Newswise — When you think of a ranch, images of cattle roaming miles of wide-open rangeland come to mind. People may not be in the picture at all. But it is the people behind the ranch who make it a success. Principles of human resource management must apply to ranch employees just as they do to workers in an office or a hospital.
The August 2010 issue of the journal Rangelands contains a special section on human resource management. Articles are based on presentations given at the King Ranch Institute for Ranch Management’s 2009 Sixth Annual HOLT CAT Symposium on Excellence in Ranch Management. The authors address various aspects of the ranch employer–employee relationship.
A ranch owner carefully considers finances, production, and marketing of the ranch operation. Human resource management requires attention as well and must be included in the vision and goals for the ranch. Today, being a cowboy should mean being part of an organizational structure with well-defined responsibilities and a chain of command.
The importance of a good hiring process is the focus of one article. The ability to anticipate and assess labor needs is important in any business environment so that the owner is looking ahead to the long term. In a ranch environment, an employee who fits into team dynamics and ranch culture is essential. The authors discuss how to develop a candidate pool and assess qualities. The article also covers how to close the deal in hiring the person who is right for the job.
Several articles focus on supervision and leadership skills. Understanding personalities and work styles of employees enables the employer or manager to draw out their potential more effectively. Supervision that focuses on quality rather than control will prove more successful in motivating workers. Employees should be seen as assets, not just costs, and as members of a team who can ask questions and take initiatives, not just follow orders.
A stable workforce builds teamwork, morale, productivity, and profit. Strategies for retaining employees are also addressed in this issue. Managers need to create a culture in which employees understand the values of the ranch and feel valued themselves. The keys to successful employment include a well-defined job description, onboarding or transitioning new employees, and maintaining good communication. An environment of constructive feedback is beneficial, as is building motivation through incentives.
Given that ranches are often small organizations, it may not seem important to consider employee competencies, job satisfaction, and worker retention. But, as with any other business, finding and keeping quality employees is vital to the profitability, growth, and performance of a ranch.
Full text of the article, “On Your Ranch, Are People a Strength or Headache?,” and other articles in this special section of Rangelands, Volume 32, Issue 4, August 2010, are available at http://www2.allenpress.com/pdf/rala-32-04-04-07.pdf.
About RangelandsRangelands is a full-color publication of the Society for Range Management published six times per year. Each issue of Rangelands features scientific articles, book reviews, and society news. Additionally, readers may find youth, technology, and policy departments. The journal provides a forum for readers to get scientifically correct information in a user friendly, non-technical format. Rangelands is intended for a wide range of individuals, including educators, students, rangeland owners and managers, researchers, and policy leaders. The journal is available online at www.srmjournals.org. To learn more about the society, please visit www.rangelands.org.
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