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Practical
Steps to Employee Selection
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"My dad used to manage this ranch
before I did, and I remember he used to tell me that sometimes you just have
to put up with lousy employees. I believed that up to a few years ago. I
realize now that you don’t have to do that. You can hire somebody who can
meet all your expectations and maybe more."1
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Chris
Nelson, Farm Manager
Cattle Ranch, |
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While keeping within the law, who an employer
hires is pretty much her determination--but one that ought not be taken
casually. Hiring the right person for the job may be the most critical
management decision you will make. Consider the farm manager who lost
$80,000 in alfalfa. He had trusted an employee who claimed to know how to
bale. Or, the thousands of dollars lost by a hog producer in only three
months as a result of hiring the wrong person.
Although employee termination is normally an option, it
is one plagued with both legal and practical consequences. Once a person is
hired, there often needs to be a compelling reason for termination. If an
employee is not working out, action must be taken promptly, however. The
longer a worker is permitted to retain a job, the greater the potential
consequences associated with a discharge (see Chapter 14).
Given the importance of employee selection, two chapters
are dedicated to the topic. This one describes a step-by-step sequence to
selection. We consider such factors as needed skills for the job, the design
of a selection process, getting the most out of the various selection tools,
and conclude with suggestions on how to bring the new employee aboard the
organization.
The next chapter illustrates the process of validating
your selection approach. An outline of a practical, yet comprehensive,
approach to selection follows. You will need to adapt it to your needs and
special circumstances.
Decide What You Need
Step 1: Determine whether a temporary employee is needed
Necessity can often be the catalyst for haphazard
selection. When your milker leaves, the choice may be between taking the
shift yourself, or hiring the applicant who just drove up to the barn. Such a
casual approach sometimes yields excellent results. "A while back I got
lucky when I hired someone the traditional way," Bruce Burroughs, of
Sometimes a new employee is urgently needed. Hiring a
temporary worker is a good alternative to employing a less suitable
replacement under pressure. Written employment contracts for such fixed-term
work may help you avoid misunderstandings and possible litigation when the
employee is laid off at the conclusion of this work period.
Exceptional temporary workers can be encouraged to apply
for permanent positions. You can share with such workers the criteria that
will be used to make the final selection decision, and offer additional help
and training. Throughout the process, it should be made clear to the
temporary employee, as well as other personnel at the farm, that you will
hire the most qualified applicant.
A temporary employee has the advantage of having one foot
in the door and the opportunity to learn what is important to you. Management
benefits by having the occasion to better evaluate the individual's
performance and personality. The down side is having to disappoint the
temporary employee who does not get the job--or the co-workers who were
rooting for him.
The statistical chances are not high that a temporary
employee turns out to be the best candidate once the position is opened.
Clear communication will help alleviate possible disappointment but is
unlikely to eliminate it totally. At the end, the responsibility for
qualifying for the job needs to be the employee's.
Seasonal employees, hired without the benefit of a
careful selection process, can also be evaluated for future regular
employment. The best workers can be invited to return back for the next
season.
Step 2: Complete a job analysis, description and
specification
A frequent sentiment among farm employers is that a good
attitude and a lack of bad habits are the most important ingredients in the
personal makeup of farm personnel. "Give me someone with a good
attitude," they argue, "and someone who will learn my bad habits--rather
than those of a previous farmer!" It is indisputable that a good
attitude is essential, but attitude alone does not make up for poor skills
anymore than good skills make up for a poor attitude.
One would not dream of selecting an individual to
represent one's nation at the Olympics on attitude alone. Likewise, it is not
an effective move to make selection decisions on the farm without testing for
skills such as the ability to see what needs to be done, recognize
difficulties, solve problems, make decisions, work at an acceptable pace, and
consistently turn out quality results.
Successful employee selection is dependent on a clear
understanding of a job’s components. A job analysis is used to identify job
tasks and responsibilities. This may be accomplished by collecting
information about the position; by interviewing workers, supervisors, and
other farm employers; and by observing current employees. Other sources, such
as the Dictionary of Occupational Titles (DOT) or its replacement, the
Occupational Information Network (O*NET), provide written job analysis
data to get you started. Figure 2-1 shows an example DOT for a poultry
hatchery manager. End products of a job analysis include a job analysis
schedule, job specifications, and a job description.
Figure 2-1. Sample DOT job description
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Manages poultry hatchery: Plans, develops, and implements
policies and practices for operation of hatchery to ensure attainment of
goals and profitable operation. Arranges with farmers to supply eggs or
obtains eggs from company flocks. Directs and coordinates, through
subordinate supervisory personnel, hatchery activities, such as hatching of
eggs, sorting, vaccinating and shipping of chicks, and maintenance of
facilities and equipment. Prepares hatching schedules for variety of chicks,
considering such factors as customer orders, market forecasts, and hatchery
facilities and equipment. Arranges for sale of chicks to farmers or
commercial growers. Interprets hatchery records and genetic data on chicks
and advises customers regarding breeding, brooding, feeding, and sanitation
practices to follow for various species of poultry. Arranges for purchases of
equipment and supplies, such as brooders, incubators, feeds, and medicines.
Prepares reports on hatchery activities, such as chick production and sales
reports, required by regulatory bodies. May be designated by species of
poultry hatched.
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Job analysis schedule.
This is a fancy name for a detailed, extensive, written job analysis.
Elements of the analysis may include physical and intellectual requirements
for the job, a comprehensive list of tasks to be performed, and perhaps an
organizational chart showing how this position fits into the overall
operation. The job analysis schedule serves to create job specifications and
a job description.
Job specification.
This tool consolidates the necessary employee qualifications identified in
the job analysis schedule and lists them in terms of knowledge, abilities,
skills, or licenses.
For instance, if a job analysis shows that an assistant
herdsman has to lift 50-pound feed sacks, 100-pound calves, and 120-pound
alfalfa bales, the job specification would simply read "ability to lift
and carry 120 pounds." Likewise, if a pesticide handler had to read
pesticide labels and special reports, the job specification might state
"ability to follow written instructions."
