Session 3: Human Resources
Delivered by:
Debi Sanderson
January 15, 2015
The young carry-out boy was asked, "How
long have you been working here?” He
replied, "Ever since they threatened to fire
me.”
Anonymous
“Never underestimate the meaningful and
lasting impact your genuine words of
encouragement can have on others.”
Jim Kouzes and Barry Posner
What are your objectives for today?
SHOUT OUT!
Session Outline
PART 1: Essential components of a solid HR program
PART 2: Your responsibilities and obligations as an
employer
PART 3: How to handle conflict
PART 4: Your most pressing HR issues and how to tackle
them
Let’s get started!
Building a great place to work
6 fundamentals for creating a great place to work:
1.
2.
3.
4.
5.
6.
I have the opportunity to do what I do best
I have the sense that someone cares about me
I know what is expected of me
I am recognized for what I do
I have the opportunity to learn and grow
I have the opportunity to be productive
HR rallying cry of every strong business
Attract, motivate and retain high performing
employees
HR rallying cry of every strong business
Attract, motivate and retain high performing
employees
HOW?
If you employ even one person…
PRODUCTIVITY
GREAT UPSIDE
TURNOVER
$$ PROFITS
MISTAKES
ARE COSTLY
•Turnover, absenteeism, vacancy
•Lawsuits, labour complaints
•Safety / risks
… you have Human Resources issues
Quick poll…
Examples of benefits from
healthy employment practices?
Examples of negative impact
from unhealthy employment
practices?
Managing in Today’s Environment
Then
Now
Positional power
Managing through
influence
Blind authority
Employee engagement
Teach – Do
Teach – Think - Do
Punch-clock, rule-driven
Flexible, work/life balance
Secrecy / restricted flow
of information
Transparency
Blame culture
Accountability culture
PART 1
ESSENTIAL COMPONENTS OF
A SOLID HR PROGRAM
Core elements of a solid HR
platform
•
•
•
•
•
•
•
Legislative compliance
Employment contract
Health and Safety
Job descriptions
Performance Assessments
Competitive compensation
Basic HR policies
HR Platform
 Comply with employment legislation
• Understanding your
legal obligations is
important
• Courts / Ministry of Labour
do not accept lack of
awareness as an excuse

See handouts for
additional sources of
information on legislative
requirements
HR Platform
 Employment contract
Sets out terms and conditions of employment
• Position title and reporting relationship
• Status (full-time, part-time, seasonal)
• Start date
• Wages
• Hours of work
• Vacation, benefits
• Termination – outline notice requirements for resignation, for
cause and not-for-cause terminations
• Attach a job description
HR Platform

 Health and Safety
Special rules of WSIA apply to farm
workers, including:
• Register and notify WSIB within 10
days of hiring your first employee
• Regularly report payroll and pay
premiums
• Report any on-the-job accident /
illness within 3 days
• Establish a Joint Health and Safety
Committee or H&S Rep
An “employee” is anyone
who provides labour on
your farm for a wage
(includes family, friends,
casual labour…

If you use independent
operators, they are
responsible for their own
insurance coverage, and
you must provide proof to
the WSIB. Strict rules
apply – check your facts
HR Platform
 Health and Safety - continued
• Farming is a higher risk occupation
• Prevention is critical
• TRAIN your employees
• MONITOR safe work practices
• Keep your equipment in good repair
• Develop a culture of safety
HR Platform
 Job Description
Build a job description for each role
• What do you pay this role to do?
• Use clear, plain language
• Focus on core duties
» Avoid “task list”
» Use ‘active’ words
• List required skills and behaviours / attributes
HR Platform
 Group exercise
• Build a job description
• Shout out – which 2 or 3 roles should we build?

