AgWorks: A Comprehensive Guide to Hiring, Onboarding, and Retaining Farm Employees

Whether you're hiring seasonal help or long-term team members, each stage—recruiting, interviewing, onboarding, orientation, training, and performance management—plays a vital role in shaping your farm's culture and operational success.

Designed specifically for agricultural employers, this guide helps you:

• Attract the right candidates using effective recruitment strategies.
• Conduct fair and insightful interviews.
• Develop onboarding programs that foster safety, engagement, and retention.
• Resources to create clear job descriptions and leadership structures.
• The importance of performance reviews and mentoring systems to support employee engagement.
• Ways to ensure compliance with labor laws and workplace safety standards.

By investing in thoughtful hiring and onboarding practices, you not only reduce turnover and legal risk, you also build a team that's motivated, skilled, and proud to be part of your farm's mission.

1.1 Recruiting

• Are you using PA CareerLink® free recruitment services to find local employees?
• Does your advertisement capture the attention of job seekers?
• Does your advertisement explain why someone should work for you?
• Does it convey your company's values or why careers in agriculture are so meaningful?
• Are you recruiting school-age workers vs. retired workers? Ask yourself, where do these candidates look for jobs? What do they want out of a job?
• Do you offer flexible hours?
• Are you creating a positive culture for your existing employees and customers who might refer others to you based on their experience?
• Are you managing your social media or using web-based employment sites?
• Are you offering bonuses or higher entry-level wages?
• Do you ask good employees who work elsewhere if they want to work for you?
• How can you help your candidate succeed?
• Are you willing to train the right worker?

1.2 Interviewing

• Do candidates know your company?
• Do candidates fit in your culture?
• Are you sure your biases do not keep you from hiring the best candidate?
• Do you have a list of standard questions and a rating scale that you use to limit bias?
• Do you ask open-ended questions that allow the candidate to give examples?
• Are you listening more than talking?
• Can you have them demonstrate their skills on equipment or in a mock situation?
• Do you ask questions that demonstrate their motivation?
• Do you ask them what they know about your company and why they would want to work there?
• Do you understand whether they will fit into your culture?
• Do you ask what will help a candidate succeed if you hire them?

1.3 Onboarding Begins with the Recruiting Process

Onboarding starts during the recruiting process. It involves the image you portray in the community and the professional nature of your recruiting process. It also relates to what your workers say about you to others in the community and whether they would recommend your business as a place to work.

If your recruiting process does not feel professional or if candidates have a poor impression of your company based on their interaction during the recruiting and interview process, it may deter them from accepting a position.

1.4 Onboarding

Onboarding orients new employees to their job on the farm, provides them with safety skills and knowledge about their role, makes them feel connected to your company and team, and ensures compliance with labor regulations. A robust onboarding program can help improve employee safety, productivity, and job satisfaction while reducing turnover. When you provide a good onboarding program that educates the employee about potential dangers, you can minimize potential human and legal risks that could be costly to your business.

1.5 Orientation Tips

Remember your first day on a new job? If you can recall any of your questions or worries, write them down and address them in your new employee orientation program. Answering basic questions shows a new employee that you are concerned about their success.

During orientation, you will want to introduce your new employee to your operations, explain job requirements, introduce them to coworkers, and identify your workplace culture. The workplace culture includes its values (shared beliefs), history, tradition, and norms of behavior expressed as dos and don'ts. Orientation is a way to share key points about a workplace, its people, and why things are done in particular ways.

Things to Decide:

• Who will oversee the orientation process?
• What information will you include in the orientation?
• How will the orientation mesh with other job training activities?

Topics to consider for the orientation program:

1. Farm characteristics – farm history, mission, leadership team, tour facilities, farm culture, toolkit documents like a handbook (keep paperwork to a minimum)
2. Personnel Policies and Safety – written policies, probationary period, disciplinary practices, safety
3. Compensation and Benefits - pay and paydays, vacation, sick leave, insurance, and retirement benefits
4. Introductions - owner/operator, supervisor, coworkers, people who often visit the farm
5. Job duties - job description, specific tasks, standard operating procedures, safety, and how their work impacts other farm operations.

