Feed Lot

DEC 2018

Feedlots and cow/calf operations in the beef industry who feed 500 or more has annually on grains and concentrates; maintain 500 or more beef cows; backgrounder, stocker/grower, preconditioner; veterinarian, nutritionist, consultant

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24 FEED•LOT December 2018 for a close-out sheet or compare some invoices for inconsisten- cies. Equipment operators can back a truck into a dock, use a loader to move some hay bales around, or run other equipment that they say they have extensive experience. The key is to have them do things they would ac- tually do in their job. • Your selection criteria. What skills or traits are essential for them to be hired? Which ele- ments of their job application form, résumé, interview, and pre-hire testing have the greatest influence on your final decision? How will you quantify company fit? What intangibles do you see that make a difference for some candidates? • Onboarding. What are the initial steps that you will take with a new employee from the mo- ment you let them know they are hired? How will you help them get acquainted with the workplace before their first day of work? Who will train them and what are the first stages of that process? These are all essential elements of a thorough Hiring Manual that will provide great benefits for ev- eryone involved in the process. For more specific information about creating a Hiring Manu- al, go to feedlotmagazine.com/ hiringmanual.pdf to download a document that includes more de- tails on each area, additional advice and suggestions. Don Tyler is founder of Tyler & Associates Management Coaching. For additional assistance in your employee management and family business challenges, Don can be reached at dhtyler@frontiernet.net or by calling 765-490-0353. FL When asked about the big- gest challenges in feeding cattle for a living, markets and marketing de- cisions are almost always at the top of that list. With a booming economy, low unemployment and a lack of avail- able workers, most would say the second toughest challenge is finding and keeping good people. This will not change for quite some time, if ever, so our best strategy is to develop a complete plan for hiring and managing labor. Let's assume that we already have essential documents includ- ing an employee handbook, job descriptions, a standard job appli- cation form, disciplinary reports and standard operating proce- dures. If we don't have them, we need to develop them very soon. In today's litigious environment, they are legally essential as well as a key part of a professional and thorough employee management program. Providing a professional, stream- lined and thorough hiring process ensures efficiency and effective- ness, as well as a welcoming and thoughtful experience for candi- dates. Developing a Hiring Manual and using it consistently is a great way to accomplish these objectives. Here are some of the essential elements of a Hiring Manual: • Your profile of the "Ideal" can- didate based on the traits of the best employees you have had over the years. • A list of the items that are es- sential for the best skills fit, job fit and company fit. These are the items that are unique to your operation that ensure that the eventu- al employee will have the appropriate skills, work effectively with their coworkers and be a good match for your overall com- pany culture. • A detailed list- ing of your re- cruiting strat- egy, where you need to adver- tise, the wording of the ads, who will respond to contacts initially via the phone or e-mail, your main objectives during the first contact with candidates, etc. • Your strategy for reviewing po- tential candidates such as a thorough review of their job application form and resume, questions to ask their referenc- es, what factors or information makes them eligible for an in- terview, etc. • The strategy for interviewing. This should include a list of the specific questions you will ask, who will be involved in the interviews, the number of interviews you will do, where they will occur, and a reminder about the questions that cannot be asked during this process. • Pre-hire testing. This testing can be as simple as asking a me- chanic candidate to explain how they would repair something that you are currently working on in the shop or having them weld a couple pieces of scrap metal together. You could have a potential office assistant type a standard paragraph, create a basic spreadsheet with some data fields and numbers you provide, do some simple math MANAGEMENT DEVELOPING YOUR HIRING MANUAL BY DON TYLER

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