taking a professional approach when employing staff, employers can set the course for hiring and retain-ing high-quality workers. Valuing employees as part of the team, building career paths and paying com-petitive wages are all part of the professional standards employers need to possess. Pictured are WayneRoberts (left) and Adrian Brennan, Wongan Hills, Western Australia.

Bet

h Fi

eld


Traditionally, employment arrangements inagriculture have been informal structurescontaining many non-cash benefits such ashousing or vehicles. Unfortunately, thesebenefits usually are not well-documented.

The key challenge for the agriculturalindustry is to increase its professionalism in its approach to employing staff, whetherthey are family or non-family members, per-manent or casual employees.

Survey resultsAccording to Kondinin Group’s 2004

National Agricultural Survey (NAS 2004)almost two-thirds (65 per cent) of the farmerssurveyed found sourcing reliable and high-quality permanent farm labour difficult.

Trends were similar when employing casu-al staff with 64% of farmers finding theprocess difficult.

Some reasons put forward for this difficul-ty are a lack of people to choose from; highdemand for skilled labour; young people leav-ing the district in favour of working in otherindustries; and because working in remoteareas is less attractive.

Compared with 10 years ago, most farmbusinesses have reduced the number of peo-ple employed with more than two-thirds(69%) of farmers surveyed having no addi-tional permanent farm labour.

Of those surveyed, 20% employ one per-manent worker, 6% employ two permanentstaff and only 1.7% employ more than five.

Instead, farmers are employing more casu-al or seasonal staff than ever before.

Today, 30% of members employ one casualfarm employee, an increase of 6% from 10years ago. An increase of 4% to 15.5% wasreported for farmers employing two casualstaff. An increase (1%) was also noted forthose farmers (8.5%) employing five or morecasual farm staff.

The key reason for employing casual farm labour was for increased efficiency at peak times but also due to farm expansion and farmers concentrating moreon management which required more operational resources.

The average age of farm employees is25–35 years (32% for permanent and 35% for casual labour) and 36–45 years (29% per-manent and 27% casual farm labour).

Investing in farm labourFarmers who are successful at employing

and retaining quality people view theiremployees as an asset.

Regardless of the type of labour employed,it makes business sense to invest adequatetime when sourcing staff.

A necessary skill for management is tostand back and take an overview of the busi-ness’ needs. This is the first step in theemployment process and will show farmers if

extra staff are needed, as well as the role ofnew employees.

Farmers need to think beyond the tradi-tional role of a farm worker when it comes togetting help to run the business. Apart fromfarmhands, machinery specialists or agrono-mists, farm labour also can incorporate part-time administrative staff that add to efficiencyby helping ‘sort out the paper mountain’ thatpiles up on many farm offices.

Pleasingly, three-quarters (76%) of farmerssurveyed interviewed potential permanentemployees but only about one-quarter (26%)did so when employing casual farm labour.Unfortunately, just over half (55%) carry outreference checks on permanent staff.

Other important components which manysuccessful farm employers use to retain per-manent staff are dealing with staff grievancesand disputes quickly and fairly; holding meet-ings with staff regularly; including a proba-tionary period for new employees and havingwritten job descriptions; providing regulartraining and periodic performance reviews.

Employers also need to have a soundunderstanding of their legal obligations and duties to employees (family and non-family) as failure to do so can prove acostly exercise in time, money and possiblyfamily relationships.

Seasonal issuesTrends show more employees are being

sourced from overseas, especially for seasonalwork such as harvesting and sowing.

Farmers who employ working holiday mak-ers need to have a thorough understanding ofworking visas, sourcing and sponsorship ofemployees, tax and superannuation issues.

Many seasonal or casual employees are also sourced from local networks (such as

neighbours, farming organisations and local sporting clubs), by word-of-mouth,among younger people who are looking fortemporary work during school and universityholidays or retirees.

Labour supply and demand

Supply and demand forces, which general-ly are out of the control of individual farmers,determine the price and availability of labour. This is the case for all labour whetherit is permanent, seasonal, casual or on a con-tract basis.

Seasonal work, in particular, generates alarge number of employers seeking the sameskills from a limited pool of workers.

Isolated locations and areas where competi-tion from other industries such as mining ishigh often experience more acute labour shortages.

The supply for rural workers has beeninfluenced by many factors including themigration of traditional farm workers to high-er paying jobs in other industries and in cities; the continued decline in rural infra-structure such as schools and services hasmade rural living less desirable; falling commodity prices; and the often nega-tive perception of farming as a long-term and worthy career has made it a lessattractive occupation.

The labour shortage has created an employ-ee’s market that also presents challenges foremployers when sourcing quality staff andretaining existing farm labour. Increased professionalism inemployment, management and higher ratesof remuneration are certainly needed.

7

Employees are an asset to the farming business, soit is important to invest adequate time in theemployment process.

Toni

Nug

ent

Seasonal contract work generates a large numberof employers seeking the same skills from an oftensmall pool of workers. Factors including supplyand demand determine the price and availability of labour.

Toni

Nug

ent

approach


Recruiting quality farm labour is a majordecision and requires the same time and

consideration as any other farm investment. Rushing in and hiring the wrong person

can be a costly exercise. Staff recruitment needs to be part of the

overall business planning process. Undertaking an internal review of the

farm’s operations can assist in prioritisingjobs and what procedures require change orneed to be intensified to increase margins.Identifying the requirements of the farmbusiness also helps determine the type oflabour needed and can assist in writing ameaningful job description.

Consider the long-term goals and issues ofthe farm business with family membersbefore deciding on the type of person to be employed.

Skills auditsA skills audit is an effective method of

assessing the business needs and identifyingareas for improvement. This involves listingwhat each employee is required to do andidentifying areas that need improvement orattention. Employers can often find thatavailable skills are not being used to theirmaximum benefit.

The audit allows farmers to identify areas ofthe business that could benefit by using casu-al or contract labour, new part-time or full-time positions, capital equipment require-ments or excess, areas where new or contin-ued training is required and employeestrengths and weaknesses.

Writing a job descriptionRegardless of whether the search for staff is

to be undertaken by the employer, an employ-ment agency or a consultant, a job descriptionis required and will make the process moreefficient and purposeful.

Identify key needs and constraints and pri-oritise issues to be addressed. Input fromexisting staff on the requirements and jobdescription can prove useful. Remember tobe open to new ideas and alternatives. (Seethe ‘Labour needs checklist’ opposite for a jobdescription framework.)

Farmers are competing with other indus-tries for quality labour.

Total salary packages in the farming indus-try are, on average, lower than other indus-tries, so it is important farmers offer realisticwages and salary packages. This is often dif-ficult and farmers find themselves jugglingwhat the farm can afford, the legally bindingawards and employee expectations. Wagesneed to be set at or above the State andFederal award rates.

Be specific and accurate when advertising a job.

Duty statements and job specifications arehelpful in producing a brief summary of thekey qualities and skills needed.

A description of the farm and the context inwhich the job is placed also can help attract theappropriate people. The job descriptionincludes:

• Job title and description (for example,farm hand, mechanic or farm manager).

• A brief statement (one sentence) outlin-ing the purpose of the job.

• Whether the position is full-time, part-time or casual.

• Location of the position.• Salary range including non-cash benefits

(a study by Holmes and Sackett foundnon-cash benefits added a further22–44% to the base salary).

• The employer’s name and contact details. Other documents to be prepared include

duty and accountability statements describingthe main purpose of the position and a jobspecification defining the skills, qualities,knowledge and information required to per-form the tasks.

Pursue all avenues to find the best people

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Hiring the wrong person can prove costly, so it is important to plan ahead. Carry out a skills audit of thefarm, review the farm business and involve other staff members when writing job descriptions.

Toni

Nug

ent

Undertaking an internal review of the farm’s opera-tions can assist in prioritising jobs and what proce-dures require change or need to be intensified toincrease margins.

Ben

Whi

te

Advertising job vacancies in newspapers can help widen the search for potential employees. Whileonly 10 per cent of farmers surveyed placed adver-tisements in newspapers, other popular sources wereemployment agencies and word-of-mouth.

Toni

Nug

ent


Sourcing reliable and quality staffThe next step is to decide on how to

find potential employees. Pursuing a range of sources (word-of-

mouth, employment agencies or newspaperadvertisements) can often increase the pool of job applicants.

The value of informal methods of sourcing employees including word-of-mouth, friends and neighbours and sportingclubs should not be underestimated. State-based farmer organisations are another use-ful information source due to their experiencein industrial matters.