Here are some other examples of job specifications:
· Possesses a valid driver’s
license.
· Drives a wheel tractor. · Backs up equipment onto ramp. · Mends fences. · Welds equipment. · Maintains tractor. · Irrigates corn & alfalfa.
The employee selection requirements may emphasize skills
and knowledge not easily learned on the job. It is often wise to select
candidates who already have these skills rather than hope a candidate
will be able to learn them after hiring.
A word of caution is not to take any skill,
ability, or knowledge for granted. Are reading or math skills critical to the
job you are trying to fill? Among a small sample of farm workers, I found
that few knew how to divide or subtract, though most knew how to add and
multiply. They also possessed limited skills reading a measuring tape, partly
because they were used to the metric system. At higher-level jobs, other
basic skills are often missing. Lack of knowledge in these areas may be even
more serious. For example, an inexperienced agricultural technician turned
wine into vinegar by improperly corking the bottles.
Job description.
From the job analysis and specifications, farm employers can develop a job
description, which is used to give applicants a feeling for what the job will
be like. These are brief (usually 1- to 2-page) position narratives with a
job title, job summary, examples of job duties, supervisory relationships,
and working conditions (Figure 2-2).
Title. Whatever
title is used must accurately reflect the duties of the job. Job titles
communicate subtle messages to applicants about the job. For instance, though
the jobs might be identical, there is a difference in connotation between the
titles of "herdsman" and "herd manager."
Job summary. The job
summary is usually a brief narrative containing information on duties.
Additional information, such as hours of work, vacation, and other benefits
may be included in this section.
Figure 2-2: Job description structure
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Job Title
Last Revised: _________________ Job Summary: Examples Of Job Responsibilities: 1. 2. 3. 4. // 10. Other duties as assigned. Relationships: Working Conditions: Salary and Benefits: |
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Job responsibilities.
The list of duties usually starts with the most important or most frequently
performed. Providing estimates of the percentage of time to be spent on
important tasks can give workers a sense of the job components. Arbitrators
recognize that management generally has the prerogative to add duties to an
individual's job description. This is also true where employees are
represented by a union.4 Nevertheless, it is a good practice to
include, under examples of duties, the line "other duties as
assigned." From a practical perspective, however, employees need to be
exposed to a large variety of duties within a short time of their selection.
Employee morale is likely to fall when they feel that a certain task is truly
not part of their job description.
Relationships. This
section includes information on reporting (who this individual will work
for), as well as supervisory responsibilities, if any.
Working conditions.
This is a good place to give applicants an idea of the hours of work and
overtime requirements, how much work is performed inside or outside, and the
type and condition of farm tools and machinery to be used.
Salary and benefits.
Farmers determine what they feel a job is worth and what is an appropriate
starting salary for a qualified applicant (see Chapter 7). Setting a salary
is a delicate process. Using the term starting salary implies that
employees will obtain raises as they acquire experience on the job.
It is good to mention a starting salary. Leaving pay
considerations until later may well be a waste of time for both farm employer
and applicant if their wage expectations differ considerably. Also, if a farm
employer has a good sense for the prevailing wages, little is gained by
advertising a starting salary as negotiable. You may be inadvertently
encouraging applicants to ask for higher wages.
The salary and benefits section should also detail
information about the location and condition of any housing provided and
about other benefits, such as paid vacation, sick leave, and health insurance
coverage.
The Americans with Disabilities Act of 1990 (
Step 3: Weight the job specification items
Weighting job duties can help the farm employer assess
the qualifications of competing candidates. Each skill, knowledge area, and
ability is rated according to its importance to the job. A skill may be given
less importance, for instance, if it can be easily acquired or is seldom
used. In hiring a tractor driver one farm employer may give greatest
importance to skills in operating a wheel tractor or crawler, but less to the
ability to hook up implements. (An example of a weighted scorecard is found
in Chapter 3, Figure 1.)
To arrive at the proper weight for a given factor, you
can make forced comparisons between two skills, abilities, or knowledge
areas. For instance, a cattle breeder might consider this question: "If
two applicants are equal in every other way except their proficiencies in
animal nutrition vs. computer use, which one would I rather hire?" By
comparing imaginary candidates you can adjust the weights to reflect your
preferences.
Step 4: Determine the recruitment strategy
Among the most frequent objections to the systematic
selection approach discussed in this chapter, are concerns about getting enough
applicants. How many people apply partly depends on your recruitment efforts,
the type of job, labor market, pay, and the reputation of your farm. The
larger the applicant pool, the greater the chance of finding qualified
applicants. The most thorough selection approach cannot make up for a poor
candidate pool.
Sources to help you advertise the position include
present employees, other farm employers, previous applicants, trade journals,
newspapers, vocational schools, universities, and employment agencies. The
radio is a particularly good recruitment source for many agricultural jobs.
Farm employers who are trying to attract Hispanic applicants often find great
success through Spanish radio stations.
Paul and Laura Fouts of
Bernie Erven of
Sidebar: 2-1
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Some employers are hesitant to place ads, feeling that
perhaps employees do not like agricultural work. As it turns out, farm
workers love their jobs. Traditionally, agricultural work has not been held
in high regard by the general population. It has been viewed as unpleasant,
and as an undesirable way to earn a living. This opinion is supported by the
popular press. Farm workers, however, do not generally share this negative
view of farm work.
When 265 seasonal and year-round workers (in orchard,
vineyard, vegetable, agronomic, dairy and livestock operations) were asked a
series of questions to determine their true feelings and perceptions about
their work, they had positive things to say. Workers rated their jobs on a 1
to 5 scale. A fantastic job was rated a 5, and a terrible one was rated a 1.
