the human side of human resource management in ranching operations randy r. weigel, ph.d

The Human Side of HumanResource Management in

Ranching Operations

Randy R. Weigel, Ph.D.University of Wyoming

Cooperative Extension Service

Cow Country ConferenceLaramie, WY

February 9-10, 2006

Keys to Success in Business

•Drive – Expect long hours and high stress•Flexibility – Change directions quickly•Multiple Thinking Skills – Strategic, critical, creative, analytical•People Skills – Motivate workers, negotiate with suppliers, convince lenders, sell customers

U.S. Small Business Administration

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IIIIII

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Interaction Model for Ranching Operations

Level I – CoreLevel II – PrimaryLevel III – SecondaryLevel IV - Macro

Level I – The Core Level of Rancher Interaction

“A producer may possess superior livestock, fertile landand adequate financial base. But if the rancher does noteffectively manage his or her own physical, mental, and emotional well being, it may not matter how productivethe operation.”

Weigel, R. Western Integrated Resource Education(WIRE)

The Role of Personality in Rancher Management

“Stress-producing events, such as foreclosure, droughts, and disease can result in increases in anger, depression, hostility, and even suicide. How one handles problems is influenced by personality characteristics.”

Horner, J., & Barrett, L.

Personality types of farm couples: Implications for

intervention strategies

Personality Characteristics

EnergyIntroversion Extraversion

InformationSensing iNtuitive

Decision MakingThinking Feeling

Take ActionJudging Perceiving

According to Personality Theory:

Ranch/Farm men are ISTJ

Ranch/Farm women are ISFJ

Three views on ranching:

•“My goal is to have the best quality product possible. I thrive on ranch work.”

•“Marketing is the most important element in the success of the ranch. I want to reduce my workload and diversify my assets.”

•“I want to be environmentally sensitive and conserve the land I operate. To me, ranching means enjoying the lifestyle.”

Farm Management Values

•Dedicated Producer

•Flexible Strategist

•Resource Steward

A Study of Stress Management among Iowafarmers found:

• Realistic

• Maintain a healthy lifestyle

• Many interests

• Sense of hope

• Reached out for help

• Faith Which all led to:

Achieving Balance in Their Lives

Weigel, R., (1986). Supporting today’s farm family:An opportunity for family life education.

Level II – The Primary Level Of Rancher Interaction

“Behold how good and how pleasant it is for brother and sister to dwell together in unity.” The Book of Psalms

“Am I my brother’s keeper?” Genesis

“WHY ME?” Owner of a family ranch

Two views of a generational ranch family:

“We consider it a great privilege to have a son and daughter-in-law in

partnership with us. We are very proud of them. We think it is important

that they make the decisions and keep up with new methods.”

OR

“They (parents) set the goals we should aim for and think we should

share their values, which clash totally with those of a young family.

They want to have us under their thumb financially so they can call

the shots.”

“Human Elements” that cause conflicts in Ranch/Farm

Family Operations:

• Father/son relationship turns into parent/child relationship

• “Gossiping” about each other

• Carrying a grudge

• Turning disagreements into fights

• Failing to set family and farm goals

• Failing to have frank, honest discussions

• Not willing to get along

Ron Hanson, University of Nebraska

Skills for “SMOOTH” Ranch Family Functioning:

Respect that each member is an individual

Do not use communication “triangles”

Be willing to learn and grow

Have well defined boundaries

Skills for “SMOOTH” Ranch Family Functioning:

Share traditions

Support and assist one another

Stay connected

“The single most important word of adviceto share with family members ranchingtogether is to remember that any successful family ranching operation requires ateam approach by each family memberinvolved.”

Dr. Ron HansonResolving Family ConflictsFarm Family Enrichment Workbook

Level III – The Secondary Levelof Rancher Interaction

“I ranch so I don’t have to work with people.”

“I just can’t keep good help.”

“These young kids just don’t want to work!”

(Quotes from Western Integrated Resource Education (WIRE)workshop participants.)

Coordinated Resource Management

“Research has shown that effective group composition, dynamics, process, and cohesion leadto positive outcomes in natural resource conflicts.”

Kruse, C., (1995). Measuring the potential success of natural resource conflict resolution decisions. Master Thesis, University of Wyoming.

• How to listen• How to create a common vision• How to negotiate agreeable solutions• How to monitor• How to adapt

AgHelpWanted:

Ch. 1 – Roles and Responsibilities of an Agricultural Employer

Ch. 2 – Organizational Planning

Ch. 3 – Staffing the Farm Business

Ch. 4 – Supervising Agricultural Work

Ch. 5 – Managing Employee Performance

Ch. 6 – Communication and Problem Solving

“Technical knowledge and skills will beessential with the growing complexity of agriculture. But technical skills are not expected to be the core source of competitive advantage. The skills needed to be successful in the future are more likely the human/personal skills—skills like negotiation ability, creativity and innovation,vision and strategic thinking.”

Michael BoehjlePurdue University

Level IV – The Macro Levelof Rancher Interaction

Strategic thinking…….involves studying the

“environment” through an intuitive, creative process

for the emerging agricultural themes, issues, patterns,

and opportunities.

Improving Your Strategic Thinking*Read…read…read

*Study your world for possibilities

*Imagine your future history

*Listen to the “Mavens”

*Always ask questions

Strategic Thinking is intuitive. It is askingquestions such as:

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

VS

Interaction Model

National Corn Growers Association’s FutureStructure of Agriculture Task Force:

“Those who prosper in this future agriculture must adapt to a rapidly changing environment and be willing to challenge their comfort zone. …Farmers, policymakers, and agribusiness leaders must be willing to create competitive advantages rather than protect the old ones.”

National Corn Growers Assn. (2003). Choices in the Evolution ofCorn Belt Agriculture.

“The significant problems andchallenges we face today cannot be overcome with the same level of thinking which caused the problem.’’’

Albert Einstein