Kondinin Group’s 2004 NationalAgricultural Survey (2004 NAS) showed most farmers preferred to source farmemployment themselves with only 12%choosing to use employment agencies (seeFigure 1).

Whether farmers have decided to search forprospective staff themself or seek assistancesuch as from an employment agency (remem-bering there are costs associated with agencies), up-front planning and budget-ing for time and cost can help minimise unforeseen problems. These couldinclude misleading job advertisements, dis-crimination, employee eligibility such as avalid working visa or driver’s licence and com-pliance with minimum conditions.

Non-compliance with workplace legislationcould also result in costly consequences if theprocess is rushed.

The informal job marketA powerful recruiting tool is the informal job

market, particularly in farming communities. The 2004 NAS also revealed the most suc-

cessful way of finding new employees was byword-of-mouth with almost 90% of farmersrating these employees as good (47%) orexcellent (40.5%) workers.

Talking to friends, neighbours and localclubs is an effective method of sourcing labour,especially for casual and seasonal labour, notonly for the advantage of finding out aboutavailability but the information provider oftenhas first-hand experience of the skills and workethic of the potential employee.

Other ways of sourcing farm labour includeplacing advertisements in local and regionalnewspapers or community newsletters, con-tacting agricultural colleges, schools or TAFEand placing notices in shop windows or oncommunity noticeboards.

The 2004 NAS showed 10% of farmersadvertised job vacancies in newspapers. Of thestaff found via newspaper advertisements 42% were rated as good workers and a further25% as excellent.

Although work arrangements can be infor-mal, short-term or involve family members, itis important to document the terms ofemployment so all parties are clear about

their responsibilities and consider potentialliabilities if something goes wrong.

Casual workers must be covered by work-ers’ compensation. In most States, contrac-tors and their workers also must be coveredthrough deeming provisions. Public liabilityis not associated with workers but is generalcover for the public.

If sourcing farm labour from sportingclubs, try to ensure club commitments willnot conflict with farming operations.

Employment agenciesAnother option is rural employment agen-

cies, which provide a range of services includ-ing: assistance in determining the jobdescription; sourcing and advertising for can-didates; database reviews for employeematches; screening of candidates; performinginitial interviews and reference checks; pro-

viding summaries of potential candidates;and assistance in drafting the remunerationpackage and employment contract.

Some agencies provide guarantees for can-didates such as a replacement if the candidateis not suitable after a trial period.

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Agriculturalcolleges 2%

Rural employmentagency 12%

Word-of-mouth 70%

Newspaper 10%

Internet 1%Tourists and backpackers 2%

Other 1%

International exchangestudents 1%

Agriculturalconsultants 1%

FIGURE 1 Sourcing farm labour

Source: Kondinin Group’s 2004 National Agricultural Survey.

How farmers sourced farm labour accordingto Kondinin Group members surveyed.

The following checklist provides aframework for the job description and

sets some reference points on which tobase future decisions when hiring staff.

� List the nature and scale of operations.For example, number of hectares, live-stock numbers, area under crop, typeof machinery operated and the busyperiods.

� Specify all tasks to be carried out andprioritise these based on existing skills.

� List the skills or capabilities of the cur-rent farm labour force.

� Consider the skills the farm requires,not only now but for the future.

� Will the position be casual, seasonal,part-time, full-time or contract?

� Determine the level of experience andskills required of potential employees.

� Consider the future training or careerpath intended by prospective staff.

� Determine an applicable wage range,including non-cash benefits.

� Check the availability of housing oraccommodation (quantity and quality).

� Indicate the starting date for the posi-tion advertised.

Labour needs checklist

A powerful recruiting tool is the informal job market, particularly in farming communities. Kondinin Group’s2004 National Agricultural Survey showed the most successful way of finding new employees was by word-of-mouth.

people


Of the 12% of farmers surveyed who usedrural employment agencies, 46% rated theiremployees as good workers. More than half(63%) of these farmers rated the employmentagencies as poor to fair. Only 37% of farmersrated agencies as good to excellent when itcame to sourcing and matching the employeeto the farmer’s job requirements.

For permanent positions the placement feecharged by agencies is usually 5–10 per centof the first year’s annual salary. A set fee ischarged for seasonal or contract positions.

Isolated farmers and those looking for sea-sonal labour might need to reach potentialemployees outside their local area.

The time involved in more detailed search-es can make agencies a more attractive propo-sition. Before using an employment agency,establish: the terms, fees and scope of theagency’s role; the number of candidates to be interviewed; whether the agency has intrastate, interstate and international

contacts; relevant knowledge and experiencein placing staff for the type of operations con-cerned; the nature of reference checks to beperformed; the time-frame for placements;intended search methods; and whether anyguarantees are included.

Job networksThe Commonwealth Government Job

Network incorporates about 200 private, com-munity and government organisations dedi-cated to finding jobs for unemployed peoplenationally. The network can also help withwage subsidies, training or support (visit theweb site at www.jobsearch.gov.au).

Employers advertise vacancies on theAustralian Job Search web site and job seekerscontact the network member. The employerhotline (phone 13 17 15 at a local call cost) isthe first point of call when a job vacancy aris-es.

If jobs are advertised and screening or

short-listing of applicants is undertaken by a Job Network member, fees could becharged. Alternatively, farmers can placetheir job vacancy on the Australian Job Searchthemselves for free and potential employeesthen contact the farmer directly.

But the listing of jobs lapses after sevendays unless an extension is requested.

Finding staff on the internetJob vacancies are often circulated on the

internet and electronic bulletin boards in arange of industries, including agriculture.

This form of advertising is growing in pop-ularity and although the percentage ofKondinin Group members using the internetfor sourcing potential employees is low (1%),farmers should consider using it as a fast andeffective way of seeking staff.

Agricultural colleges, State agriculturaldepartments, consultants and farm informa-tion services also have email addresses and

10

Ashortage of local labour for seasonal workhas forced contract baler and haymaker

Rick Benham, Roma, Queensland, to turnoverseas backpackers to fill the vacancies.

But he could not be happier with his choiceas many of these backpackers, mostlyEuropeans, have previous farm experience.

Rick employs 3–7 staff members, depend-ing on the season, and hopes to expand thebusiness to support full-time staff. Most of hisstaff are found through the employmentagency Visit Oz, which specialises in placingoverseas workers. Some overseas employ-ees are now also sourced by word-of-mouthafter talking to others he has employed previ-ously.

Although Rick has had some success withsourcing staff from word-of-mouth andthrough local contacts the fluctuating sea-

Retaining staff is always difficult, due to the‘carrot’ of permanent employment often in min-ing or related industries offering better pay andconditions. But Rick feels the package he offersto seasonal workers which includes accommo-dation, meals and competitive wages ($70 perday plus keep for unskilled workers plus socialactivities including short trips or the use of avehicle to access tourist sites) is a key reasonhe retains his employees. He also takes a teamapproach to his business where all staff areincluded in discussions, they work closelytogether and also have time for socialising.

In the past Rick has terminated some staffover safety concerns, poor work attitudes orincompatibility with other staff which he sees asimportant due to the amount of travel involvedwith the business where all staff travel, workand live together in work camp situations.

For more information contact Rick Benhamon 0427 223 422.

sons and conditions means he sometimescan only offer short periods of employment(often 3–6 months). This means Australianslooking for permanent work (often the mostskilled) often do not apply or leave when morepermanent work is offered. Overseas visitorson work permits have filled the void.

Offering employment

Agency-sourced employees are placed ona farm for one week where their skills areassessed by the Visit Oz trainer. Rick not onlyuses this assessment to gauge how aprospective employee’s strengths and abili-ties will fit into his business’ needs but he also telephones the individual outlining his requirements and asks questions to iden-tify the applicant’s expectations. Wages andconditions are detailed and an offer ofemployment is made.

Because of the casual nature of the employ-ment there is no contract or probationary peri-od. Instead, an induction period — whichvaries from one day to a week, depending onthe skills of the individual — is used to trainemployees in machinery safety, operation andmaintenance. During this time Rick notes theabilities of each employee, then assigns themto teams where their skills and personalitieswill complement those of their team mates.

Rick has two teams operating either togetheror separately, depending on the workload andtime constraints, with each machine able tooperate up to 24 hours per day.

Rick said without overseas labour he couldnot expand, as sourcing employees locallyduring peak seasons was virtually impossible.

Keeping staff

Rick Benham often employs backpackers,sourced mostly from an employment agency.

Contractor

Rick Benham

Location

Queensland: Roma, Tamboand Blackall; Northern Territory: BarklyTableland

Enterprise

Contract baling andhaymaking

Number of employees

Casual: 3–7, variesdepending on the season

Farm information

Backpackers fill the void in seasonal jobs


11

web sites advertising job vacancies.