On the average, farm workers rated their present jobs a 4. Crew workers, as
well as other field workers such as irrigators and equipment operators, rated
their jobs a 3.9, while dairy personnel rated theirs a 4.4. This is not to
say workers did not have suggestions for improvement. They often spoke about
the need for being treated with respect, as well as for higher wages.7
The farm reputation can go a long way to attract
personnel. Employees will talk about their employer for good or for evil. Rob
Morelli of Ollimac Dairies,
Besides wages, Rob feels he must provide housing, as do
many dairymen in his area. Rob cautions, however, that run down temporary
housing tends to attract temporary employees. That is why Rob goes out of his
way to provide nice homes for his employees as well as the tools the
employees need to keep these homes looking good. He makes it a point to catch
employees doing good things and makes sure to compliment them so they feel
appreciated. The day after an employee's child participates in a soccer match
or piano recital, Rob makes a point of asking how the child did.
Bonuses and incentives also play a role in staying
competitive. Rob Morelli pays a number of typical incentives, such as those
related to milk quality, death loss, and reproductive efficiency. He also
pays a feed accuracy bonus and an English-speaking bonus. The English bonus
comes to $50 a month for employees with whom Rob can communicate in English.
Rob is the sole determiner of who gets the bonus.
A unique bonus given by Rob is a longevity bonus for
every five years a worker stays. He will invite all the employees together
and form a circle. Rob will then invite the honored employee into the center
of the circle and tell everyone present how much he appreciates this employee
and the work performed over the last five years. Next, Rob takes out ten
crisp $100 bills, and counting from one to ten places them on the hand of the
employee.
When Miguel, a feeder at Ollimac Dairy, had stayed for
ten years, Rob stepped up the celebration. Not only were the employees
invited, but also all the families, including the children. Rob's wife
provided ice cream for everyone as part of a special social. Eventually, for
the recognition ceremony, they all formed a circle, with the guest of honor
and his wife and children, in the center. Rob first thanked Miguel and his
family for the excellent job Miguel had done.
Next, Rob had Miguel and his wife place their hands out
together to receive the $1000 dollars, using the same approach described
above. Rob then tells all who are attending the ceremony that he also has
some tickets for Miguel and his family for three days to a family theme park;
that they will need gas to get there, and so here is some gas money; that
they will need a place to stay while they are there, and so here are
confirmed reservations at a hotel; as well as money for food out while they
are gone; and of course, five days paid vacation to do all of the above. The
wife of another employee was so touched that she started crying. Rob says
that he suspects she will go home and tell her husband that he better stay
for ten years. Rob Morelli cautions that he could not have done this without
the help of his wife, who had a better understanding of the likes and
dislikes of his employees.8
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An excellent source of potential candidates are persons
who come looking for work when you may not have any job openings. Sometimes
farmers ask such visitors to fill out an application form. Anyone who has
filled out an application lately knows, however, that they tend to be too
detailed, ask too many questions, and often are not worth the effort for just
a "maybe" for the future. A better approach is to simplify the
process by asking potential applicants to fill a 3 by 5 card with the bare
essentials: 1) applicant name; 2) desired job; and 3) phone number, or other
information on how to contact them in the event a position does come open.
Some farm employers prefer not to have potential
applicants contact them directly, so they may take out a post office box for
that purpose. Other farmers want to take advantage of their positive
reputation, and may provide the farm name in the ad, but include a "no
phone calls" request. While the first call may be exciting, by the time
the farm employer gets a dozen, she may get tired of answering questions and dealing
with the interruptions. The first caller may get a forty-minute description
of the job; the last one may get two minutes.
A mailer is a good way for growers and producers to
answer many potential questions, provide information about the job and operation
in general, as well as an invitation to participate in an orientation day
(more about this below). Addressing the mailer can be time consuming,
however. When extensive efforts are taken to recruit, it helps to reduce the
total clerical work involved. Farm employers can ask applicants to enclose a
self-addressed envelope during the application process. The farm employer
should make it clear that the applicant does not have to place a
stamp, however, or this could give potential employees the wrong idea.
Other time saving possibilities include a Web page or
telephone recording, where the farm employer can include additional
information about the job, including the date and time for the orientation
day. The more information that is provided, the greater the chances that
potential applicants can make a well thought out decision as to whether or
not to apply. The added advantage of a Website, is the possibility of
including a map to the farm, a more extensive job description, photos of the
farm operation, and other pertinent data. In a traditional ad there is simply
not enough room for much information. One can, however, include a Website
address and a phone number that will contain pre-recorded information.
Design the Selection Process
A well-designed selection process will yield information
about a candidate’s skills and weaknesses, enabling the farm employer to make
an informed choice.
Step 1: Determine which selection tools to use
Applicant skills can be evaluated through applications,
interviews, tests, reference checks, letters of recommendation, and
physicals. Some selection tools are more effective than others, but a
combination of tools is usually best. Some farm employers feel strongly about
using a one or two week trial period. A trial phase in conjunction
with the rest of the tools described in this chapter can be very effective. A
trial period makes a poor substitute for a systematic selection approach,
however. All too often, if a person is barely good enough for the job, he is
allowed to stay on. The chances of selecting the right individual for the job
based solely on a trial period are greatly diminished, as we shall see in
Chapter 3.
Factors reflecting worker motivation, such as punctuality
and attendance, may be elicited within the interview, but contacting previous
employers may give more reliable information. If possible, try to verify
evidence of specific skills, knowledge, and abilities at more than one point
in the selection process (Table 2-1). Time constraints may limit choices.
Step 2: Prepare questions and situations for written and
practical tests, the interview and reference checks
At this point the farm employer converts important skill
areas into specific questions or activities for the application, interview,
and tests. Also, questions for the reference check may be drawn up. The
left-hand column in Table 2-1 can serve as a checklist of attributes to be
verified by selection tools.
Areas of inquiry can help determine an applicant’s
aptitude for interpreting plant or animal health distress signs, capability
with measuring instruments, command of another language, understanding of
labor management principles, lifting strength, or welding expertise.
