Mark Moore, Progressive Farmer Contributor

Editor's note: During the next few weeks, DTN will publish a series of stories focusing on ag labor challenges and solutions. Most of the stories first appeared in the Progressive Farmer Summer issue, "Labor Pains." Our online series will also include bonus content that didn't appear in the magazine.

Today's story reveals how a multi-generational cranberry farm successfully recruits and retains employees in a specialized agricultural industry.

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For Heidi Slinkman, finding the right employees for the family's cranberry operation is a significant challenge. "We have a vested interest in the cranberry industry, and we understand the hard work and dedication it takes," Slinkman said. "For us, it's more than the weather or markets that we have to manage. Finding the right employee who is a long-term asset to our farm is an incredible challenge."

Slinkman is the business manager for Gaynor Cranberry Co., a generational cranberry operation located near Wisconsin Rapids, Wisconsin, a well-known, major cranberry-producing area.

She can trace the family's farm roots back more than six generations. The farm was started by two brothers in 1876, and her great-grandfather worked there as a boy. Because they did not have any heirs who lived long enough to succeed the farm, the brothers passed the farm to her great-grandfather. Each generation since has helped the farm sustain, grow and evolve.

In addition to being a family member, Slinkman is also an employee, along with her sister, Jenna Dempze, who serves as agricultural operations manager. Their parents, Gary and Susan Dempze, are also part of the operation, along with eight full-time employees who take an active role in the farm's management and operations.

One of those employees is marsh manager Ron Heller, who has been a part of the operation for more than 50 years.

"It's rare to find an employee who has been an integral part of any farm for so long," Slinkman said. But it goes back even further. "His father was a foreman for the farm and actually worked with our great-grandfather. It's pretty remarkable and somewhat rare to find employees that work that long in one job and in the same industry, and on one farm."

That amount of experience can be nearly impossible to replace, yet Slinkman said the family is committed to having a succession plan in place that helps identify areas where they need to recruit and train employees for critical farm operations roles. "One of our takeaways is that there needs to be a very good match, so the person for the job and the position fits," Slinkman said. That means recruiting not only for someone who has the skill set, but someone who is trainable and willing to learn. "And, they need to have a vested interest in the farm's success," she said.

Cranberry operations are highly specific, and many of the job requirements aren't taught anywhere but on the farm. That can make targeting potential employees difficult. Job requirements include operating machinery, water management, crop management and harvest.

Slinkman said the farm has been fortunate to have employees who have been a part of the operation for so long, but it also has had to replace employees. Having a long-term employee plan in place helps identify the roles on the farm and provides a framework to match the right person with the right job.

Xander Kuklinski has been at Gaynor Cranberry Co. for nearly a year, joining the farm after graduating from high school. He was searching for a job that would allow him to work outside, provide some variety and give him the opportunity to learn. "What drew me in the most is that this job isn't the same every day; we're always working on something else," he said. "And, because I'm new, I'm always learning."

Kuklinski said it's not just a job. It's also being part of a team and having a sense of ownership in the success of the farm.

Tyler Hahn, who has worked for Gaynor Cranberry Co. for nearly five years, agreed. "I feel that I'm part of a family here. Everyone has a role, and all the jobs are important," he said.

Hahn's previous employment included work in landscaping as well as a local paper mill. He was hired after visiting with Slinkman at a local job fair and immediately was drawn to the work. "We are part of a team, and we all want to make this farm successful. I am emotionally connected to the farm, something I've never experienced in previous jobs," he said.

DEFINED ROLES

Slinkman said each job on the farm has a defined role, which helps when recruiting employees. "We are better able to describe the position and match the role with the right employee," she said. "We are building a team, and every team member has a defined role. That also helps us structure an employee's pay and benefit package, because it lets them know their responsibilities, and we can measure their success."

Like other farming operations, the competition for workers doesn't always come from other agricultural employers. "When we are recruiting, we have other manufacturers, including the paper industry, we have to compete with for employees. These businesses have defined roles and salary and benefit structures. We have to ensure we are competitive," Slinkman said. "That's a challenge, which is why we work hard to find the employee that is the right fit for a long-term relationship."