HANDOUT – Job
Description template
HR Platform
 Performance management
• Clear expectations (job description)
• Performance metrics
− distinguish between “superior” performer and “solid”
performer
• S – M – A – R – T goals (within their control)
• Best practice: set goals, review quarterly
• Balanced feedback
HR Platform
 Performance management
Group exercise: build performance goals for the role
you just created, using the Job Description as a guide
Make sure the goals are S-M-A-R-T

HANDOUT – Performance
Assessment template
HR Platform
 Competitive Compensation
• Externally competitive, internally
equitable
• Research local employment conditions
• Build a pay range for each role / level
• Adjust if you provide room and board
• Abide by minimum standards in ESA

HANDOUTS
- Dairy Farm Compensation
Survey (2010)
- Salary data for 3 positions
from the Economic Research
Institute
HR Platform
 Sample salary grid*:
HOURLY RATES
Role
Minimum
(~ 85% of
median)
Median
(solid, seasoned
worker)
Maximum
Crop Worker
$10.65
$12.50
$13.75
Herd Worker
$14.75
$17.33
$19.25
Milker
$12.25
$14.25
$15.75
Labourer
$10.65
$12.50
$14.00
(~ 110% of
median)
*Salary ranges shown are for illustration purposes only; not intended to imply
current market data (2010 Salary Survey data from the Dairy Farm)
HR Platform
Refer to Compensation handouts for the
following positions:
• Farm Worker
• Farm Supervisor
• Farm Manager
HR Platform
 Compensation – Group benefits
• Helps with attraction and retention
• As low as 3 employees
• Identify core needs of employees; focus on life cycle
− Health, dental, life insurance, AD&D, Sick leave,
Long-Term Disability, Employee Assistance

The OFA offers group
benefits plans at
competitive prices (The
Cooperators)
HR Platform
 Compensation
What are some non-financial incentives / rewards
for superior performance?
SHOUT OUT!
HR Platform
 Basic HR policies
Start with the following:
1.
2.
3.
4.
5.
6.
Attendance and Punctuality
Code of Conduct
Health and Safety
Absence from Work
Workplace Violence (legislated)
Workplace Harassment (legislated)

HANDOUT:
sample Attendance
and Punctuality
policy
Core elements of a solid HR
platform
•
•
•
•
•
•
•
Legislative compliance
Employment contract
Health and Safety
Defined job duties
Performance Assessments
Competitive compensation
Basic HR policies
Motivators and De-motivators
• Many different theories for what motivates people
• Core: people are motivated to do what they are
rewarded to do
– Intrinsic rewards
– Extrinsic rewards
Motivators and De-motivators
• Intrinsic rewards – inherent in the work itself
– Autonomy
– Accountability
– Ability to develop mastery
– Pride in work
– Believe their work makes a difference
– Like their environment
– Self fulfillment
Motivators and De-motivators
• Extrinsic rewards – Not inherent in the work itself
• E.g.
– Compensation
– Promotions
– Status
– Travel
Motivators and De-motivators
• People do what they are rewarded to do
• Key is finding out what motivates each person
• Get their “discretionary energy”
Common De-Motivators
•
•
•
•
•
•
•
Harsh criticism
Failure to listen
Failure to recognize good work
No opportunity to develop in the job
Failure to deliver on promises
Actions don’t match words
Perception of unfair treatment
Killer Phrases
Phrases that kill innovation / motivation
•
•
•
•
•
•
•
•
•
•
We’ve never done it that way before
It’s not our problem
It’s not your job
Let’s sit on it for awhile
It’s not practical
We don’t have time
Just forget it
Why can’t you…
How come you never…
You’re always…
PART 2
YOUR RESPONSIBILITIES AS
AN EMPLOYER
Know your obligations as an
employer
Employment Legislation Handout:
 Regulatory Compliance Checklist for Employing Farm Workers
• The Employment Standards Act
• Workplace Safety & Insurance Act
• The Occupational Health & Safety Act
Website:

