Efficient workers' effective motivation and experience with young workers

* Source: INTA

All good rural exploitation has a fundamental resource of which depends the success of the decisions and adopted tasks, for very guessed right and criteriosa that these are: that factor is the human resources that even charge bigger relevance for the requirement of autonomy that imposes a means with conditions changing sumamenta in the field tasks. And although it sounds obvious, the starting point is the execution of the rules of the employer's gold that you/they are not kept always in mind, sobrer everything with the youngest:

To hire the most appropriate person for the task in question.

To agree very clearly with the same one what should make.

Monitorear their acting.

To leave alone it, not to interfere in their task.

But there is much more than you he/she can make to motivate the collaborators. And the first point is in fact to settle down who the motivational one is in the operation of its company.

This is a key position and much depends on this person.

We all have seen rural companies to decay and to die and in many of the cases it is because there is not a motivational one. Most of the times, the motivational one is the one in charge or the owner, but there are many keys that we consider important in the motivation and maintenance of a good staff.

* To understand that the employees are all different ones and that each individual has different necessities: It corresponds the employers to know which the necessities of their employees are, preferably before hiring them, and once hired, to understand them and to satisfy them. Let us remember that what motivates an employee won't motivate all. If our only resource is to try of "to steal him" the good personnel to the neighbors, something is that it doesn't work well in our relationship with the rural community. A good contract with a clear description of the tasks to carry out is essential as much for employer as for employee. They should be used as guides and they should allow the employee and employer to know exactly that it is what one of another waits.

* To consider options and to change if it is necessary: Naturally the man spreads to the change, to want more or different things in his life, to progress. Numerous factors like age, education, health influences in that that motivates us. For it, the elected options for us or our collaborators can also change. A good method can be the realization, at least three times a year, of systematic revisions with them and to readapt them, in case that is necessary. Anything should be imposed to the force to our employees. The adults should not forget that it was not easy when youths to sit down before the boss, so our collaborating youth should have the possibility to think of the change that is proposed, of consulting it with some close person. If one is exactly and it looks for the progress of their employees healthily, this small delay between the proposal and the answer should not become nervous.

* To promote the social interaction: This means to have regular encounters with the employees, where these know that they will be listened, and where the work plans and ideas will be considered. Here it is also when it can be organized next to the staff who will go to a meeting type he/she BELIEVES, to a Day or congress, etc. This is a good moment to facilitate good relationships among the collaborators, to organize francs, vacations, social activities in general, and to express them their optimism, not only in the operation of the company, but in the future of them and that of the same agricultural activity.

* To involve to the staff in the taking of decisions: This can be carried out in the encounters with the staff, with the whole present personnel. When a decision is made by a group, it is generally of more quality that when it is taken in form singular. People are more bowed to follow a decision in whose development and implementation participated. The employees will feel more understood with the company if they feel that there is really collaborated in the objectives and achievements. It is important that the staff knows toward where the company goes; their philosophies, values and main objectives. The work in team should be a priority.

* To recognize to the staff for the well made task: It is a common complaint in the employees that when they carry out a task well, often it seemed that the boss not or he/she notices; however, when they make errors, soon after it is the boss to correct them. This can discourage until the best in the employees. It is important to recognize the employee their part in any success of the operation, for example, to present it to some visit of the field, to involve it in some publication in that the field appears. The recompense should be immediate, positive, and it should not only be recognized the task it was made, but rather the employee as person has carried out his task well.

* To look for programs of training that facilitate the growth: The training is essential and it motivates the personnel to look for these programs. The staff appreciates participating of discussion groups, because these are not only formative, but rather it offers them the possibility to show to other producers what you/they can make and its achievements. We consider that it is good that they can attend without the employer. This activity intensifies its abilities and its possibilities of future employments, to the power to be recommended by the technical adviser that directs the group.

* To pay a good wage bases: In many occasions, most of the employees will tell them that the money or the wage is not as important as the conditions, but our experience tells us that the wage is important, especially at level of those responsible for a task that requires a lot of experience or the handling of a group. But undoubtedly if in their own words, the employees stand out the importance of the work conditions, all employer should worry to constantly improve mostly them in all that is within his reach, because all will coincide in that at this time cannot pay them what themselves would consider a fair retribution.

* To implement holding of occupations with good image: The hard-working term is sometimes thought as worker, what is taken as a lack of specificity in the field that for the most part the rural employees have. They are apprentices, cadets or trained personnel that in many cases they work with animals, teams and machinery of a lot of value and they are in charge of taking care of the capital. we should recognize this and to place appropriate titles to these occupations. If they are trained in some area, then they are not hard-working common, but qualified.

* To allow the promotion inside the company: It is important for the employer to give place to the growth and to work with different levels of responsibility, with that which the collaborators can feel the possibility of new challenges and achievements. There are employees that need to advance or to change every year or every two years, then, why not to promote them inside the same company. We call to this "to train and to retain."

• It is necessary to assume that the youths in training are transitory: The 18 year-old youths that today comes out to work in fields, only stay on the average 2 seasons and then they leave in search of new challenges. The temptation is always that "the grass is more green of the other side of the one wired" and people young today in day he/she hesitates little in changing. This is not bad, we should simply accept as employers that this is what happens. This means that we should implement in agreement systems to this situation that allows the quick insert of the new ones; for example, regular encounters with the staff, field maps, number to the herdsmen; written instructions, everything helps it to the new staff to adapt quickly.