Table 2-1: Determining where to check for skills,
knowledge and abilities
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Skills, knowledge, and abilities may be measured using
different tools at different stages of the selection process. An
"X" indicates a principal method for measuring that skill,
knowledge, or ability; an "O" indicates a secondary method.
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Skills/Knowledge/Ability
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Text
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Interview
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Application
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Reference Check
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Operating wheel and crawler tractors
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X
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O
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Adjusting/calibrating equipment
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X
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Maintaining equipment
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X
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O
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X
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Using implements (disk, plow)
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X
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O
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Controlling weeds, pests, diseases
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X
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O
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Directing efforts of others
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O
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X
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X
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O
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Training employees
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X
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Orienting employees
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X
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X
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Results are used to assess a candidate’s technical
knowledge, general problem-solving ability, interest in the operation, and other
job-related attributes. Some queries or activities will elicit responses that
can be judged objectively, such as how much pesticide should be mixed into a
given number of gallons of water. Other responses may be more subjective,
such as to an inquiry on how to deal with a negligent employee.
Step 3: Assign a sequence to hurdles
The farm employer can think of the selection process as a
series of hurdles that applicants must clear in order to obtain the job. Each
hurdle eliminates some applicants from contention. The sequence of these
hurdles needs to be designed with care. Generally, the most expensive and
time-consuming selection tools are used later in the selection process.
For example, in the selection of a herd manager, 12
candidates may have passed the dairy records and computer test. Since this is
not the most important part of the job, high passing scores should not be a
strict hurdle to eliminate contenders. Otherwise, the applicant pool might be
narrowed inappropriately to those who understand records and computers but
lack important hands-on skills with cattle.
If there are only a few applicants, progressive hurdles
are unnecessary. When selection tools are not used as hurdles, their sequence
is less important. If all applicants will be interviewed and all take a
practical test (or job sample), it does not matter much which of the
steps comes first.
Often employers use biodata (information from
applications and résumés) as the first step in eliminating applicants
from consideration. This is useful if some applicants do not meet specific
requirements, such as having a driver’s or pesticide applicator’s license.
But excellent candidates may be eliminated if employers rely on more general
qualifications--such as a certain number of years of experience--as a
screening criterion. Longevity in a position may have little correlation with
job proficiency.
Furthermore, employers should not be overly influenced by
nice-looking applications that may have been typed or completed by someone
other than the candidate. Professional résumé services can make
candidates appear quite attractive on paper. The caution here, then, is that
there is little relationship between an applicant on paper and on the job.
Written exams for technical or managerial positions are
an effective early hurdle (when ability to write is a requirement) because
they are less expensive to administer than interviews or practical tests.
Reference checks and medical screening are usually the last two hurdles. (
Inviting candidates to participate can include a
description of the steps in the process, their sequence, and any required
applicant preparation. The sequence of hurdles may be programmed to minimize
travel and expense for both applicants and employer. A preliminary telephone
interview with out-of-state applicants may eliminate unnecessary travel.
Written tests can sometimes be mailed out-of-state when they can be
administered to applicants by a trusted, qualified third party.
Step 4: Provide a realistic job preview
Applicants who have a clear understanding of what the job
entails can make more informed decisions as to whether they want to apply.
For instance, will the job meet their financial, emotional, and social needs?
Selected applicants who have an accurate understanding of the job--of both
its desirable and difficult aspects--are more likely to stay and succeed.
When described to workers, conditions do not have to be
labeled as positive or negative. Workers can make their own judgment. For
instance, working alone will be viewed positively by one applicant and
negatively by the next (see Chapter 15).
The realistic job preview begins with the job
announcement and position description. As prospective applicants inquire
about the job, farm managers can provide applications, position descriptions,
and additional information. Although some employers use the preliminary
interview to learn about applicants, the best use of this selection tool is
to provide information to applicants.
If interviews as well as practical and written tests
truly mirror the job requirements, these can also help candidates understand
the job. If an applicant must lift half a dozen 3-wire alfalfa bales as part
of the practical exam, he may eliminate himself if he has a bad back.
Exchange Information With Applicants
Step 1: Conduct a pre-interview (orientation day)
Good communication during the preliminary interview can
minimize doubts about the job. One agricultural enterprise manager scheduled
small groups of applicants for a tour of the ranch operation. This sort of
informal pre-interview, where applicants have a chance to ask questions about
the job and learn more about working conditions, is very effective. At this
point the farm employer does not have to make any decisions about eliminating
applicants from the next stage, but some will drop out on their own--better
now than after they are on the job!
Bruce Burroughs received over 300 applications for a cow
feeder position and invited all to an orientation day. Only 60 potential
candidates showed up. That was a little indication of how serious the others
were about the job. Bruce had the opportunity to talk to applicants about the
position requirements, what the selection process would be like, and tour
them around the dairy operation. Furthermore, Bruce took the opportunity to
give a mini-test to the applicants. This test helped him decide who to invite
to the next hurdle. This was done in part because many of them had come from
far away. The natural selection filter had to be a written test as it would
not be practical to give a job sample test to all the applicants, and Bruce
did not want to over-burden applicants by having them drive all the way back
another day. The written test was very simple.
One question that a farm employer could ask in such a
test might be, "You have seen a cow in heat, and there is no one around.
Please write to me a note that cow number 312 is in heat." If the person
will need to deal with numbers on the job, perhaps a simple math question
could also be included. Bruce did not want to eliminate people on the basis
of how well they wrote, but since ability to communicate in writing was
important, it would be the basis for inviting the top 20 candidates for the
next hurdle in the process. More about written tests will be mentioned under
that heading.
Step 2: Review applicants’ biodata (applications and
résumés)
A properly designed application will help you check
applicants’ minimum skills as well as their employment history. Very short
employment periods, vague reasons for leaving previous jobs, and large gaps
in employment history may all be cause for concern. Yet, too much credence
has traditionally been given to biodata in the selection of personnel. Skills
and abilities that applicants claim to possess do not always show up in their
job performance.