Seek out agricultural collegesAlthough only 2% (15 respondents) of

members surveyed used agricultural collegesfor sourcing farm labour, most were extreme-ly happy with the quality of staff found.

Agricultural colleges often have a vocation-al officer actively involved in placing studentsand graduates in farm positions on a second-ment or full-time basis. Seconded studentscan prove valuable long-term employees whobring new and revitalised farming concepts toexisting operations.

If aiming to attract and retain quality grad-uates, negotiate a fair remuneration packagefor all parties and identify a career path orincentives scheme.

Hiring an apprenticeTraineeships and apprenticeships provide

opportunities for employees to gain practicaland relevant training in the workplace, devel-op their skills and acquire a nationally recog-nised qualification through registered train-ing providers.

When a new trainee or apprentice (often afarm family member) is employed a trainingcontract is signed where the employer agreesto provide training or access to training forthe employee for the duration of their trainee-ship or apprenticeship. For example, a full-time agricultural trainee would be on-the-jobfor about 80% of the year, with six weeks setaside for off-site training, although flexiblelearning arrangements and formal workplacetraining are reducing the amount of timespent in off-farm training.

A national code of good practice providesboth the employer and the trainee with a clearunderstanding of each other’s obligations and expectations.

Employers pay new trainees a wage duringtheir training period and where eligible a liv-ing away from home allowance might be paidby the government.

Employers can employ their apprentice ortrainee directly or use the services of a grouptraining organisation which acts as the legalemployer and handles not only the traineeshippaperwork but also the employment detailssuch as wages and worker’s compensation.Group training organisations also offer labourhire arrangements where a ‘shared’ trainee isorganised for those companies with insuffi-cient work for a year-round position.

Apprenticeship programmes seek to inte-grate nationally recognised competency stan-dards (skill, knowledge and attitude bench-marks), assessment guidelines and qualifica-tions. For example, the qualifications andtraining of a New South Wales trainee will bethe same as for trainees in other AustralianStates and Territories.

For more information visit the NewApprenticeships Centres web site at

Akey focus in Richard and EmilyGardner’s farm business is providing

career opportunities for their employees.

The Gardners aim to provide employeeswith all the knowledge and experience they need for a successful career in agricul-ture. This career path will be enhancedwhen the business expands, providingincreased responsibilities for staff and evenallowing some employee ownership of partsthe business.

Richard and Emily farm 2600 hectares atTunbridge, Tasmania, and employ three full-time staff. Richard also works full-timeon the property and Emily contributes twodays a week. Contractors are employed forshearing, harvesting and cultivation.

Although they have one long-termemployee and another two are new, theylike to think the reason for retaining employ-ees in the past has been the result of pro-viding a stimulating job position.

The need for additional farm labour arosefrom the increased workload created fromconverting from a Merino sheep enterpriseto irrigated cropping.

Sourcing farm labour

Richard, a Nuffield Scholar who studiedthe role of people in expanding agriculturalbusiness, and Emily have sourced staff fromnewspaper advertisements but their positiveexperiences in finding suitable staff fromagricultural colleges has meant these arenow one of their first points of call whenlooking for new farm labour.

The Gardners prefer hiring mainly youngpeople, due partly to their willingness tolearn, fresh approach to farming and tech-nological know-how. In turn, Richard helpsthem gain new knowledge and practicalexperience. He said training of staff was a

fundamental part of the cost of employingstaff.

Employment process

The Gardners undertake an extensiveprocess when employing farm labour.

First, they identify their staff needs, then write a position description and detail the type of person (ideal profile) they are seeking to employ. After this, thecouple contact agricultural colleges for suit-able applicants or place newspaper adver-tisements. Applicants are assessed to suit the job profile and unsuccessful can-didates are notified.

The next stage is to interview potentialcandidates, carry out reference checks andoffer the job to the successful person, cus-tomising the employment agreement tomutual needs.

A three-month probationary period isincluded in new employment agreements,with another review after six months.

Position descriptions are also reviewed and modified if necessary to reflect chang-ing responsibilities. All permanent staff havean employment contract (each party has acopy of the contract).

Richard also relies on written proceduresand signed checklists for high-risk tasks(either financially or safety-wise). This allowsfor shorter training periods and for employeesto carry out tasks they otherwise might nothave felt confident in performing alone.

Remuneration package

In terms of remuneration, Richardbelieves it is important to understand whatmotivates individuals, their aspirations andwhat they want to achieve from their work.

Salary packages are tailored but generallyinclude a wage plus accommodation; bonusor incentives; superannuation; telephoneallowance; vehicle use; tools provided; andcomputer use. Richard and Emily believe adownfall in the industry is the lack of pay rateinformation for jobs other than the traditionalpositions in agriculture.

For more information contact RichardGardner on [email protected].

Providing career opportunities and a stimulatingjob are key reasons for Emily and RichardGardner’s success in retaining farm staff.

Building career paths helps staff want to stay

Farmers

Richard and Emily Gardner

Location

Tunbridge, Tasmania

Property size

2600ha

Enterprises

Poppies, lucerne, peas,barley, wool

Annual rainfall

465mm

Number of employees

Permanent: 3Casual: contractors

Farm information


An important part of hiring new staff is thejob interview, which allows the employer

and potential employee to discover moreabout each other and whether they will makethe ‘right fit’ in the farm business.

Time spent preparing for the interview willhelp improve the discussion. Many peopleare nervous and do not perform well in aninterview situation, so include an informaldiscussion, or ‘ice breaker’, at the start to helpset the candidate at ease.

Preparing for the InterviewWhen preparing to interview prospective

employees consider the questions to ask thatwill identify whether the candidate will matchthe job requirements. The job description(which has clear details about the job, skillsand qualifications required of the employee)can form the basis for these questions.

Using open-ended questions, whichrequire more than a yes or no answer, willencourage the applicant to provide examplesof situations which demonstrated their work ethics and skills. For example, ratherthan asking if the applicant worked at sowingtime (which only requires a ‘yes’ or ‘no’answer) ask them to describe some of theirresponsibilities during the sowing period.Such questions allow a better opportunity toassess their skills and experiences.

Interviews can be tailored to identifystrengths and weaknesses in particular areassuch as machinery maintenance, animal hus-bandry or environmental management.

But avoid questions that could be interpret-ed as discriminatory. For example, do not askabout age, race, marital status, pregnancy, sex-ual preference, physical or mental impair-ment, religion, political opinion or tradeunion membership or activity unless they aredirectly relevant to the specific requirementsof the job.

The interviewSelect a comfortable setting where the inter-

view can be carried out without interruption.While a table could be needed for recordinginformation during the interview, avoid plac-ing a large table as a barrier between the inter-viewer and candidate.

Provide a brief background about the farmand why a new employee is required, includinginformation on the farming operation, num-ber of employees, equipment, property historyand the employer’s experience. This informa-tion allows the candidate to frame theirresponses according to the farm’s needs.Provide the candidate with an opportunity toask relevant questions and answer them withdue respect to their concerns.

Candidates often feel uncomfortable askingabout remuneration but the employer mightwant to know what the person is expecting.

A simple way to gauge expectations is for theemployer to ask the question in terms of‘what range or type of remuneration packageare you expecting?’. It is important each partyis open about remuneration to find where a‘fair deal’ can be struck.

It is also important during the interview to state that the successful candidate will beemployed on a probationary period and toexplain the consequences of the probation.

Inviting a business partner to participate inthe interview as an observer can prove helpfulif a second opinion is required when decidingon an employee.

Including a tour of the farm as part of theinterview can give candidates an insight intothe scale of the operation and an outline ofthe business’ goals. Provide an opportunityfor the candidate to inspect accommodation ifit is to be included or is a negotiable item.

Reference checksAlways check the applicant’s qualifications

and references before making a job offer. Former employers will provide insightful

comments on an applicant’s work ethics,skills, problem-solving capabilities, ability towork without supervision and reasons forleaving their previous employment.

Informing applicantsProvide a realistic time-frame for informing

unsuccessful applicants as they could be seek-ing other positions. Follow-up with a formalletter informing the applicant that they havebeen unsuccessful and thank them for theirinterest. Likewise, acceptance needs to bewithin a reasonable time (for example, 48–56hours) in case the offer is declined and thenext candidate needs to be approached.

Employers often telephone successful can-didates with a job offer but terms and condi-tions discussed at the interview also need tobe included in a formal letter.

