Hawaii's ranching heritage dates to around 1812, when King Kamehameha began to allow the capture of wild cattle. Later, under the tutelage of several Mexican vaqueros, the paniolo (cowboy) culture quickly developed and is alive and well to this day. The USDA National Agricultural Statics Service (NASS) estimates the current Hawaiian beef cow inventory to be 79,500. Even with the long history of beef production and a robust current industry, finding qualified ranch labor in the Hawaiian Islands is difficult. Some of the larger ranches can seek out experienced ranch hands and managers from the “mainland” or employ generational laborers, but many of the smaller ranches struggle to find local employees who can get the job done. This became very evident in my brief time there. To fill the ranch’s employment needs, it routinely became necessary to train our own workers. If they had the right work ethic and a desire, we would allow them to volunteer for a time. Several worked out well and were hired on. Many did not make the cut. However, without this process, I would never have had the help necessary to accomplish many of the projects that needed to be done.
Our biggest challenge
Most agree that a labor shortage is becoming one of the biggest challenges facing the agricultural industry in the coming years. Many producers are already experiencing the crunch. The question then becomes, in addition to retaining current employees, what steps can the industry take to find qualified employees?
Ranch labor clearly qualifies as skilled labor. Many of the skills needed to perform well are learned on the job, day in and day out, under the direction of those with experience. Traditionally, this process was accomplished in family units. Fathers and mothers taught sons and daughters the skills they had learned from their parents. This formed a natural apprenticeship program. Throughout the years, fewer and fewer ranch kids are choosing, or are able, to stay and participate in the ranch. In contrast, the idea of moving out into the middle of nowhere, spending every day working among nature and livestock, finishing each day tired but fully aware of the work accomplished that day, and getting paid for it, is appealing to many.
The Yellowstone effect is in full force right now, but the mystique and call of the ranching lifestyle is not new. In the 20 years I have been in the ranching and outfitting industries, hiring seasonal and full-time labor regularly, I have always had people looking for an opportunity to come and work on a ranch. Like many, I would turn them away due to a lack of qualifications. So, what do we do with this dichotomy of labor shortages and unqualified applicant interest? I propose we take a page out of other skilled labor industries and develop our own.
To be fair, the process of welcoming someone and taking the time to train them takes a certain personality. It requires patience and an understanding that you are making an investment in the future. If your operation needs an employee who can work independently, taking the time to put someone through an apprenticeship program will not fit your needs. However, if the ranch is looking for laborers or seasonal help, taking on an employee who is excited about the opportunity and teaching them skills can work out well.
What should you consider?
While there are resources out there to help design a mentorship program, here are some things to consider.
Employees should be paid according to their experience and expertise. If a potential employee has little or no background in livestock or other skills pertinent to the position, then it would be logical to pay them wages appropriate for their abilities, on par with your region. Providing housing is common and often necessary in the ranching industry, but other benefits may not be available to apprentices or entry-level employees. This allows for less cash output that is replaced by time and mentoring.
There is a difference between an employee and a student. This is an important mental distinction. Participants in mentorship programs start out as students and then earn their place as employees. This is done by learning and eventually mastering important skills. Once the students have mastered the skills, they should either be hired directly or be clearly qualified for hire on another ranch.
A mentorship program should be more than just a grunt position or your apprentice just following you around. It needs to provide thoughtful training and opportunities to perform important tasks both under supervision and alone. Outlining what ideal skill set a ranch employee should have will enable you to create a purposeful program, or at minimum, a checklist, that ensures your student is becoming more experienced and qualified over the course of their time with you.
Don’t feel like you have the personality and patience to implement a mentorship program? There are several different programs out there providing training and mentorship. Universities are always looking for internship opportunities. There are certificate programs, on-the-job programs and training programs geared at helping our veterans find new and marketable skills in the ag industry. Familiarize yourself with them and find ways to support their efforts.
The ranching industry will struggle to be successful long term without addressing the skilled labor shortage. While farms and dairies have found success through automation, the large and remote landscapes managed by livestock producers make the use of automation a significant challenge. Implementing a training program or choosing to hire from and support current training and apprenticeship programs is a viable way to provide skilled labor for your own operation as well as the ranching industry as a whole.