Step 3: Conduct tests
Many types of tests can be used to measure an applicant’s
qualifications. They can be classified as power versus speed tests, as well
as written, oral, or practical tests. Tests can measure knowledge, ability,
skills, aptitude, attitudes, honesty, and personality. Whatever the type of
test used, however, the integrity of test questions needs to be guarded. Test
materials and scratch paper should not be removed from test sites by
applicants, where they could possibly be shared with future applicants.
Speed versus power tests. Speed tests require applicants to perform
repetitive tasks in a limited amount of time. They are typically used for
skills such as picking, pruning and sorting. Power tests require
applicants to demonstrate depth of ability rather than speed, such as in the
diagnosis of a mechanical malfunction. You will want to place reasonable time
limits, however, to resemble the reality of time pressures on the job.
Written, oral, and practical tests. A written test enables you to question an applicant on
many areas in a short time period. Several formats may be used:
multiple-choice, short-answer, fill-in-the-blank, and long-answer or essay
questions. Though essay questions may be easier to construct, multiple-choice
and short-answer tests are easier to score. Tests that require interaction
with a computer may also be given.
In "open book" tests, applicants can consult
the reference materials that they would normally have available on the job.
For instance, a farm employer may allow applicants for a vineyard manager
position to use classification keys or other reference materials for
identifying vineyard pests. Open book tests can be quite demanding and
revealing of workers’ true abilities. References are usually most helpful to
those who already understand the material.
Written exams provide a fine opportunity to exercise
management creativity. For example, a dairy farmer can attach a DHI (Dairy
Herd Improvement) record and ask applicants several questions that would
reveal their understanding of these records as well as of herd management.
Diagrams, slides, or photos of diseases could also be used.
Rien Doornenbal, a dairyman from
Although somewhat concerned about applicant reaction to
the selection process as a whole, Rien reports: "Surprisingly enough, I
got some good feedback about my selection process from the better qualified
candidates. They said, ‘Hey, this is really neat.’ They thought I was going
about this in the right way."9 Ten years later, Rien was still using
this approach to hire a manager for a second operation.
In practical tests, applicants are required to complete a
job sample or a simulated task. Job samples may include pruning pear trees,
milking a cow, sorting cherries, or backing up a tractor. Simulations are
normally less realistic than job samples. Examples include demonstrating CPR
(cardiopulmonary resuscitation) on a dummy, lifting weights at a medically
supervised physical, and "flying" a crop duster in a computer
simulation.
Bruce Burroughs set aside two days in which applicants
were asked to demonstrate their skills with equipment and cows. With the help
of other dairy personnel, he designed three practical test stations where
applicants would perform tasks representative of what they would have to do
on the job.
Before the first applicant ever set foot on the ranch for
the practical test, Bruce and his team pre-tested each job sample station.
Using "volunteer" applicants from among the employees and family,
the team of evaluators observed where the tests had to be modified or
adapted, and they discussed how to score different levels of performance
consistently. The team decided that applicants would be scored on their
ability to follow instructions, the precautions they took, task-specific
skills, and general communication skills.
At the first station, the task was to load 300 pounds of
haylage from a pit onto a mix wagon with a front-end loader. At the next
station, applicants drove a mixer forward and then backed it up over a
prescribed course. At the final station, each applicant had to herd a fresh
set of three cows through a series of fences. Each station was staffed by
trusted farm personnel who evaluated applicants on a prescribed scale. After
finishing the practical tests, each applicant went to the office for an
interview.
The applicants varied enormously in their performance on
the practical tests and not always in expected ways. One applicant had to
take three trips to get enough silage, while most others did it in a single
trip. Another banged the front-end loader too hard on the mixer. One was
excused from driving the mixer after he failed to back up in a straight line
and created concern that the machine could end up in the cow pens. At the
last station, applicants were instructed to move cows through certain pens.
One applicant made the job look easy, while others struggled.
Noel Weeks of Nicolaysen Farms in Ripon, California,
explained, "The way we tested [almond sorters] was by taking a scoop of
almonds and weighing what percentage of the scoop contained good almonds
[and] damaged ones. Almonds don’t evaporate, so the percentage of worm damaged,
or chipped almonds would remain the same. Some applicants would throw away
some of the good stuff, too."10
The in-basket exercise is another form of simulation.
Applicants receive a series of written notes and problems and must determine
how--and in what order--they would handle each. In-basket exercises are
useful to determine how applicants work under time pressure and how they plan
their time. For instance, an applicant for a barn or equipment construction
position may be asked to prepare a time line for different phases of the
project. Dairy farmer Tim Wickstrom successfully used this approach to test
accountant applicants on their time management and logical skills.
Observing how an applicant handles farm animals, starts a
tractor, or hooks up a welding machine provides useful information about her
experience with these tasks. People who are scared of farm animals are often
the ones who handle them roughly. Nevertheless, such subjective observations
should be transformed into objective measures whenever possible.
What tests measure.
Tests that measure specific skills, knowledge, and abilities are the most
useful selection tests. Intelligence and personality tests, on the other
hand, are normally of limited utility. Intelligence tests may indicate a
person’s potential to analyze and digest information quickly, but may do
little to show a person’s practical skills. Neither will an intelligence test
predict an applicant’s motivation, confidence, or need for achievement.
Sidebar: 2-2
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The employer should be aware of two legal questions that
can arise during practical tests: (1) At what point does a trial period
become employment? (2) Is an applicant who is injured during a practical test
covered by workers’ compensation insurance?
First, when does the selection process itself become
employment? Equipment operators may be
asked to demonstrate ability by loading and unloading a tractor from a ramp,
and managers may be asked to answer situational questions in an interview as
part of the selection procedure. Because there is no resulting
"product," most would agree that these workers are not employees,
and, therefore, they need not be paid. On the other hand, if a dairy farmer
"tried out" a dairy worker for a couple of weeks, most people would
agree that this person was an employee, not an applicant.