See “Required
Workplace Postings
from the Regulatory
Compliance Checklist”
http://ofa.on.ca/issues/regulatory-compliance-checklist.aspx
Know your obligations as an
employer
(See handout for sources of further information)
•
Employment Standards Act
– Establishes minimum standards: hours of work, minimum wage,
vacation, leaves, meal breaks, termination
•
The Ontario Human Rights Code
– Protects against discrimination; approx. 17 prohibited grounds
•
Occupational Health and Safety Act
– Mandates standards for health and safety; establishes Joint Health
and Safety Committee or H&S rep
Know your obligations as an
employer
Categories of employment legislation
(See handout for sources of further information)
• Workplace Safety and Insurance Act
– Legislation that governs the WSIB
• Access for Ontarians with Disabilities (AODA)
– Customer Service Standard (came into effect January 1,
2012)
Know your obligations as an
employer
Categories of employment legislation
Employment Standards Act (ESA)
• 4 Categories of agricultural workers
− Farm Workers
− Harvestors
− Near Farmers
− Landscape Gardeners
• Special rules / exemptions for each category (e.g. overtime,
minimum wage, etc.)
• Posters must be mounted in an area accessible and readily visible
to all employees (refer to sample)
PART 3
HOW TO HANDLE CONFLICT
What is conflict?
What is conflict?
• Conflict occurs when our interests or wishes are threatened
• Natural part of our interaction with others
• We spend over 25% of our time dealing with conflict
Role of Conflict
• What purpose does conflict serve in a farm
business?
Role of Conflict
Benefits of Conflict
•
•
•
•
•
Alerts us something is not working
Opportunity to do something better
Access to valuable information / insight
Opportunity for broader or better solutions
Could lead to stronger relationships post-resolution
Role of Conflict
Downside of Conflict
•
•
•
•
•
•
Causes stress
Can result in an unproductive environment
May erode power / relationships
Can trigger unpleasant behaviours
Could escalate if not resolved
Affects more than just those directly involved
Conflict Resolution Modes
Thomas-Kilmann
– 5 primary approaches to dealing with conflict
TKI – Thomas-Kilmann Conflict Mode Instrument
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
Competing
Compromising
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
-
Power mode
Collaborating
- Pursue your
interests at the
expense of others
Compromising
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
- Find a solution that
fully satisfies the
concerns of both
Competing
Compromising
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
Collaborating
Compromising
Accommodating
- Neglect your own
concerns to satisfy others
Avoiding
- Selfless generosity
- Obeying orders
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
Competing
Compromising
Avoiding
Conflict is not
addressed
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
Competing
Compromising
- Expedient, mutually
acceptable solution
- Partially satisfies
both parties
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
-
Power mode
Collaborating
- Pursue your
interests at the
expense of others
Compromising
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
What scenarios on a farm business might trigger
each Conflict Resolution Mode*?
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
Quick, decisive action
required
-
Collaborating
- Action is unpopular but
necessary
- Vital to company’s
welfare… and you know
you are right
Avoiding
Compromising
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
- Find a solution that
fully satisfies the
concerns of both
Competing
Compromising
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
- Goals of both parties too
important to compromise
Competing
- Objective is to learn /
understand others’ views
Compromising
Avoiding
- Gain commitment through
consensual decision
- Work through hard feelings
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
Collaborating
Compromising
Accommodating
- Neglect your own
concerns to satisfy others
Avoiding
- Selfless generosity
- Obeying orders
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
Collaborating
Compromising
Accommodating
- If you are wrong, or to show
reasonableness
- Issue is more important to
others than to you
Avoiding
- You are outmatched and
continuing would cause damage
- Harmony is important
- Value in others learning from
mistakes
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
Competing
Compromising
Avoiding
Conflict is not
addressed
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
Collaborating
Compromising
Avoiding
- Issue not important
- No chance of success
- Costs outweigh benefits
Accommodating
- Need for cool down period
- Others can resolve it better
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Collaborating
Competing
Compromising
- Expedient, mutually
acceptable solution
- Partially satisfies
both parties
Avoiding
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Conflict Resolution Modes*