A formal letter of appointment will preventany confusion about the conditions ofemployment. Whether the employee is cov-ered by an award or not, the letter needs to include: the date employment starts andfinishes if it is for a fixed term; classificationof the employee; details of the award or work-place agreement (if any); rate of pay and howand when wages are paid; details of non-cash benefits; hours of work includingmeal and rest breaks; leave entitlements;details of expected overtime and how it will bepaid; length of probationary period; noticeperiod in the event of termination; and a copyof the job description.

The employee signs and dates their accept-ance of the offer of employment, which iscountersigned by the employer and the letterkept on file.

Visit the Rural Skills Australia web site atwww.ruralskills.com.au (follow the farmrecruitment link) for examples of letters andformal employment contracts.

When employing staff, remember the rela-tionship of employer and employee is a legalcontract and several rights and responsibilitiesflow from this relationship whether or not

12

Spend time preparing for job interviews as this will develop an effective discussion with candidates. Make a list of questions that will identify whether the candidate matches the job description.

Toni

Nug

ent

A farm tour provides job candidates with an insightinto the farm business and scale of operation.

Pam

ela

Law

son

Interviews sort the wheat from the chaff


they are included in any written contract ordocumentation.

Employers must provide a safe workplaceand pay fair wages and employment relatedexpenses. Employees must obey the lawfuldirections of the employer, perform theirwork with skill and care, be honest and notcommit serious misconduct.

Induction and probationary periodsStaff induction is the process whereby new

employees are introduced to the workplaceand the tasks which will be expected of them(see Figure 2). Induction starts when theemployee attends on the first day but can con-tinue for some time, depending on the com-plexity of the job.

All new employees should be placed on aprobationary period to enable the employerand the employee to assess their suitability towork together. If an employee is dismissed,the use of a probationary period will preventan action for unfair dismissal under theFederal Workplace Relations Act and undersome State laws. Seek legal advice for allemployment terminations.

The period of probation must be discussedat the interview and agreed to by both theemployee and the employer before startingwork. The probation period also needs to beconfirmed in writing as part of the letter ofappointment. The length of the probationaryperiod needs to be ‘reasonable in the circum-stances’ and cannot be extended (for example,4–6 weeks for a general farmhand). Newapprenticeships have a prescribed probation-ary period. At the end of this period theemployee will be eligible for employment forthe term of the contract or become a perma-nent staff member.

During probation, provide the employeewith feedback regularly regarding their per-formance and any need for improvement.

Remuneration packagesRural wage structures often include

non-cash benefits such as housing or vehicleuse. It is important to discuss and documentthe nature and value of these benefits withnew employees.

When determining a remuneration pack-age, consider the standard wages in agricul-ture and benefits and packages offered incompeting industries (see Table 1, page 14, orconsult Federal and State Wagelines, see Table2, page 14). State farming organisations,word-of-mouth, employment agencies andbudget guides also can assist when establish-ing a remuneration package.

Industrial awardsMost, but not all, farming work is covered

by either Federal or State awards. Theseawards determine the minimum terms ofemployment for specific work and employersare bound to apply the terms of the award.

Awards cover such matters as hours ofwork, periods of leave, pay rates, classification

13

of employees, redundancy, allowances anddispute settling procedures.

Federal awards are binding on employersor members of a group of employers namedas a respondent to that award.

For example, the Pastoral Industry Awardhas a list of farmers who are named as respon-dents to that award along with the groups ofemployers who make up membership of theindustrial associations related to the Statefarming organisations. An example of thePastoral Industry award wage rates at June2005 for stationhands are: Grade 1 at$12.30/hour; Grade 2 at $12.96/hour; Grade 3at $13.62/hour; casual at $15.38/hour.

If employers are not bound by a Federalaward there could be an applicable Stateaward. Check State farming organisations or State industrial agencies for details ofwhich award, if any, applies to individual

farm enterprises. Employers can offer aboveaward wages or conditions and many farmersdo this to attract and retain quality employees.

Workplace agreementsAward provisions can be varied and provide

new conditions through the use of formalworkplace agreements. This enables theemployment relationship to more closelyreflect the needs of the individual workplace.

Often workplaces have informal work prac-tices which work well for the employee andthe employer but are not strictly in accor-dance with the award. These can be for-malised by a workplace agreement and oncecertified can stand in place of the award andnot be challenged later.

Workplace agreements will not be certifiedif they disadvantage employees when com-pared with the relevant award. This is calledthe ‘no disadvantage test’.

FIGURE 2 Example of an induction checklist for farm staff

Source: Rural Skills Australia.

Name: .......................................................................

Starting date: ............................................................

Personal documentation and checks completedTax file number.Superannuation details.Evidence of residency or right to work.Licences and qualifications.Medical insurance details.Bank details (if needed for payment of wages).Emergency contact details.

Terms and conditions of employment explainedContract of employment or letter of confirmation issued and signed.Award identified and described.Probationary period.Hours of work and work breaks.Clocking on and flexi-time procedures.Pay and payment procedures.Holiday and sick leave entitlements and procedures.Other leave.Reviewing work performance and counselling.Grievance and disciplinary procedures.Termination procedures.

Occupational health and safetyAwareness of hazards.Safety rules.Emergency procedures.Location of exits.Clear gangways and exits.Dangerous substances or processes.Reporting of accidents.Reporting of hazards.First aid.Personal and workplace hygiene.Identified introductory training courses on occupational health and safety.

Regulatory proceduresChemical handling — ChemCert training required.Training in quality assurance procedures required.

Introduction to the farmWho is who.History.Produce, harvests, annual farm cycle of activities and markets.Future plans and developments.Promotion and pay reviews.

Welfare and employee benefits and facilitiesSocial and sporting facilities.Transport off-farm.Living quarters, meals and facilities.Organised social activities.Access to internet and television.Protective clothing supply, laundry, replacement.Policy and procedures to prevent bullying and harassment.Medical services.

Farm rulesSmoking policy.General behaviour and dress code.Telephone calls.Canteen and meal breaks and facilities.Toilets and lockers.

The jobIntroduction to manager or supervisor.Introduction to other staff.Tour of the farm.Requirements of the new job.Allocation of jobs.Communication processes and meetings.Standards expected.Areas of training identified.Supervision requirements outlined.


There are three types of workplace agree-ments. Under the Federal WorkplaceRelations Act the employer and individualemployees can enter into an AustralianWorkplace Agreement. Certified agreementsand, in some States, enterprise agreements aremade between the employer and all employeesor a group of employees in an enterprise.

There are several formal requirementsbefore putting a workplace agreement in placeand it is recommended that employers seeklegal advice or visit the Office of theEmployment Advocate web site at www.oea.gov.au before putting an agreement in place.

TaxationUnder the ‘pay as you go’ (PAYG) system,

employers are required to withhold tax fromsalary, wages, commissions, bonuses andallowances made to employees. Employersneed to register with the Australian TaxationOffice, which will send information statingthe amount to withhold from weekly, fort-nightly and monthly wages.

The tax withheld is paid to the tax officeeither monthly or quarterly when employerslodge their Business Activity Statements. At the end of the financial year, employees

are given an annual payment summary (groupcertificate). Employers also need to be awareof deductions such as child support paymentsand Higher Education Contribution Scheme(HECS) payments to be withheld.

Visit the Australian Taxation Office web siteat www.ato.gov.au for more informationabout taxation obligations for employers.

SuperannuationEmployers are legally required to pay a

minimum superannuation contribution ofnine per cent for each employee whether theyare full-time, part-time, casual or seasonalworkers. Employers do not have to pay super-annuation contributions for employees whoare paid less than $450 per month, employeesaged 70 years or over, employees aged under18 years and working 30 hours or less a weekand employees paid to carry out work of adomestic or private nature, for example ananny or housekeeper, for 30 hours or less aweek.

Insuring against work injuriesEmployers also are required to register with

the relevant State workers’ compensationauthority when employing workers, whichincludes full-time and part-time workers,apprentices, casual and seasonal labour and working directors. In some States, con-tractors and sub-contractors are deemed as‘workers’. It is worth checking with the Stateauthority before employing anyone to per-form any work on the farm.

It is an offence to fail to register and pay theinsurance premium.

Grievances and dispute resolutionAll workplaces require a formal procedure

for resolving grievances or disputes. The pro-cedure includes ‘good faith’ discussionsbetween the employee and their immediatesupervisor with provision for a personal rep-resentative to be present to support theemployee during discussions.

Allow for work to continue while the proce-dure is being followed and that neither partywill be prejudiced when the matter is settled asa result of continuing to work.