1.6 Explain the Culture

Orientation should create an initial favorable impression. Key ingredients include when and where to report for work, paperwork requirements, and a caring mentor to guide new employees. The new employee should also receive a copy of the handbook and their job description for their records, and the supervisor should review the documents with the employee. Employees should sign that they understand the documents. They should understand what behaviors are acceptable and what are not. They should also understand the disciplinary process.

Orientation programs should also include a way to build relationships with existing employees. Include activities like introductions to coworkers, informal interaction with management, a tour with short stops to hear people talk about their jobs, a history of employment at the farm, and provide opportunities for the new employees to ask questions. All can help people feel accepted and a part of your operations.

1.7 Explain Working Conditions

• When are schedules prepared and posted?
• Can employees request a particular work schedule? How do employees request vacation days?
• Is the scheduling process fair and consistent for all employees?
• Can employees take meal and rest breaks in compliance with state and federal laws?
• Are breaks scheduled and properly documented?
• Does the farm provide safe and adequate working conditions?
  • Restroom facilities such as toilets and sinks
  • Clean drinking water
  • Clean areas for rest and meal periods
  • Proper ventilation and working temperatures
  • Sufficient lighting
  • Equipment and tools that are safe and working properly
  • A workplace free from serious health and safety hazards
• Information on state-required breaks, such as:
  • Nursing mothers
  • Minors under the age of 18
  • Religious practices

1.8 Discrimination, Harassment, and Sign-off

Do you require employees to sign a document stating that they understand your policies?

• Written policy that covers harassment and discrimination in the workplace
• Review policies for workers with permanent or temporary disabilities
• Review the policy for calling off and requesting a medical leave of absence
• Review ways to report complaints of discrimination and harassment in the workplace
• Trained supervisors who will adequately investigate complaints.

1.9 Safety

• Do Managers take steps to build a culture of safety on the farm?
• Does everyone know the steps to take when a workplace injury or illness could or does occur?
• Who ensures the first aid kit is stocked?
• Is there a designated safety representative for OSHA visits?
• Do you maintain five years of safety and training records? 

1.10  Special Considerations

• Does everyone know the state and federal laws on youth employment?
• Are specific jobs considered hazardous for minors?
• Are family members held to the same expectations as non-family-member employees?
• Are seasonal workers subject to the same policies and procedures as permanent workers?

1.11 Create and Share Job Descriptions

A job description is an excellent tool for hiring the right employees and providing performance feedback once an employee is hired. Having a concise list of job expectations can make it easier to discuss whether a candidate has the desired skills and experience needed for the position. It can also be used later to identify an employee's strengths and areas where they need training.

If a job description is well-written and includes all related duties, it may help to keep you from hiring the wrong candidate. For example, if climbing a silo is a job requirement, it is best to learn about a candidate's fear of heights before you offer them the job. See links under Additional Resources for writing job descriptions.

1.12  Explain the Leadership Structure

An organization chart shows the formal chain of command between the top members of the organization and the lowest positions in the chart. It shows how decisions and communication should flow between leaders at the top and employees in the chain of command. Often, there is also an informal channel of communication and decision-making that exists, which is unwritten. It is important to explain both to a new employee.

1.13  Employee Handbooks

Regardless of how many employees you have, it is essential to communicate your expectations and conditions of employment consistently. A written employee handbook or policy document can help you explain and document expectations and conditions to employees. Handbooks can be short or very detailed, depending on your needs. You may want a bilingual handbook if you have non-native speaking employees.

Handbook Topics:

• Farm history, description, mission, vision, core values.
• Work rules, standards of conduct, and expected behaviors.
• Information about pay, benefits, evaluations, discipline, raises, and termination.
• Include the legal relationship with the employee. For example, Pennsylvania is an "employment-at-will" state.
• Review the handbook verbally with the employee to build communication and feedback.
• Have employees sign a simple document stating they received the employee handbook and reviewed all its policies.
• Consider providing the handbook in the employee's native language.

