Agriculture Reference
In-Depth Information
does not replace the need for day-to-day evaluation and coaching that is a constant part of
the manager's job. Employees want and need on-the-spot feedback if they are to enjoy sat-
isfaction from their jobs (
Chapter 16
).
Evaluation must measure work habits and personal traits, as well as success at reaching job
goals. Many agribusiness fi rms use a management concept called management by objectives
(
Chapter 16
).
Table 17.
4 provides an example of a simple, traditional employer appraisal form.
Training and development
The benefi ts of training are high quality, effi cient, and safe work—all of which are vital to
the agribusiness and to the employee. Employees also want to feel that they are growing
personally and professionally in a job, and training plays an important role here.
Training needs vary according to the circumstances faced by the fi rm and the specifi c job
position. The kind of agribusiness, the level of complexity of the job, and the experience
and educational level of the employee all determine the kind of training needed.
Training
programs
are devised to meet one or more of the following objectives: reduce mistakes
and accidents; increase motivation and productivity; and prepare the employee for promo-
tion, growth, and development. Managers can increase each employee's value to the fi rm
through training.
All training programs should be based upon specifi c objectives and meet the test of the
following formula:
What should be known
-
what is known
=
what must be learned
The employee's present abilities and future capabilities should be analyzed by the person
responsible for this function, with the help of the employee. Today there is a real emphasis
on lifelong learning—a longer-term plan for developing the employee through targeted,
ongoing education and training. Regardless of type, training and development programs
generally fall into the following major categories:
1.
On-the-job
2.
Formal in-house
3.
Outside formal
On-the-job training
Most training in small agribusiness fi rms, or at lower job-levels in large fi rms, is handled
on-the-job. Here the objective is very simple: to teach the skills or procedures for accom-
plishing a specifi c task or job.
On-the-job training
begins by determining what needs to be
taught. Next, the manager must decide who is to do the training, and be sure the trainer
understands the job operations, safety rules, etc.
Regardless of the job, the actual process will be one of show, do, and judge. The supervi-
sor should show employees step-by-step how to do the job, let them do it, then evaluate and
offer suggestions and encouragement until a suffi cient level of skill has been developed. The
training period will vary with the complexity of the job, the experience level of the employee,
the skill of the “instructor,” and the ability of the employee to learn. The benefi ts of such
training are high quality, effi cient and safe work, all of which are vital to the business and to
the employee.