Terminating employeesUnder Federal and State laws, termination

of employment must not be ‘harsh, unjust orunreasonable’. Employers are advised to seeklegal advice or consult their State farmingorganisation before terminating an employee.

The main types of termination are summa-ry or instant dismissal, termination for poorperformance or misconduct and redundancyor retrenchment.

Summary or instant dismissal — Thisshould only occur when an employee hasengaged in serious or wilful misconductwhich is deliberate, for example, theft, insub-ordination or wilfully disobeying a lawfulinstruction which had or could have seriousconsequences. Before terminating an

14

Phone

State

Australian Capital Territory

Federal and State inquiries on wages and conditions of employment 1300 363 264 (within ACT) and workplace advisory service (02) 6121 7992 (outside ACT)

New South Wales

Federal Wageline inquiries and workplace advisory service 1300 363 264 (within NSW)(02) 9246 0600 (outside NSW)

State inquiries on wages and conditions of employment 13 16 28

Northern Territory

Federal and State inquiries on wages and conditions of employment 1300 363 264 (within NT)and workplace advisory service (08) 8936 5000 (outside NT)

Queensland

Federal and State inquiries on wages and conditions of employment 1300 369 945 (within Queensland)(07) 3872 0550 (outside Queensland)

Workplace advisory service (07) 3223 1250

South Australia

Federal and State inquiries on wages and conditions of employment 1300 365 255 (within SA)(08) 8303 0400 (outside SA)


Tasmania

Wageline (Federal wages and employment conditions inquiries) 1300 363 264 (within Tasmania)(03) 6233 6776 (outside Tasmania)


Victoria

Federal and industry sector inquiries 1300 363 264 (within Victoria)(03) 9954 2510 (outside Victoria)

Workplace advisory service 1300 650 838

Western Australia

Federal and State inquiries 1300 655 266 (within WA)(08) 9222 7700 (outside WA)

Workplace advisory services (08) 9464 4200

TABLE 2 Wageline contacts

Manager $45,567–$123,570(Includes: lower end: salary, 9% superannuation,vehicle and keep. Higher end: salary, 13% superan-nuation, vehicle, house, phone, power, other.)

Assistant manager $34,444–$80,450(Lower end: salary, 9% superannuation. Higher end:salary, 11% superannuation, vehicle, phone, power,keep, fringe benefits tax paid.)

Overseers $32,700–$62,799(Lower end: salary, 9% superannuation. Higher end:salary, 10% superannuation, vehicle, house, phone,power, keep.)

Senior stationhands $26,864–$80,087(Lower end: salary, 9% superannuation. Higher end:salary, 9% superannuation, house, power, keep.)

Stationhands $9856–$49,406(Lower end: salary, 9% superannuation, phone,power, keep. Higher end: salary, 9% superannuation,house, keep, power, keep, fringe benefits tax paid.)

Jackaroos $26,463–$34,215(Lower end: salary, 9% superannuation, house,power, keep. Higher end: salary, 9% superannuation,house, power, keep.)Source: Holmes and Sackett, AgInsights 2003.

TABLE 1 An example of wages


employee on these grounds employers needto ensure they have not condoned such con-duct in the past and that the matter cannot bebetter dealt with by a warning. Usually,employees are suspended on full pay whilethe matter is investigated. The employee hasthe right to respond to the allegation or thetermination could be seen as being harsh,unjust or unreasonable. No notice is requiredif an employee is summarily dismissed.

Termination for poor performance or mis-conduct — A formal warning procedure mustbe carried out otherwise such termination willbe regarded as harsh, unjust or unreasonable.As soon as an issue arises the employer needsto investigate the matter thoroughly and dis-cuss it with the employee. The employee isgiven the opportunity to respond, then bothparties need to agree on a way to address the matter and a reasonabletime-frame for the performance to improve(confirm this process in writing). If there is no improvement or the misconduct contin-ues, repeat the process, giving the employee atleast three chances (each with a written warn-ing) to improve their performance before pro-ceeding with termination. The employer canchoose whether to require the employee towork out the required notice period or termi-nate the employee immediately and pay outthe employee for the notice period.

Redundancy — A job becomes redundantwhen the employer no longer requires thework to be carried out by any employee.Before taking the step toward redundancydiscuss the issue with the employee, includ-ing alternative employment such as beingtransferred to another position or part-time employment. There are specificnotice periods and severance pay under Stateand Federal legislation and awards whichrelate to the length of service and level of remuneration. Consult State farmingorganisations or the State Government indus-trial agency for details.

Prohibited grounds for termination —Staff cannot be terminated for: temporaryabsence due to illness or injury; trade unionmembership or activity or non-membershipof a trade union; acting as a representative ofother employees; complaining against theemployer; discriminatory grounds such asage, sex, marital status, pregnancy, religion orpolitical opinion unless they are a fundamen-tal requirement of the job; absence from workon parental leave; refusing to sign anAustralian Workplace Agreement.

References from employersGenerally, in cases of dismissal, employers

should not provide references — a simplestatement of service detailing starting and ter-mination dates, the position held by theemployee and a description of the duties per-formed is sufficient and will avoid possiblelegal action by the employee. Never give a dismissed employee a reference stating they resigned.

15

For Boggabilla, New South Wales, farmersMichael and David Mailler, the supervisory

responsibility and liability concerns ofemploying staff have prompted them todecide not to employ permanent staff.

During the past 10 years, father and sonhave downsized from one permanent staffmember and up to 10 casual employees tonot employing any permanent staff andinstead relying on themselves plus possiblyone casual worker at sowing and one at harvest.

For their situation, the Maillers haverealised that workplace health and safety riskcan be managed more easily through super-vision and training. Casual staff are super-vised until they are deemed competent andsafe for themselves and others.

This effectively slashed their health andsafety risk. The cost of compliance is not the issue for the Maillers but rather the mandatory nature of penalties and lack of protection from negligent or fraudu-lent claims.

Managing risk

David said employing casual staff allowedthe pair to manage their time more effec-tively when working the farm.

Michael and David have increased theirfarmed area by about 20 per cent over the pastdecade. This has been achieved with fewerstaff and the same number of contractors.

David said not employing staff meant theyhave sacrificed productivity (crop yield andcycle) but have improved profitability. Theirfarming systems and planning are nowfocused on tasks that can be carried out byone person.

David said occupational health and safety legislation had devalued the labourcomponent of their business and haltedexpansion and development of their farming business.

In the past, farmers could employ severalstaff to drive tractors and trucks or servicemachinery, enabling a larger area to befarmed as well as growing more labour-intensive crops on lower overheads. This contribution of labour freed employersfor strategic management and to developopportunities for expansion.

Now, the cost to the farmer of the legisla-tion has made employing large numbers ofpeople unviable and for many, the mandato-ry nature of penalties for work accidents andno protection for negligent or fraudulent claims is too high a risk. David believes this situation also hasincreased the ‘jack of all trades, master ofnone’ stereotyping of farmers.

There is a cost incurred by increasedsupervisor liability. The Maillers havecrossed that barrier — it has been a deliber-ate business decision to minimise theirexposure and protect their family frombecoming entangled in court proceedingsfrom which the business and their familieswill be the losers.

Farm workers

The Maillers seek farm labour mainly viaword-of-mouth and among backpackers.David said the only downfall with employingbackpackers was their lack of experience,which often required time spent on training.Backpackers usually came with an enthusi-astic attitude.

Those workers sourced as a result of rec-ommendations from neighbours, friends or rel-atives usually had some farm experience.

Casual staff were often employed over the phone.

For more information contact David Maillerby email on [email protected].

Farmers

Michael and David Mailler

Location

Boggabilla, New South Wales

Property size

4800ha

Enterprises

Winter and summer cereals,legumes and oilseeds

Annual rainfall

540mm

Number of employees

Casual: 1 (at sowing orduring harvest)

Farm information

Supervisory responsibility and liability concernsover all aspects of employees’ work has meantDavid Mailler (pictured) and his father Michaelhave minimised their reliance on employed staff.

‘Going it alone’ limits employer’s risk


Ben

Whi

te

Communication, building career paths,paying appropriate wages and valuing

employees as an integral part of the team canlead to happier workplaces where workerswill want to stay.

Retaining staff in rural employment is dif-ficult and people leave employment for vari-ous reasons, sometimes regardless of their

employer, wages or conditions. Often it isdue to family responsibilities, better employ-ment opportunities or the need for change.

But in some instances, employers can con-tribute to their employees’ decision to leave orstay.