Not all cases are so clear-cut, however. Does a 1-hour
pruning test constitute employment? Would your answer change if the test were
15 minutes long? Two hours? A common sense approach is best. For instance,
one pruner might contribute directly to profits in a 1-hour test, but another
might harm the vines. To determine what constitutes a fair employment test
resulting in a product, factors such as the total amount of work available
and the amount of supervisory and management time involved in evaluating the
practical test should be considered. Most farm employers would not object to
paying the workers for time spent on the test so long as they were not
considered employees in terms of immigration, unemployment insurance, and a
host of other laws.
Second, when job applicants are injured in an employment
test, are they covered under the employer’s workers’ compensation insurance? An affirmative answer has been rendered by at least two
state courts. Employment tests, they reason, benefit both employer and
employee.11 The workers’ compensation system
should cover accidents during the selection process unless the employer was
negligent.
Farm employers still need to think of the safety of the
applicants and provide appropriate training. Instructing candidates on the
proper techniques for lifting alfalfa bales, for instance, will not detract
from their performance on a test measuring such a skill. If the candidate
seems to be struggling with a task or doing something in an unsafe manner, it
is better to stop the test rather than risk an accident.
Some farm employers have taken out liability insurance
for the eventuality of an accident, as well as for other related issues. As
with any legal matter, make sure to consult with a qualified labor attorney.
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Personality and honesty are important, but tests provide
little help in evaluating these characteristics in a selection setting.
Applicants can easily fake answers, and these tests are often offensive,
prying into people’s personal lives in areas that are not job related.
Interaction with applicants, especially during the
interview, can be a more useful means of evaluating attitudes and
personality. Honesty tests may be prohibited by law in some instances, and it
is doubtful that they are very helpful. This trait may be measured, in part,
by checking references.
Step 4: Conduct interviews
An applicant for a ranch hand position claimed to know
how to handle horses, mend fences, and have other skills related to the job.
"Comes with the territory," he would answer each question about his
ability. His lack of skills became readily apparent only after he was hired.
Another cowboy watched as he attempted to saddle a horse and asked, "You
ain’t never rode a horse before, have you?" "No sir, I
haven’t," came the response. When asked about why he lied to the boss,
the new worker replied, "Yeah, well, I was so desperate for a job that
if he’d ‘ve asked me if I flew an airplane I’d ‘ve told’m I could’ve."12 Interviews are extensively used for
middle and upper level jobs in agriculture, but often yield inferior results
unless they are carefully planned and combined with practical tests.
When effective interpersonal relations are critical to a
job, so is the interview process. If you are selecting pickers you may
dispense with the interview with little negative consequence. Not so when
choosing crew leaders who will provide training, discipline, or other
supervision. During the interview you have an opportunity to gauge an
applicant’s leadership qualities and personality.
As with written tests, face-to-face questions or
exercises can take several formats. These include short- and long-answer
questions, applicant presentations, and situational responses ("What
would you do if . . .?"). Some questions allow for a broader range of
replies than others. "Closed" questions ask for specific answers,
with little room for explanation. Typical closed questions may solicit
true-or-false, yes-or-no, multiple-choice, or even fill-in-the-blank answers
(for example, the name of an insect). Other questions are "open"
and generally allow more flexibility in the response. The interview is an
ideal context for open questions.
The interview gives you a chance to probe when unsure
about an applicant’s answers, capabilities, or work philosophy. Questions
might cover the applicant’s previous employment or responses to written test
questions. Farmers may ask situational queries that in turn stimulate
applicants to ask questions of their own. Candidates can often be evaluated
by the kinds of questions they ask. The best type of questions that take
advantage of the interview process are those that give applicants only part
of the information. While some applicants will attempt to answer the question
with only partial data, the really good ones will begin to ask you questions.
Chris Nelson of San Felipe Ranch showed supervisory
applicants a videotaped scene of an employee arriving late to work.
Applicants were asked, "What would you do if you were the supervisor in
this situation?" Some immediately responded with unequivocal answers,
whereas others showed superior diagnostic skills by asking appropriate
questions: "Is this the first time it has happened?" "How long
has the worker been employed?"
Sometimes interviewers get the notion that they should
make applicants squirm with difficult questions, especially those applying
for the more stressful or demanding farm jobs, such as farm manager or
herdsman. Some interviewers feel "that by asking offensive questions,
they will be able to see the applicant’s 'true colors' and weed out those
whose personalities won't fit in the particular work environment. The
objective, instead, should be for interviewers to look for 'grace under
fire,' or the ability of applicants to juggle a multitude of disparate activities
simultaneously." For instance, what would an applicant do if he
discovered half an hour before the veterinarian arrives on her scheduled herd
check visit, that a milker did not show up and there is no one to take his
shift and that the milk tank refrigeration is malfunctioning? "The idea
is to see if the applicant has the ability to deal with details so you don't
miss deadlines, but also the ability to always see the big picture and not
lose sight of the farm's goals."13
While farm employers are rating applicants, the converse
is also happening. Although only one person will be hired, the rest will go
back out into the community and talk about the farm and their experiences as
an applicant. Anything that can be done to give applicants a positive
experience throughout the selection process will pay off in the long run.
Farmers who have a specific product or label, for instance, may give a sample
to each applicant to take home. One dairy farmer gave applicants gift
certificates to the local dairy cooperative store where numerous varieties of
cheese were sold.
Step 5: Check references
Reference checking involves obtaining information about
applicants from previous employers. Meeting references in person--which is
not uncommon in farming communities--or on the phone is usually more
productive than asking them to respond in writing. Reference checks can
supply important information about personality and character, and may even
provide some legal protection.
For example, one employee who was sexually assaulted by a
co-worker sued her employer. She contended that, had management done a more
careful reference check when hiring the worker, his previous record of sexual
assault would have come to light.14
Contacting more than one reference increases your chances
of getting an accurate picture of the applicant’s performance, in part
because employers may not be entirely truthful when providing a reference.