Employee Handbook Template:

Michigan State University Extension (2020) Agriculture Employee Handbook Template

Communicating Required Pennsylvania and Federal Labor Laws

Where to get resources:

Federal Posters (English + Spanish)

Federal Minimum Wage (FLSA)

OSHA "Job Safety and Health" Poster

EEOC Equal Employment Opportunity Poster

FMLA Poster

USERRA Veterans Rights Poster

Pennsylvania State Posters

PA Minimum Wage Law

PA Equal Pay Law

PA Unemployment Compensation

PA Workers' Compensation

PA Child Labor Law Summary

PA Clean Indoor Air Act (No Smoking Sign Template)

1.14 Standard Operating Procedures (SOP)

Standard operating procedures (SOPs) provide instructions on performing a routine or technical task. Written SOPs, training, and regular performance feedback lead to an effective and motivated workforce. SOPs are the place to start when sharing your farming practices with new employees.

See the list of additional resources for links to examples and guides about writing SOPs.

1.15 Employee Performance Appraisals

Employees want managers to tell them how they are doing. Performance reviews improve employee performance, decrease turnover, motivate self-improvement, build trust, and create a paper trail in case of litigation. Performance reviews should be conducted and documented on a regular schedule.

The process should include timely reviews and honest but tactful feedback using examples of improvement methods. Both good and poor employees deserve to be evaluated.

Decisions to Guide Employee Evaluations

1. How does performance need to change to achieve our vision for the farm?
2. Who will conduct the reviews?
3. Will we evaluate individual and team activities?
4. Should reviews be formal or informal?
5. Are there objective and subjective measures of performance?
6. How often will I review employees?
7. What review process will you use?

Objectives of Employee Performance Reviews

• Help employees improve their performance.
• Help employees with their career planning.
• Ask employees about ways to improve the business.
• Identify training and retraining needs.
• Encourage and motivate employees.
• Promote teamwork.
• Gather information for raises.
• Identify changes needed in hiring and training.
• Provide a rationale for rewriting job descriptions.

Who Will Be Reviewed?

If time is limited, focus attention on new employees. They deserve more attention than long-term employees. Feedback can help new employees grow. New hires appreciate feedback at the end of the first day, at the end of the first week, and at regular intervals. Providing constructive feedback is especially true during the probationary period. Giving feedback offers a chance to build relationships, develop skills, and shape employee habits.

Individual or Team Reviews?

When teamwork is an essential part of how your business operates, reviews should be done at the individual and the team level. Reviews should evaluate contributions to team success, ability to contribute to team goals, and fitting into the team. Peer reviews can be an effective way for teams to assess their progress and ability to work as a team. Teams should have ground rules for conducting themselves respectfully during peer reviews. The goal would be to build a supportive, trusting environment with each team member providing positive and constructive feedback.

Formal, Informal, or Both?

Formal reviews occur on a schedule, e.g., once or twice per year. Reviews usually include a written form to document progress. Employees typically have an opportunity to respond to the evaluator's assessment verbally or in writing. The form consists of positive accomplishments, needed changes in performance, and, if necessary, corrective behavior. Reviews can also be used to gather information about an employee's career interests. It opens the door for supervisor/employee discussions. Reviews should be documented and kept in an employee's file. It should include information about training needs and any disciplinary action. Employees should sign the document.

Informal reviews occur on an as-needed basis. They reflect a commitment to continuous and open communication with employees. The supervisor and employee address problems as they happen. Praise is given as it is earned. Questions can be addressed as they arise. Both supervisors and employees work to create an open environment that emphasizes mutual trust. Informal reviews require little or no paper trail unless there is deliberate wrongdoing by the employee.

Objective versus Subjective Measures of Performance?

With an objective approach, performance is evaluated against a specific performance standard, such as a Standard Operating Procedure. For example, employees are assessed on how frequently and accurately they follow different procedures. Subjective measures come from the evaluator's judgments and feelings. Subjective measures might include attitude, cooperation, initiative, values, aggressiveness, flexibility, friendliness, and openness.

Informal performance reviews often look at subjective measures. Our peers and supervisors constantly judge us subjectively, but we may not benefit and improve without feedback from a formal review process.  

Frequency?

New employees should frequently receive formal and informal feedback from their direct supervisor in their early days and weeks. Formal evaluations should take place at least once a year. There should be two-way communication resulting in agreement about what has been accomplished since the last review and necessary corrective action (if any).

Where to Start

Review the job description, SOPs, company values, and performance standards with the employee.
Discuss strengths, accomplishments, and ways to improve.

Evaluation Forms

• Decide what behaviors are critical.
• Consider both Objective and Subjective performance measures.
• Include a signature and comment section.
• Have the supervisor and the employee sign the document. This signature can be helpful when legally defending compensation, discipline, and discharge decisions.