According to Kondinin Group’s 2004National Agricultural Survey the main rea-sons members retained high-quality staffincluded employees having a sense of job sat-isfaction; attractive salary packages; the

Professional standards and attitudes of employer 8%

Job satisfaction 17%

Understanding workers' expectations and needs 13%

Valuing employees as part of a team 17%

No other employment option 1%

Attractive salary package 13%

Consistency in handling and paying overtime 7%

Opportunity for new skills and responsibility 9%

Job security 12%Career development opportunities 3%

FIGURE 3 Reasons for staff staying


Reasons given by Kondinin Group membersfor retaining high-quality farm labour.

Communication can keep the farm business run-ning smoothly and employees (both family mem-bers and non-family staff) motivated. Find the timeto discuss concerns either at regular meetings orwhen working.

John

Bax

ter

Employee was young and wanted to move on 49%

Expectations were too high 17%

Employee did not feel valued as part of the team 2%

Social isolation 12%

Uncompetitive wages 10%

Spouse had better employment offer 10%

FIGURE 4 Reasons for staff leaving


16

Incentives are vital to keeping staff

Incentives do not have to be just cash bonuses.They can include stopping work early for a long weekend or access to the office phone for per-sonal use.

Nic

ole

Bax

ter

employer’s people management skills andvaluing employees as part of a team; having a clear understanding of an employees’ expec-tations and needs; and the employer’s profes-sional standards and attitudes (see Figure 3).

The main reasons staff left were because the employee was young and wanted to expe-rience other work; high expectations fromemployers; social isolation and


17

uncompetitive wages (see Figure 4).

Communication is the key

The 2004 NAS clearly showed that under-standing employees’ needs by communicat-ing with them and ensuring they are happy with their job and workingconditions is critical in retaining staff.

To foster communication create regularopportunities to listen to staff and discussconcerns, either formally at weekly staff meet-ings and annual staff reviews or informally at

social gatherings or when working together. According to the Successful Farming publi-

cation, about 70% of a person’s success can beattributed to how effectively they work withintheir own style and value system, so under-standing employees’ concerns, ethics andwork styles is also important.

Provide opportunities for staff to have theirsay and to think of new and different ways toperform a particular job. Feeling part of ateam increases people’s motivation and hav-ing a sense of ownership results in people

being more committed to their work.

Wages and incentives

Farmers need to set appropriate pay condi-

tions including leave and sickness entitle-

ments, although to remain competitive within

the rural industry many farmers suggest pay-

ing above award wages.

It is also important to outline clearly the

fringe benefits of the employee’s salary pack-

age (for example, meals, accommodation and

vehicle provided).

Holmes and Sackett has developed an Excel

spreadsheet tool to help calculate the total

salary package value for employees.

In many instances, employees want to be

paid on performance. But incentives do not

have to be cash bonuses — they can include

finishing work early for a long weekend or

access to office phones for personal use.

Providing feedback

Encouragement goes a long way to retaining

staff. Employees react to recognition from

their employer for a job well done. It is

important to provide feedback, positive and

negative, to employees throughout the year.

Key issues identified by the NorthAustralian Rural Careers Network as rea-

sons people leave rural employment are:

• Uncompetitive wages.

• Variations in the handling and payment of overtime.

• Farmers failing to explain clearly the addi-tional non-cash components of theiremployees’ salary package (for example,cooked meals and free or subsidisedaccommodation).

• Lack of understanding of workers’ expec-tations and needs.

• Poor people management skills.

• Workers not being treated with respectand dignity.

• Lack of professional standards and atti-tudes as employers.

• Failure to consider the needs of off-farmfamily members of their employees.

• Poor career development opportunities.

• Lack of recognition and incentives.

• Isolation and the lack of social contact,especially with the opposite sex.

• Poor housing conditions and an empha-sis on community living.

• Lack of emotional support, especially for young people living away from their families.

• Lack of long-term planning for improve-ment of farm infrastructure.

Why people leave rural jobs

� Outline expected performance levelsand behaviour up-front in the employ-ment process.

� Keep a written record of expected per-formance levels and other rules ofbehaviour. These documents need tobe made available to employees.

� When conveying instructions, providea ‘big picture’ overview as to what the employer hopes to achieve in rela-tion to the overall farm goals (forexample, increased crop yields andreduced livestock losses).

� Carry out employee performanceappraisals regularly.

� Provide opportunities for employeesto help set performance levels andmethods of appraisal.

� Discuss issues if performance is notmeeting expectations.

� Provide a realistic time-frame and opportunities for employees to improve or meet expected perform-ance levels.

� Treat employees even-handedly.

Communication tips

Encouragement goes a long way to retaining quality farm staff. Employees react to recognition from theiremployer for a job well done. It is important to provide feedback, positive and negative, to employeesthroughout the year.

Ben

Whi

te


Many people shy away from providing nega-tive feedback but the following advice from the Mackinnon Project will help whenproviding negative feedback to staff members.

• Do not avoid the problem, as it only willbecome worse.

• Plan how to approach the subject withemployees, what is going to be said andremember to be specific.

• Remain calm.

• Provide constructive criticism in private.

• Say what needs to be said, then give theperson an opportunity to respond. Listento what they have to say.

• Agree on how the job is to be performed inthe future.

• Do not focus on the person, rather focuson the action and reaffirm faith in the person.

• After providing negative feedback and aresolution has been agreed, put the issuebehind and get on with the job.

A positive approachPositive feedback is easier to give

to employees. It is important to 'sing praises' where

they are due as positive feedback can be a pow-erful motivator.

When providing positive feedback consider:• Positive feedback should be given fre-

quently but do not go over the top for everysmall achievement.

• Give positive feedback in front of otherstaff but avoid making a spectacle as thiscould make people feel uncomfortable.

• Ensure the feedback is sincere.A positive management approach can be

as simple as using common courtesies andshowing respect to employees, thankingemployees regularly for their efforts, negotiat-ing annual leave to allow family holidays andbeing flexible about work arrangements tocreate a family-friendly work environment.

Getting the mix rightBalancing family and work involves com-

promise on both sides (employer and employ-ee) but providing the flexibility for staff to

Treating employees fairly and payingthem well goes a long way toward retain-

ing quality farm labour, according to cropping and livestock producers Mike and Tessa Wake, Eyre Peninsula,South Australia.

Mike and Tessa said it was important foremployers to recognise that staff were themost valuable asset of any business. It is amotto that has held the Wakes in good steadand helped maintain a loyal workforce oflong standing.

Mike said treating staff fairly and withrespect, keeping the lines of communicationopen and walking in their shoes for a whilehelped ensure staff remained happy andhad positive work ethics and attitudes.

Mike and Tessa Wake encourage their staff to attend local field days and to develop their skills throughtraining. Pictured are staff attending a Farmsafe accreditation workshop (from left, back) Graham Irwin,Simon Noble, Darren Guy, Robyn Peglidis, Jason Guy, Chris Jones, Brook Enright and (front) DavidPeglidis, Mike Wake, Marls Shiphard, Hugh Grundy, John Shiphard, Sandi Jones and Kerri Strauss.

Valued employees

To operate efficiently, to value-add and con-tinue ongoing improvements it is important tosource and retain quality farm labour.

The Wakes employ 10 permanent and fourcasual staff on their Darke Peak andBuckleboo properties, consisting of two largefarms. The Wakes also have several businessinterests including a property at Cummins thatis share-farmed, homestay accommodation, avineyard and an aged care nursing home.

While showing employees that they arevalued is the key to successfully retainingstaff, paying a competitive wage or benefitspackage is half the battle in finding the best staff.

The Wakes offer a remuneration packagethat generally includes a salary (aboveaward wages are paid), superannuation,housing, meat and bonuses which must beused to buy tools or for vehicle maintenance.In addition, staff are encouraged to attendlocal field days and seminars (the employerpays registration fees) and all staff completeoccupational health and safety courses.

Managers are rewarded with an annual trip (with their families) to experience newfarming systems in other parts of Australia.

Securing a workforce

While Mike and Tessa oversee the financialand strategic management of their business-es, the Darke Peak property is run by a con-tract manager (husband and wife team) andtwo full-time employees. Another farm man-ager runs the Buckleboo property along withtwo full-time employees and up to four casu-al staff during sowing, harvest and shearing.The business also employs a farm consultantand grain marketer–book-keeper.

Staff are recruited using advertisements inthe Stock Journal newspaper and word-of-mouth referrals. Interviews, in person, areheld with all prospective staff, followed by ref-erence checks and a formal letter offeringemployment to the successful applicant. All staff have employment contracts and entera three-month probationary period.

