On every dairy, misunderstandings like this happen, sometimes in dosing, sometimes in colostrum feeding, sometimes in milking prep or tagging calves. While some missteps can be costly, almost all point back to the same root cause: people hearing and interpreting protocols differently.

If there’s a phrase that rings true in the ears of any business owner or manager, it’s that “a business is only as good as its people.” And in a world where automation is rapidly transforming many industries, the cattle business remains one of the few that still relies heavily on people.

The topic of animal welfare is broad, complex and multifaceted, encompassing scientific, ethical, economic, cultural, social, religious and political dimensions. Michelle Calvo-Lorenzo, Ph.D., with Elanco Animal Health, addressed this ever-evolving topic at the Great Lakes Regional Dairy Conference held in February in Mt. Pleasant, Michigan.

Recall how you felt or how you would feel if you hired an employee who left after a day, three days or a week. Unfortunately, this is common today. In fact, research shows that approximately half of all new employees seriously consider quitting in the first week.

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?

The parlor is a critical place on a dairy to have productivity and efficiency dialed in 365 days a year. When it comes to leveling up your parlor output, audits are a helpful tool in finding ways to fine-tune and uncover areas for improvement that drive milk harvest success – ultimately impacting the dairy’s bottom line. 

In a breakout session presentation at the Pennsylvania Dairy Summit, held in Lancaster, Pennsylvania, last February, Sarah Moag discussed management transitions and employee management strategies that have worked for her business, Noblehurst Farms, in western New York.

The key to good training is to first determine what type of training each position requires. A herdsperson will not need the same type of training as a manager.

As the newest member of my company’s youngstock nutrition team and the most recent returning member to my family dairy, I value the efforts taken by my supervisors to identify and apply my skills and strengths effectively to get the job done.

Heim’s Hillcrest Dairy in Wisconsin has created a welcoming team culture with low employee turnover. Since the farm started in 1963, it has grown from less than 100 cows to more than 800. Today, members of the second, third and fourth generations work on the dairy.