Greater availability of foreign labor, but must understand “red tape” and restrictions—Good employees are available from many parts of the world and are willing to travel here, but the restrictions may be a challenge for some producers.

 Local reputation is increasingly more important—Word gets around.  If an operation has a reputation for lacking concern for their employees, being on the low-end of the local pay scale, or having a “difficult” atmosphere to work in, it will be challenging for that operation to attract the best employees.

 Need multiple resources for contacts and applicants.

 Keep majority of turnover in introductory positions.

 Travel expenses—As gas prices go up and other travel expenses inflate, our “local” labor pool will shrink. 

 Develop documentation to support expectations: i.e. Job Descriptions, Employee Policy Handbooks, Operating Procedures, Performance Reviews, Job Application Forms (with itemization of skills), etc.

Establish clear processes and guidelines for communications: i.e. Staff Meetings, Written Communications, Documentation of Activities, Separating Family and Business, etc.

 Production targets are essential.

 Must have clear expectations and up-to-date employee policies:

Example:  Personal Technology--

	Limits for use of cell phones for text messaging and entertainment.
	Internet access and use of I-Pods.
	Feel these are “rights” not benefits.

Provide opportunities to develop personal skills in relationships and finances.

Develop production skills, management skills and communication skills.

For introductory positions—must be competitive with local opportunities that offer the same pay and compensation.

 For mid-level positions—must be competitive with similar positions and levels of experience available locally.

 For top level management—must be competitive with regional/national opportunities.

 Trend is toward more individual options for benefits, such as “shared” medical coverage, a variety of investment plans, etc.

 Unique compensation for long-term employees that are “maxed out” on salary.

Local Manufacturing/Industry—Some local areas are seeing a resurgence in local manufacturing and light industry.

Ethanol Plants—New plants are going up all over the country and will be highly competitive for some of the skill-sets that are hard to find—mechanical skills, management skills, trucking, operators, etc.

 Small Business / Service Industry—No sector of our economy has grown as much as small businesses.  You may have several in your local area that you don’t even know are direct competition for your labor pool.

Aging local population—In some areas, the local workforce is rapidly nearing retirement age, and is certainly reaching an age that is no longer interested in working in the weather every day.  These employees are not being replaced with their children or grandchildren—at least not at this point in time.

New to the workforce.

No agricultural experience whatsoever.

Producer’s lack of experience in training—It is hard to do a good job of training when we learned our skills through “osmosis”…..

Safety issues due to lack of experience, time/extra cost of training, may not stay long, turnover increases.

Need to develop overall strategic plan for Employee Management.

Must be willing to develop social atmosphere in the workplace that is accepting of different cultures and backgrounds.

Emphasize personal development of all employees.

Establish company culture and atmosphere that limits liability.