Mike said encouraging and reassuring staff on a job well done during both the pro-bationary period and full-time employmentencourages staff to ask questions and com-municate freely with managers. Again, hesaid this contributed to staff retention as wellas maintaining high performance.

For more information contact Mike Wake on 0428 898 434.

Farmers

Mike and Tessa Wake

Location

Eyre Peninsula, South Australia

Property size

4600ha (Darke Peakproperty) and 4700ha (Buckleboo)

Enterprises

Wheat, barley, oats, lupin,peas, vineyard, wool andsheepmeat, beef cattle andlamb feedlots

Annual rainfall

381mm (Darke Peak);305mm (Buckleboo)

Number of employees

Permanent: 10Casual: 4

Farm information

Value your employees say business owners

18


19

attend their children’s sporting or school events and making note of theirbirthdays and anniversaries can build a hap-pier workforce.

Employers spending time with staff eitheron the job or with their families to get to knowthem better is also worthwhile.

Building career paths

People often leave their current job due tothe lack of career path options.

Holmes and Sackett’s AgInsights salaryreport (2003) found career paths and profes-sional development ranked higher than salaryin terms of job satisfaction.

To help build career paths employers need to discuss with their employees their future plans and goals, either duringperformance reviews or throughout the year, and identify training opportunities both on- and off-the-job to help employeesdevelop their skills in a specific area of inter-est. This also could lead to TAFE or universi-ty qualifications.

Where possible incorporate employee ideas and involve staff in the decision-making process.

Often smaller farm businesses cannot offerthe same range of career opportunities aslarger businesses can but there could beopportunities to build networks with localfarmers to offer job sharing or more diversework experience.

Recognise the impact of isolation

Social isolation can be a major issue forfarmers trying to retain staff in remote areas.

Incentive schemes often play a large part inkeeping staff, for example, paying to relocateemployees to the property, covering travelexpenses to and from the nearest capital city,or paying above award wages to attract andretain quality staff.

While paying higher wages can affect thehip pocket it also can reap benefits in thelonger term as employees stay longer, savingtime and money in recruiting and trainingnew staff.

Incentives for a rural life

Rural Skills Australia suggests the follow-ing can make the difference between anemployee in remote areas staying or leaving:use of a telephone in privacy (especially if thephone is in the employer’s residence); accessto the internet to keep in touch with familyand friends; accommodation of a reasonablestandard; opportunities for employees to getoff the farm; and use of farm vehicles for staffto leave the farm on their days off.

Setting clear and defined work productionlevels, expectations and goals and

reviewing these regularly are key reasonswhy Peter Hall, Mooroopna, Victoria, retainsquality employees.

Peter said there was a need to understandthe requirements of employees and providegood working conditions. Remunerationpackages are tailored to suit the individualand employees are paid above award rates.For example, casual staff are paid $15 perhour, plus superannuation and costs,Permanent staff earn $40,000–$60,000.

Peter believes that understanding the work pressures of his staff, providing theresources to deal with these, being preparedto pitch in and work alongside them and pro-viding a safe work environment with theappropriate equipment all have an influenceon employees’ job satisfaction.

Sourcing permanent staff

Peter employs 14 permanent and 30 casu-al staff and up to 150 seasonal workers.

Local newspaper advertising has achievedmixed results when recruiting permanentlabour, due to the scarcity of local workersand because skilled workers are ‘snappedup’ quickly when they enter the job market.

But he has had some success by advertis-ing interstate and internationally, as thisbroadens the scope of labour availability.Overseas workers, who are often highlyskilled, can bring diverse experiences as well as new approaches to the industry. On the downside, overseas employees oftenhave to adjust to a different culture, whichcan present some problems.

Peter also sources staff through agricultur-al colleges but the labour pool of students inhorticultural courses is small.

Seeking casual labour

For seasonal and casual staff Peter uses a combination of word-of-mouth, labour con-tractors and government job agencies to findstaff. Peter said reputation and timing canplay a large part in the volume and type oflabour seeking work and many of his casualemployees return each year.

Peter has had some success in usingemployment agencies but quality labour canbe scarce during peak demand times.

Another alternative is industry-appointedemployment agencies. An agency has beenset up for the harvest labour requirements ofthe Goulburn Valley, which works closely withlocal orchardists. Peter believed the successof such agencies depended on the growers’skills in working with the agency to ensuretheir needs were met.

The industry relied heavily on backpackersdue to the difficulty in attracting skilled labourlocally. But Peter said an emerging labourforce was the over-50s group who travelledaround Australia, which could prove to be avaluable asset as their numbers increased.

The employment process

All prospective permanent staff are inter-viewed first by phone, followed by a refer-ence check before a personal interview. Thesuccessful applicant undertakes a three-month probationary period. Permanent staffhave written contracts with annual reviews.For casual staff, Peter carries out face-to-faceinterviews to select his workers.

Salary and benefits

Remuneration packages vary dependingon the role of the employee and the level towhich the business is prepared to go toretain a particular permanent staff member.Peter said a standard arrangement couldinclude a base salary (no overtime or penal-ties but above award rates and superannua-tion), a farm vehicle including fuel for busi-ness use, mobile phone for business use,protective clothing, accommodation, flexibleworking hours or benefits such as healthinsurance.

For more information contact Peter Hall byemail on [email protected].

Peter Hall believes job satisfaction, setting cleargoals and work expectations and reviewing theseregularly are why high-quality staff stay.

Goal setting is key to a happy workforce

Farmer

Peter Hall

Location

Mooroopna, Victoria

Property size

320ha

Enterprises

Peaches, pears, apricots,nectarines, plums, applesand pluots (hybrid of plumand apricot)

Annual rainfall

500mm

Number of employees

Permanent: 14Casual: 30Seasonal: up to 150

Farm information


When presented with a choice of eitherdownsizing their farm or downsizing

the effort to run it, Keith and Sara Wilson,Kulin, Western Australia, opted to introduceminimum tillage and advanced technology tominimise production and labour costs.

The couple has recently purchased aThompson Longhorn auto-draft to enableelectronic identification (EID) technology fortheir sheep activities and has introducedDorpers and reduced Merino numbers tominimise production costs and the labourrequired to run the livestock enterprises.

Consequently, they now only need toemploy two permanent staff members.

The labour force increases by four casualstaff at sowing, three casual staff during hay-making and harvest and contractors for cer-tain activities such as spraying.

Retaining staff

Job satisfaction, efficient machinery andequipment, the feeling of being involved,training opportunities, being well looked after(including meals supplied during busy peri-ods or domestic help), reasonable accommo-dation and a competitive salary are all reasonsfor the Wilsons’ success in retaining qualitystaff.

Because of the difficulty in finding experi-enced staff, the Wilsons often source youngworkers who bring new ideas to the work-place and are quick to learn.

Sara said Kulin had a strong local communi-ty with excellent sporting facilities. All staff areencouraged to be involved in community activ-ities and sporting clubs.

Why do people leave?Of course staff turnover is unavoidable but

mostly those who leave are young people who want to travel or gain other experience.

Other reasons for staff leaving include theperson wanting to specialise, returning homeinterstate or obtaining jobs with businessesthat Keith and Sara deal with.

Keith and Sara said it was important to lookat the pattern of previous employment. If aperson has had two jobs in the past two years,it is likely they will leave after 12 months forno apparent reason.

Sourcing workersKeith and Sara seek both permanent and

seasonal employees via word-of-mouth, for-mer staff referring people, newspaper adver-tisements, employment agencies, backpackerhostels and TAFE for apprenticeship candi-dates.

Word-of-mouth and former employeeswere their best sources of quality, pre-screened labour, because the person refer-ring them knew how the Wilsons ran theirfarm and the applicant’s experience was notexaggerated.

While the Wilsons have used rural employ-ment agencies they have found that thescreening of candidates can sometimes

be poor. Although these candidates haveresumés, the Wilsons felt these were at bestpositive and at worst a complete exaggeration.This leads to competency, operational andsafety issues on-farm.

They felt the emphasis was on placing aperson and the fee paid and that some agen-cies offered limited back-up and support if anapplicant’s experience did not match theirneeds.

In one example, the Wilsons have had peo-ple sent to them whom the agency had nevermet and Keith and Sara had to sort out thedetails when the employee arrived.

Keith and Sara said some seasonal employ-ees sourced through agencies also had been surprised at the lack of effectiveinterviewing by the agency.

But the good news is that Keith and Sarahave recently identified an agency that isthorough and matches their needs with thegenuine capabilities and aspirations of thecandidate. This agent also meets candidatesfrom overseas, helps them settle in andassists with administrative issues.