Tips for Starting Employee Reviews

• Train supervisors to do employee reviews with a positive attitude
• Tell employees when reviews will be conducted; do not surprise them.
• Ask employees about their performance and career aspirations
• Conduct performance reviews in a private setting.
• Reviews are an opportunity for open and honest two-way communication.
• Be prepared to deal with emotional responses from employees.
• End the meeting on a positive note, and always include areas where the employee succeeds.
• Ask employees for feedback on the review process
• Train supervisors on how to investigate discrimination complaints.

Sample Performance Appraisal Tool

Dairy-Cattle (August 16, 2019) Evaluating Performance and Providing Feedback to Employees

1.16 Mentoring Tools

Mentoring is a relationship between two people that creates a space for reflection, action, and learning for both participants. Mentoring is intended to facilitate self-development; it is a vehicle for self-directed learning. The mentor is a resource and support as the individual develops new skills and awareness. Most mentors are motivated by their desire to help others. Most people who are mentored believe the experience will lead to future benefits. Both mentor and mentee learn and benefit from an effective mentoring relationship.

Sample Mentoring Handbook

University of Wisconsin (2013) Mentor-Intern Handbook for Dairy and Livestock Farmers

1.17 Training Plan

• Do you have a methodical training plan that allows an employee to master and develop new skills?
• How do you communicate expectations to your employees, and what could be improved?
• How effective is your onboarding process for new employees?
• How often do you offer training opportunities to your employees?
• Do you vary the delivery format and method of the training to ensure mastery?

1.18 Human Resources Record Keeping

• Does each employee have a personnel file?
• Is medical information and emergency contact information on file?
• Where and how do you file Federal Form I-9 documents? Are the forms completed correctly?
• Are payroll records kept for three years?
• Are payroll records easily accessible and auditable?
• Does the farm have a secure document retention and destruction process for all HR-related forms, documents, and files?
• Do employees know how to access their employee files?

1.19 Managing Employee Housing

Source: National Dairy Farm  Farm HR Self-Assessment

• Is the agreement in the employee's native language?
• Has the farm consulted with an attorney to determine its local, state, and federal requirements before providing worker housing?
• Does the farm use a written housing agreement signed by all occupants that outlines management and worker responsibilities?
• Has an attorney reviewed the written housing agreement?
• Are routine inspections conducted before new employees move in, when employees move out, and at regular intervals in between?
• Do housing occupants know what to do in an emergency, like a fire?
• Does the farm provide functional fire extinguishers, smoke alarms, and carbon monoxide detectors in all farm-provided housing?
• Has the farm established house rules for occupants of farm-provided housing and made them available to occupants by: posting them within the house, putting them in the Employee Handbook, putting them in the housing agreement, handing them out during move-in, or by some other means? Are the rules translated into the workers' primary language(s)?
• Does the farm conduct housing orientation for workers and their families when they move in, covering responsibilities, inspections, house rules, utilities, emergencies, maintenance/repair requests, and how to clean/use facilities?

Additional Resources

• Cornell University, Onboarding Farm Employees
• Dairy-Cattle (August 16, 2019) Evaluating Performance and Providing Feedback to Employees
• Dobbins and Ehmke, Purdue Extension, Developing Effective Job Descriptions for Small Businesses and Farms
• Erven, Bernard The First 30 Days - Orienting New Employees. Department of Agricultural, Environmental and Development Economics, Ohio State University
• Hyde, Jeffrey (2023) Penn State Extension Employee Attraction and Selection Guide
• National Dairy Farm Hiring Tips for Dairy Farms
• North Carolina State Extension, Sample Standard Operating Procedures
• Penn State College of Agriculture, Department of Animal Science Standard Operating Procedures for the Penn State Dairy Barns.
• Penn State Extension (2023) Job Descriptions: The Building Blocks of Organizations
• Penn State Extension (2023) Standard Operating Procedures: A Writing Guide
• University of Wisconsin (2013) Mentor-Intern Handbook for Dairy and Livestock Farmers
• Versweyveld, Purdue University Extension, Writing Effective Job Descriptions
• Zangaro, (2020) Michigan State University Extension, What are Standard Operating Procedures, and why are they important to the swine industry