Some supervisors may even exaggerate the virtues of difficult employees to
get them off their hands.
When checking references, it is common courtesy not to
call an applicant's present employer unless this individual (1) is seriously
being considered for the position, and (2) has given permission. Calling a
present employer is a good idea, but can create challenges, too. A dairyman
shared: "One of the better qualified people was talked out of taking this
position because his boss knew he was interested in making the move. I called
his boss and ... after I told him a little about the job he said, ‘he will do
your job standing on his head, and I will tell you something else, I
will do my best to keep him.’"15
Step 6: Conduct a final interview (if needed)
Even after following the steps described above, you may
still have trouble making a decision. A final interview with the top two or
three candidates can help resolve the dilemma. This final interview could be
held formally or be part of another activity, such as dinner.
Q Q Q
While the employer attempts to evaluate prospective
applicants, it may be easy to forget that applicants are also forming
impressions about the employer. From the first contact with potential
applicants and throughout the selection process, those who interact with
applicants need to be supportive. Whenever possible applicants’ self esteem
should be built up. Certainly, farm employers should avoid humiliating
participants because of what they do not know.
Bring New Employee Aboard
Step 1: Make offers and convey rejections
Following a thorough selection process enables you to
base a decision on substantial data rather than on intuition alone. It is
worth starting over with the recruitment process if you are not satisfied
with any of the applicants. Offering the job to someone "because we’ve
come this far" could mean hiring the wrong person for the job.
Making a job offer can be rewarding. Both applicant and
employer are usually excited about confirming that a position has been
offered and accepted. If you plan to include a medical examination as part of
the selection process, the job offer can be made conditional upon passing a
job-related physical (see Step 2).
When applicants and farm employer do not share the same
language, a written offer of employment may be desirable. When offers are
made orally, follow-up letters of confirmation help avoid misunderstandings.
Additionally, although a starting salary and other working conditions may
have been discussed, this is a good time to confirm these agreements.
Usually both parties want the new job to start
immediately, but traditionally, applicants are allowed to give their present
employer advance notice of their departure (e.g., 2 weeks). Some workers may
need additional time to relocate or for personal reasons. Others may even
need to take a short vacation as part of the transition. It is unwise to
pressure an individual to begin the job immediately. Such an employer may
obtain compliance at the cost of good will. He may give the impression of
being disorganized or unconcerned about workers.
Unfortunately, too often candidates who are not selected
for a position never hear from the employer. Others may find out a position
was filled when they see the new employee. In addition to common courtesy, a
reason for promptly notifying all applicants is that farm employers may want
to stay in touch with top contenders to fill future openings. Do not commit
yourself to calling all the candidates and letting them know if they
got the job or not. When you telephone candidates, this will raise their
hopes, only to be let down a moment later. I prefer to send letters to those
who were not selected. A thoughtful rejection letter might be worded along
the lines of the one in Figure 2-3.
Figure 2-3: Sample rejection letter
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Dear Applicant:
Thank you for your interest in the _______________
position with our farm. We regret to inform you that you were not selected.
There were over ____ applicants, and we could choose only one of the several
well-qualified candidates. We enjoyed meeting you and were particularly
impressed with your _________ skills. Please keep us in mind in the future.
Thanks again for your time and interest. We wish you well in your career.
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Despite all your efforts to ensure that the best worker
is hired, it is still possible for unexpected challenges to develop. For
instance, the chosen applicant may not accept the job offer. Perhaps the
applicant’s current employer gave him a large raise to avoid losing him, or
personal reasons kept him from taking the job.
If the new employee is not able to do part of the job as
originally designed, he may be able to compensate in other ways. These
changes may need to be reflected in a revised job description.
At times it becomes obvious to both the new employee and
farmer that the relationship will not work. For whatever reasons, a farm
manager who loses the newly selected employee may still be able to attract
one of the other top contenders to avoid starting over at the recruitment
stage.
A well-planned physical exam requires that the examining
physician understand the job requirements. Some doctors are willing to work
closely with agricultural enterprises to develop a job-related physical
examination. Tests of important factors such as blood cholinesterase level,
hearing ability, lifting strength, and tolerance for wearing a respirator
will be useful in making employment decisions. Data may also be important to
managing workers’ compensation as well as farm illness and injury programs.
Denying employment merely because of a conceivable propensity to disease or
injury--without any history of it--may raise ethical and legal questions as
well.
Dr. Alexis Dasig, who practices occupational medicine at
the Gould Medical Foundation in
Physical therapist Lyle Anderson, also at Gould, adds,
"We perform a muscle skeletal posture evaluation. We have them lift and
carry various weights. We’re looking for fatigue and at their body mechanic
abilities. Next, we use a dynamometer and an isometric exertion test to test
three components of lifting. If the company tells us that they expect people
to lift 60 pounds safely ... we can make a determination as to whether the
person can do the job safely or not."18
Farm employers may want to add pre-employment drug
testing where labor laws permit it. One dairy worker confided, "Before I
went clean on drugs a few years ago, I used to work all day and not even
remember what I had done." It pays to wait until drug test results are
back, however, before allowing an individual to start work. Reputable drug-testing
firms using established and reliable procedures should be contracted with. It
would be quite serious to reject an applicant who had never used drugs on the
basis of a false positive test result.
Drug testing is more accepted--and may even be required
by law--when personnel must operate dangerous equipment or are in a position
to harm others. Normally, employers are not challenged for conducting
pre-employment drug testing. Once workers are on the job, however, employers
are expected to balance employee privacy rights against safety
considerations.
Random drug testing for those on the job is usually not
as well-accepted except in high responsibility positions where people's lives
are at stake. Testing people who have either been involved in an accident, or
near accident, or seem under the influence is often considered more
necessary. It is important to think ahead of time about what measures will be
taken against employees who fail the test. Will they be terminated or sent to
a drug rehabilitation program? Often, these circumstances present an
opportunity to help employees overcome drug addiction, as long as the farm
employer makes it clear that a single misstep in the future will result in
termination.
