Making sure you are hiring the right person requires thorough planning, says Shirley Hoult, Director of Human Resources for the Puratone Corporation, speaking at the Manitoba Swine Seminar 2008 on January 31, in Winnipeg.

The first step, she said, is to review the job you are hiring for and study your options.  Are you looking for full time, part time or casual workers?  Did the last person leave because of a problem related to your business?  If so, how can you fix the problem before hiring someone new?

There are many ways to advertise for new workers, Hoult noted.  In addition to the usual means of communication – newspaper ads, websites, job fairs, word of mouth, school presentations and local bulletin boards, Hoult also suggested using cinema ads, flyers in mailboxes, billboard signs, placemat and menu ads, windshield flyers and accessing foreign worker programs. Advertising, she said, should include an introduction to your business, with clear and concise information about the job and the qualifications required, contact information and the deadline for applying.

Once you have the applications in, make sure that the candidate is able to comply with biosecurity requirements and is able to work in a farm environment, for example doesn’t have any allergies or suffer from asthma.

In preparing to interview prospective workers, Hoult urges that you make sure the person(s) conducting the interview is knowledgeable about the job.  “Ask each applicant the same questions,” she said.  “Provide information about the company culture.  Listen rather than talk.  Set a minimum score and identify the top two candidates.”

It is important to ascertain that the new employee is comfortable with the pay range for the position and to check all references, Hoult said. She also recommended that the new hire be tested out with a trial day on the farm to see if he is up to the work and fits in with the farm culture.  She also advised following up with new employees at 30 day intervals to make sure that all is going well and to be able to correct any problems quickly.

Puratone, she said, provides a disciplined on-the-job training program with a 12-week training manual that covers all sections of its farms. Each employee also has his own development plan.  “You should also provide frequent performance feedback for new

employees over the first 90 days and at regular intervals thereafter,” she said.  “Pay should be linked to performance and there should be annual evaluations tied to both team and individual results.”

Of course, she noted, it is better to be able to retain existing staff than have to hire someone new.  “The key is to create a positive, respectful workplace where workers receive recognition for a job well done and everyone is treated fairly and consistently.”