Another way Keith and Sara have foundstaff is via the Rural Exchange programme. This service helps young people get started inthe country, organises tax file numbers andother necessary paperwork, and provides an

Competitive remuneration packages, job satisfaction, training opportunities and feeling part of the team allcontribute to the Wilsons’ success in retaining quality staff. Pictured (from left) are Fred Rogers, Matt Leckie,Taylor Chapman, Matt Miles, Vicki Kirkwood, Keith Wilson and his children Annabel, Emma and John.

Sar

a W

ilson

20

Farmers

Keith and Sara Wilson

Location

Kulin, Western Australia

Property size

10,000ha

Enterprises

Coarse grains, export hay,wool, sheepmeat, White Dorper stud

Annual rainfall

365mm

Number of employees

Permanent: 2Casual: 3–4 plus

contractors

Farm information

New technology improves farm efficiency


overview of farm safety, road rules andfirearms issues.

Employment processWhen interviewing prospective employees,

Keith and Sara use a five-page informationsheet to gather facts on an applicant’s pastand current experience.

This is tailored to the equipment and activ-ities on-farm and includes compliance infor-mation for superannuation, wages account,pay rate and next of kin. This process isalways evolving.

Pay rates and remuneration packages are discussed with the candidate and a proba-tionary period is standard (two weeks for sea-sonal or casual positions, four weeks for per-manent staff).

Spouses are also interviewed to identifytheir needs, employment opportunities andwhether they are happy to live on-farm.

Keith and Sara said ensuring spouses orpartners were happy was critical to the suc-cess of staff employment.

Referees are contacted, even for applicantssourced from employment agencies, whichenables the couple to ask their own questions,often resulting in quite different conclusionsto that of an agency.

When the successful applicant is offeredthe job, the information in the initial ques-tionnaire (wages, hours, expectations) is agreed to by the employee verbally or via a contract.

The Wilsons said they want to introduceformal written agreements but constant rulechanges made this a frustrating task.

Staff reviews are carried out for permanentemployees and the employee has the oppor-tunity to read his or her assessment.Feedback and training is provided throughoutthe employment period.

RemunerationThe State award is used as a point of refer-

ence but almost all pay rates applied on-farm are significantly higher and the non-cash component of the package is con-veyed clearly to employees.

A typical remuneration package includessalary, accommodation and water and elec-tricity, meat and external training courses butKeith and Sara said each package was tailoredto suit both the employee’s and employer’sneeds and could include air fares or differentleave arrangements.

Seasonal employees receive the same con-ditions as permanent employees and havemeals (except breakfast) supplied during sow-ing, haymaking, harvesting or other busy periods.

For more information contact Keith and SaraWilson on [email protected].

21

Phone

AgbizCareers 1300 360 533 www.agbizcareers.com.au

Agforce Queensland (07) 3236 3100 www.agforceqld.org.au

Agricultural Appointments (02) 9223 9944 www.agri.com.au(03) 9866 6133

Australian Department of Immigration and (02) 6264 1111 www.immi.gov.auMulticultural and Indigenous Affairs

Australian Job Search 1300 369 050 www.jobsearch.gov.au

Australian Taxation Office 13 28 66 www.ato.gov.au

Commonwealth Department of Agriculture, www.daff.gov.auFisheries and Forestry

Department of Employment and Workplace Relations (02) 6121 6000 www.dewrsb.gov.au

Group Training Companies www.gtaltd.com.au

National Farmers Federation (02) 6273 3855 www.nff.org.au

National Job Networks www.jobnetwork.gov.au

New Apprenticeships Centre 1800 639 629 www.newapprenticeships.gov.au

New South Wales Farmers’ Association 1300 794 000 www.nswfarmers.org.au

Northern Territory Cattlemen’s Association www.farmwide.com.au

Office of Employment Advocate 1300 366 632 www.oea.gov.au

Outback Staff (07) 4927 4300 www.outbackstaff.com.au

Pastoralists’ and Graziers’ Association (08) 9479 4599 www.pgaofwa.org.auof Western Australia

Pegler Personnel (08) 8723 2755 www.peglerpersonnel.com.au

PGA Personnel (08) 9479 4544 www.pgapersonnel.org.au

Positions vacant (03) 5341 7652 www.positionsvacant.com.au

Rowan Recruitment and Extrastaff (08) 8331 3688 www.rowanrecruitment.com.au

Rural Australian and New Zealand Appointments (08) 9888 4017 [email protected]

Rural Enterprise (WA) (08) 9325 8411 www.ruralenterprises.com.au

Rural Skills Australia 1800 647 798 www.ruralskills.com.auwww.farmrecruit.com.au

South Australian Farmers’ Federation (08) 8232 5555 www.saff.com.au

Tasmanian Farmers’ and Graziers’ Association (03) 6332 1800 www.tfga.com.au

The Lucas Group 1800 882 287 www.lucasgroup.com.au

Victorian Farmers Federation 1300 882 833 www.vff.org.au

Wagenet www.wagenet.gov.au

Western Australian Farmers Federation (08) 9486 2100 www.waff.org.au

Workcover:Australian Capital Territory ACT: www.workcover.act.gov.auNew South Wales www.workcover.nsw.gov.auSouth Australia www.workcover.com.auTasmania www.wst.gov.auVictoria www.workcover.vic.gov.auWestern Australia www.workcover.wa.gov.au

Workco (Victoria) (03) 5381 6200 www.workco.com.au

Websit

e

Organ

isatio

n

Contacts for farm labour

AcknowledgementsDenita Wawn, National Farmers Federation; Geoff Bloom, Rural Skills Australia; Holmes and Sackett; Mackinnon Project; Richard and Emily Gardner, Tasmania; Rick Benham,Queensland; David Mailler, New South Wales; Keith and Sara Wilson, Western Australia; Peter Hall,Victoria; Peter Thompson, Queensland; Peter Barnetson, WA; Jennifer Corkhill, South Australia; SimonCombes, WA; Pamela Horsley, Kondinin Group.

About the authorToni Nugent (pictured) is a research officer with Kondinin Group. Email: [email protected]

ficiency


Quality staff are one of the most valuable assets in a farm-ing business and regardless of the type of labour

employed, it makes good business sense to invest adequatetime when sourcing staff.

A skills audit will help assess the business’ needs and iden-tify areas for improvement, which will assist when writing jobdescriptions for new employees.

Involving other staff members when writing job descrip-tions will make the employment process easier.

Job descriptions assist in matching the candidates skills andexperience with the job position.

Seeking employees from a range of sources such as rural employment agencies, newspaper advertisements and word-of-mouth will help employers widen the pool of job applicants.

The NAS 2004 showed that the most successful way of find-ing new employees was by word-of-mouth with almost 90% offarmers rating these employees as good (47%) or excellent(40.5%) workers.

Of the 12% of farmers that used rural employment agenciesto source farm labour, 46% rated their employees as good workers.

But more than half (63%) of these farmers rated the employ-ment agencies as poor to fair. Only 37% of farmers rated agen-cies as good to excellent when it came sourcing and matchingemployees to the farmer’s job requirements.

It is important to spend time preparing for job interviews.This will develop a more effective discussion with applicants.

An induction period should be included as part of theemployment process for new staff to ‘learn the ropes’.Communicating the ‘big picture’ objectives to all staff – full-time, casual or contract will also provide a grounding for long-term working relationships.

Communication is critical to the success of retaining staff.Employers need to look after their staff, understand theirneeds and ensure they are happy with their job and workingconditions.

Regular opportunities should be created to listen to staff anddiscuss concerns, either formally at weekly staff meetings andannual staff reviews or informally at social gatherings or whenworking together.

Staff performance should be reviewed regularly and con-structive feedback provided to staff.

Conclusion

22


Contact RIRDC:

Level 215 National CircuitBarton ACT 2600

PO Box 4776Kingston ACT 2604

Phone: 02 6272 4819Fax: 02 6272 5877Email: [email protected]

RIRDCShaping the future

An eff ective work force can make or break a farming business, so it is vital for farmers to place par-ticular emphasis on the employ-ment process.

Th is guide shows how adopting a professional approach can make the process of employing staff much easier.

High-calibre and loyal staff are one of the most valuable assets

in any farming business, and this report will help farmers to source farm labour and keep quality people once they are employed.

It will aid the speed of adoption by farmers of proven and profes-sional methods of sourcing, hiring and retaining quality farm labour.

Hiring Good QualityFarm Labour

RIRDC Publication No 05/146

RIRDC Project KDI-29A

hcc 05-146 hiring good quality farm labour

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