Step 3: Conduct orientation
Seldom in their careers will employees be so pliable or
receptive to change as during their orientation period. This is particularly
true when such changes have been clearly outlined through a realistic job
preview. Farmers can plan the orientation to take full advantage of this
phenomenon.
In psychological terms, new personnel go through an
"unfreezing" period, in which they are receptive to new ideas and
new ways of doing things. The very step of looking for a new job often means
applicants are receptive to change. A new hire may act readily on a
suggestion to take classes at the local community college, for instance, even
after resisting the same idea a year earlier.
During this period, workers can make a successful
transition into supervisory work. A person who has never been in a leadership
position might have to adjust his thinking to that of a manager. Employees
can learn to be part of a committed team that contributes to decision making.
Employees will be especially receptive to a farmer’s
working philosophy during the orientation period. Farmers must strike a
balance between philosophical indoctrination and allowing new workers to
learn about the job by trying it. Discussions should be brief, or the worker
will have trouble remembering everything supervisors say.
Instructions that seem clear to the farm manager may not
be to a new worker, especially one overloaded with information. After a week
or two, farm employers can review the information with new hires. Avoid
negative comments about a previous employee.
Unwritten rules, traditions or informal perks should be
discussed with employees as part of the orientation period. For instance, an
employee may resent doing a job that requires driving his own vehicle to
town, not knowing that the farm employer expects to be charged mileage for
the effort.
Co-workers also realize that the orientation period can
be used to gain the sympathy of a new worker. Some workers will attempt to
"orient" employees to their way of thinking. Others may engage in
hazing. Such activities can be destructive, even leading new employees to
quit. Anti-hazing policies and assigning new employees a respected mentor may
help. These established workers can help orient new hires to their jobs, to
other co-workers, and to the work environment through a continuing informal
relationship.
Test and interview results can be analyzed so that a
comprehensive training and development plan can be drawn up. New employees
should be exposed to as wide an array of tasks as pactical, within their job
description, early on in their careers.
Even before new personnel arrive for their first day at
work, they may need information about such things as local banks, housing,
utilities, and community activities. If it is available and applicable,
supplying information about children’s schooling, possible jobs for a working
spouse, or community activities can be helpful, though some applicants will
prefer to investigate these factors on their own.
A checklist of items to be discussed during the
orientation period is useful. It should clearly outline management
expectations and help answer typical questions asked by new employees.
You may also want to take new personnel out to eat and to
meet community members at the local hangout. Building a good working
relationship is a long-term endeavor. The orientation period provides key
opportunities towards this end.
If a probationary period is set up before the employee is
hired, it needs to be structured so an employer does not feel forced to make
a pass/fail decision at the end of such a period. A probationary period is
most useful when the employer allows for extending the probation when
warranted. Such an evaluation needs to take place before the probationary
period expires (see Chapter 14).
Summary
Farmers need to understand the skills and abilities that
are required in a particular job and determine which candidates have those
capabilities. Interviews, reference checks, tests, applications, and résumés
can all help identify differences among candidates. The comprehensive process
described here does not guarantee the selection of the right person, but it
does help avoid many common mistakes. Farm employers can make their selection
decisions with a fuller awareness of the applicants’ strengths and
weaknesses. Combined with a good orientation period, careful selection
enables the employer and new personnel to start out on a positive path.
Chapter 2 References
____________________  1.
Billikopf, G. E. & Sandoval, L. (1991). A Systematic Approach to Employee
Selection. Video, 59 minutes. Four farm employers share their experiences on
how they incorporated interviews, practical and written tests, and other
activities into their selection approach. 2.
Billikopf, G. E. (1998, Winter-Spring). "Good Discrimination in Hiring
at a Dairy." Labor Management Decisions. (Volume 7, Number 1).
There are several mentions of this selection process in this chapter, and are
based on the above article. 3.
Department of Labor, Employment and Training Administration, Dictionary of
Occupational Titles. (1991)(4th ed.). Washington, D. C.: Government Printing
Office. The DOT will eventually be replaced by the O*NET, the Occupational
Information Network, http://online.onetcenter.org/. Meanwhile, DOT
based agricultural titles may be found on-line at the Dictionary of Agricultural Occupations,
http://www.cnr.berkeley.edu/ucce50/ag-labor/7manual/7dao.htm
within the Agricultural Labor Management Website. These resources need
to be adabpted to your needs, and it is unlikely that they can be used
without modification. 4. Grievance
Guide. (2000)(10th ed.). 5. Equal
Employment 6. Gaige,
M. (1999, November-December) "Classy Ads: Creative recruitment practices,"
Dairy Today Magazine (p. 35). 7.
Billikopf, G. E. (1999, January-February). "Farm workers positive about
their jobs, but suggest improvements." 8. Morelli,
R. (1997). "Retaining Employees: Keeping Them Happy and
Productive". World Dairy Expo, WI, sponsored by Land O'Lakes Dairy
Enterprise. 9.
Billikopf, G. E. & Sandoval, L. (1991). A Systematic Approach to Employee
Selection. Video. 10.
Billikopf, G. E. & Sandoval, L. (1991). A Systematic Approach to Employee
Selection. Video. 11. See
Laeng vs. Workers Compensation Appeal Board California Compensation Case,
(Vol. 37, 1972: 185-194); and a 12. White,
J. Cowboy at San Felipe Ranch, 13.
Stevenson, L. M. (1999, March 22-23). KnowledgeWorks. 14. 15.
Billikopf, G. E. & Sandoval, L. A Systematic Approach to Employee
Selection. Video, 1991. 16. Since
1992, the Americans with Disabilities Act has required that 17.
Billikopf, G. E. & Sandoval, L. (1991). A Systematic Approach to Employee
Selection. Video. 18.
Billikopf, G. E. & Sandoval, L. (1991). A Systematic Approach to Employee
Selection. Video.
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