A
S
S
E
R
T
I
V
E
N
E
S
S
Competing
Collaborating
Compromising
- Goals moderately important
but not worth more aggression
- Opponents are stronglycommitted and of equal power
- Temporary settlement to
complex issue
Avoiding
- Need expedient solution under
time pressure
Accommodating
COOPERATIVENESS
*Sources: Thomas-Killman Conflict Mode Instrument and the Canadian Management Centre
Feedback is a Gift
“I feel frustrated when
you show up late as it
keeps us from getting our
work done. Would you
please be on time from
now on?”
Providing Feedback
Feedback needs to be:
• Specific & fact-based
• Accurate & truthful
• Relevant
• Timely
• Delivered in a safe environment
Courageous Conversations
• Ask for the conversation.
– “I want to talk to you about…”
• Describe the effect of the behavior on you.
– “I thought…” “I felt…”
• Describe the behavior specifically.
– Focus on what you saw or heard the other person do.
• Give the other person an opportunity to respond.
– “What were you thinking about at the time…?
• State what you would like them to do differently.
– “I need you to…”, “I’d like you to…”
• Return the responsibility to the person and offer support.
– “What can I do to support you in this…?”, “Will that work for you..?”
Courageous Conversations
If you can’t discuss it, you can’t improve it
Courageous Conversations
Pre-requisites
• Your intentions are genuine and positive
• The feedback comes from a place of trust
− Do you model the behaviour you are expecting?
• You have a stake in the outcome
Courageous Conversations
In-the-Moment Feedback
• When you…
• The impact on me / the team is…
• What I would prefer…
• Because…
• What do you think? Can you commit to that?
What would you do?
GROUP
EXERCISE
In-the-Moment Feedback
• SCENARIO A: Jeff is 19 years old and is the son of
the farm owners. He is generally hard working and well
liked among the team, which is primarily comprised of
arms-length workers. The owners have established
clear safety standards and enforce them regularly.
Despite knowing the safety rules, Jeff refuses to wear
safety boots.
What would you do?
In-the-Moment Feedback
• SCENARIO B: Mike has been with Pelligrino Farms for 6
years. He is reliable as long as things go his way. He is the
farm’s primary driver but has two colleagues who have been
driving on an increasingly regular basis lately. The truck Mike
routinely drives has the most comfortable cab.
• If Mike is assigned a different truck, he resists and insists on
“his” truck. This is causing tension with his colleagues. This
morning, when he was told his truck was being used by
someone else, he refused to drive the truck he was assigned
and cited safety concerns as he wasn’t familiar with the
maintenance record of the truck.
What would you do?
In-the-Moment Feedback
• SCENARIO C: Barb supervises a team of 6 crop
workers. She is highly knowledgeable, has high
standards and is the hardest working member of the
group. She is committed to your farm operation and is
very loyal.
• The problem is Barb is becoming increasingly
demanding and critical of her team. She just berated an
employee, who is upset and comes to you for help.
What would you do?
PART 4
YOUR PRESSING HR ISSUES
Understand your environment
 What are the pressures facing
the agricultural industry today?
• Industry
• Your geographic region
• Your specific farm / operation
HR challenges in agricultural industry
 Finding and keeping skilled workers
• Wages and benefits lower than other industries
• Competitive labour market
• Difficult to attract young people
• Pool of farm workers is shrinking
• Uncertainty - seasonal, prone to disasters
• Perception re. few opportunities for career advancement
• Physically demanding, long hours
HR challenges – cont’d
• Inconsistency in training and education
• Varied level of business management skills among
farmers
• Lack of transportation
• Trend towards larger operations… means more non-family
workers
• Challenging to keep work interesting
Source: Canadian Agricultural Human Resource Council
Regional / farm-specific issues
 Know your staffing needs vs. available resources
• Permanent vs. seasonal
• Contractor vs. employee
• Skilled vs. general labour
• Features of your farm / town that affect your ability to
attract and keep talent
− Proximity to urban centre
− Access to transportation
− Cost of living
− Unemployment rate
− Competition for labour pool
All businesses have challenges…
• Particularly acute in the agricultural sector
• No simple answers
• Reality: it’s difficult to attract and keep quality workers
• A strong HR program will help
Use the tools
available to
you
Use the
tools
available to
you
Learning Objectives
Was this session successful?
 I understand the essential components of a solid Human
Resources program
 I know my primary responsibilities as an employer and
where to find more information
 I have a better awareness of ways to manage conflict
 I am able to assess the most pressing HR issues facing
my farming business
Thank you!
Questions / Discussion