Agriculture Reference
In-Depth Information
new employee will learn this very quickly. When a new person comes on board, problems
often surface in fi rms that do not abide by the rules and regulations they outline in the
employee handbook.
The fi nal step in orientation is follow-up. Good HR managers do not assume that things
are going well: they make sure that they are. This routine follow-up is usually best handled
in an informal, on-the-job situation. The manager should determine how the new employee
is getting along on the job and with fellow workers and supervisors. The manager should
learn what problems exist, if any, and help solve them. Follow-up is not only useful in
making sure that things are going as they should be, and allowing for corrective action, but
it also gives management an opportunity to encourage new employees and assure them of
the fi rm's continuing interest in their careers. In many fi rms, a 30-, or 60-, and/or 90-day
review is simply specifi ed up front, and is therefore expected by the new employee.
In large companies, several people may handle orientation, while in a smaller fi rm the
manager may perform this important step. Some larger fi rms have orientation schools or ses-
sions. These may be several days (or weeks) in length, particularly for management or admin-
istrative jobs. The more that fellow employees and immediate supervisors are involved, the
more they will feel responsible for the new employee's success as a team member. Fellow
employees and immediate supervisors should be trained to perform orientation functions.
Even the smallest fi rm should have a planned job orientation program to ensure that new
employees get off to a good start. Again, this cannot be overemphasized—this is the time to
help the new employee understand the organization and expectations, and to help them to
quickly become a part of the team—it will defi nitely pay off.
Compensation and benefi ts
Attitudes toward
compensation
vary across agribusiness fi rms. In addition, the labor market
facing a food or agribusiness has a tremendous amount of infl uence on the level of compen-
sation an agribusiness offers. Firms located near rapidly growing suburban areas may fi nd
their wage structure substantially higher than a fi rm located in a more rural, slow-growing
market. The agribusiness fi rm must consider both its ability to pay and competing compen-
sation rates for similar jobs in the area or industry. Often the local Chambers of Commerce
or trade associations can provide guidelines for wage and salary levels. Some agribusiness
trade associations may sponsor compensation surveys conducted by a university in the
region or by consulting fi rms.
Please note that the base wage is only the starting point for many agribusiness compensation
programs.
Commissions
tied to productivity, bonuses if certain levels of performance are
reached, stock options for more senior positions, may all be a part of the compensation package.
While exploring all of these areas is beyond the scope of this topic, it is important to understand
that the compensation of an employee will likely involve more than just the base salary.
Benefi ts
are also important factors in securing motivated employees and keeping them
satisfi ed. And, benefi ts are growing in importance. They range from those required by law to
health benefi ts, vacations, sick pay, life insurance, wellness programs (benefi ts that encourage
healthy living habits like nutritious diets and exercise), and retirement benefi ts. Management
of larger fi rms will devote considerable time to the development of benefi t policies and pro-
grams. Their counterparts in smaller agribusiness fi rms can consult insurance companies and
other fi rms in the area for guidance in determining the kinds and costs of benefi ts for
their employees. Today with the concern about rising health care costs, many prospective
employees are as concerned about this area as they are about wages or salary. Leading edge
