Retaining Agricultural Workers – Work Environment and Challenges

Do you know what every farm and agribusiness has in common? People. Agriculture depends on people, from early-morning chores to late-night harvests. However, today's workforce faces increasing pressure from long hours, economic uncertainty, labor shortages, and burnout. Retention is no longer just about filling positions; it is about creating workplaces where people want to stay, grow, and belong. This article highlights two key approaches: creating positive work environments and addressing sector-specific workforce challenges.

Creating Workplaces Where Employees Want to Stay

Retention starts with a simple truth: people stay where they feel safe, valued, and respected. A positive work environment built on safety, fairness, and dignity strengthens trust, job satisfaction, and team morale (Gallardo et al., 2024; George, 2015; Kolstrup, 2012). Support must also include mental well-being. Clear expectations, access to support, and regular check-ins help reduce stress and prevent burnout (Keeney et al., 2025). Recognition matters. Simple actions, such as saying thank you or acknowledging effort, build motivation and long-term support.

From Pressure to Progress: Practical Strategies for a Stronger Agricultural Workforce

Today's agricultural workforce faces multiple challenges, including physical demands, an aging workforce, immigration barriers, economic pressures, and climate uncertainty. However, practical strategies can improve retention and strengthen the workforce.

• Make agriculture more appealing: Offer flexible schedules, rotate tasks, and communicate career pathways to improve job attractiveness (Tetteh et al., 2021).
• Bridge the generational gap: Use mentorship programs to connect experienced and beginning farmers, building skills and commitment (Amaran et al., 2025).
• Reduce economic stress: Communicate openly and adjust workloads to support worker well-being (Gregorio et al., 2024).
• Address labor and immigration challenges: Provide housing, consistent schedules, and incentives to improve retention (Gallardo et al., 2024).
• Advance equity and inclusion: Use inclusive hiring and partnerships to expand and diversify the workforce (National Dairy FARM Program, 2018).
• Support mental health and safety: Set clear expectations and provide support to reduce stress and disengagement (Keeney et al., 2025).

There is no single solution, but these practical steps can help agricultural employers build safer, more resilient, and future-ready workplaces.

Example: Turning Small Changes into Retention

A small family-owned dairy farm in Lancaster County, Pennsylvania, milking 120 cows and employing two full-time workers and two part-timers, was struggling to keep employees through the busy season. Workers often left after a few months, citing long hours and unclear expectations. The farm owner made a few simple changes: he introduced brief weekly check-ins, clarified daily responsibilities, and adjusted schedules to guarantee one day off every two weeks. He also began recognizing employees' efforts during team meetings. Within one season, turnover decreased, workers reported feeling more respected and supported, and several employees returned the following year.

Retention Begins with Respect

Retention starts with creating workplaces where people feel respected, supported, and valued. A positive culture grounded in safety, fairness, recognition, and well-being provides the foundation; workers who feel respected report lower turnover intention and greater job satisfaction and loyalty (LaGree et al., 2023). When combined with practical, sector-specific strategies, employers can build resilient teams despite economic, labor, and climate challenges. Workers who feel included and supported are more likely to stay and contribute fully. Retention is not just about keeping workers; it is about creating places where people want to stay.

References:

Amaran, K., Krishnamoorthy, A., & Shobana, P. (2025). Fostering the future: agripreneurship intentions among indian agricultural students. Heliyon, 11(3), e42163. 

Gallardo, K., Gutiérrez-Li, A., Luckstead, J., Nayga, R. M., Sallato, B., & Yang, W. (2024). H‐2A workers’ preferences for job attributes: Evidence from an experiment. Journal of the Agricultural and Applied Economics Association, 3(4), 633–654. 

George, C. (2015). Retaining professional workers: what makes them stay?. Employee Relations, 37(1), 102–121. 

Gregorio, L., Piva, S., & Neiverth, R. (2024). Recognition and retention: motivating talent in agribusiness. Scientific Journal of Applied Social and Clinical Science, 4(23), 1–12.

Keeney, A. J., Ciro, D., Meng, Y., Coco, L., & Ekonomo, K. (2024). Depression, Anxiety, and Coping Strategies Among Farmworkers Exposed to Substance Use at Work. Journal of Agromedicine, 30(1), 105–113. 

Kolstrup, C. L. (2012). What factors attract and motivate dairy farm employees in their daily work? Work: A Journal of Prevention Assessment & Rehabilitation, 41, 5311–5316. 

LaGree, D., Houston, B., Duffy, M., & Shin, H. (2023). The effect of respect: Respectful communication at work drives resiliency, engagement, and job satisfaction among early career employees. International Journal of Business Communication, 60(3), 844–864. 

National Dairy FARM Program. (2018). Managing employee housing: FARM human resources reference manual. National Milk Producers Federation. 

Powers, C. A., Williams, T., & Stowell, R. R. (2021). Scenario planning for resilient agricultural systems: A process for engaging controversy. Journal of Extension, 59(3), Article 5. 

TimeForge. (2024). The impact of employee scheduling flexibility on work-life balance.