Farm employment isn't just a job; it can be a lifestyle. And, like many farms, there's the balance of living in a rural area with the amenities offered in a more suburban area. "We have times of the year that are very stressful," Slinkman said. "And the employees know the demands can be great. But as an employer, we balance those demands with more flexibility during other times of the year. So, we give employees the flexibility to attend their children's activities, go to doctors or have time to decompress."

BENEFITS ARE IMPORTANT

A good salary and the chance to work outdoors might have been a good drawing card in the past, but it takes much more to attract employees today. Gaynor Cranberry Co. offers health insurance, retirement benefits and profit-sharing to its full-time employees.

"Health insurance is incredibly expensive, but it's something that we have to offer to attract the best employees," Slinkman said. "And because I'm also an employee, I understand how important that benefit is. We contribute to a health savings account. Benefits also include 401(k) contributions and profit-sharing. It benefits the employees, and it shows that we are committed to them and shows the value they bring to the farm."

Slinkman said there's no magic wand when it comes to finding employees. "In reality, there are plenty of good managers out there," she said. "The key is attracting the right person and offering them a structure that will benefit both the company and the employee in the long term."

The cranberry industry is highly specialized, so while there may be several good managers in the overall labor pool, there are a limited number with extensive experience in the industry. However, Slinkman said there is little to no "poaching" of employees from other cranberry farms. "While there are employees who move from one farm to another, it's because the employee wasn't a right fit. We've had employees that we've hired and trained and come to the mutual decision to part ways. It's not something you want to do, but you discover that your goals may not line up. But our industry is incredibly small, and we all want to succeed, so we look to build employees together."

The state's cranberry industry and its educational partners have helped to develop programs that identify and recruit employees. "There's a great talent pool that may not have an intricate knowledge of the industry but are willing to learn," Slinkman said. "The most challenging part is targeting those potential employees. We also work with high schools and youth organizations to show them that our industry can be a long-term employer. There is a consensus within the cranberry industry that we need to invest in the next generation, and that includes investing in future employees to show them there is a career pathway."

Slinkman is experiencing that investment firsthand. One of the farm's most recent employees started part time before graduating from high school. Seeing the opportunity and the skill set, Slinkman said the farm invested in that employee and, over the winter, paid for him to attend technical college to take welding classes. "Having someone who can fabricate our specialized equipment is valuable. He has been an incredible asset, and we have other managers who can mentor him," she explained.

The farm does employ seasonal workers, and Slinkman will continually evaluate those employees to see if they would be long-term employee prospects. "We find those employees mostly through referrals," she said. "We can evaluate them while on the farm, and if they have potential, we will stay in contact. It's all about networking to find the best employees and to use any tool you may have available."

THE RIGHT BALANCE

One of the key benefits offered at Gaynor Cranberry Co. is housing. However, Slinkman said not all employees are a good fit for that benefit, so it's important to tailor every benefit to the employee and the job requirements.

"Housing here includes the requirement to be readily available during certain growing times," she said. "During the growing season, we have frost alarms that must be monitored. When one goes off, it's critical to respond to save the crop."

With housing close to the farm, those responsibilities are part of the job. But not all employees may want that responsibility or benefit. "We value all our employees, and they provide so much for the farm," Slinkman said. "But we have to match our entire package, including housing, to match what the employee wants. It comes down to having an honest conversation with them."

KEEPING WHAT YOU HAVE

Slinkman said that while hiring new employees is necessary, she prefers to take a proactive approach to keeping the best employees on board. "It takes a long time to fill a vacancy, so it's vital that we try not to lose these employees," she said. "Have an open dialogue with your employees and a clear understanding of their goals. It's not always a bump in pay that will keep an employee happy."

It comes down to the relationship. "Finding a good employee comes back to finding that person that you want to have a long-term relationship with," Slinkman said. "That can be tricky, but finding the right talent isn't easy."

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For links to more DTN/Progressive Farmer stories that are part of our ongoing "Navigating Ag's Labor Crisis" coverage, visit https://www.dtnpf.com/….

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