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Agrimarketing : May 2009
18 AgCareers Advertorial:14 AgCareers Advertorial 5/13/09 11:11 AM Page 18 AMANAGER’SROLE The Scoop on Recruiting T he saying that people don’t leave jobs they leavemanagers has somemerit.AGallup poll of over onemillion employees in the U.S. found that the number one reason that people left their jobwas due to a bad boss or immediate supervisor. Last issuewe discussed the importance of retention and its impact on the bottomline aswell as some basic ideas to improve retention.However, it is obvious that good leadership also plays amajor role in employee retention. LEADERSHIP STYLE If you are amanager,what type of leader are you, orwhat leadership style is in place in your company? Social psychologist,Douglas McGregor, identified amanagement theory based on twomanager styles X andY,which are derived fromthe manager’s beliefs and the culture that theywork in.An extreme Xmanager ismore of a dictator, they feel that people need to be pushed towork and manage through discipline and control.An extremeYmanager believes that people naturallywant to do their job andwill excelwhen given responsibility and freedomto do their job. They are sometimes considered spineless or easily taken advantage of. There is not a “best” style. Some- times you need to be assertivewith employees and take amore “x” approach.However, in certain situations a “y” stylemay bemore appropriate. The goal is to land somewhere in themiddle or a small range on the continuum. It is important not tomake drastic swings on awhimoneway or the other.Youwant your employees to knowwhat to expect fromyou in terms of your leadership style. DELEGATION Your leadership style can also depend highly on the experience level of the employee you are dealingwith. This can be defined by directive behavior and supportive behavior.Directive behavior is taking action as a leader to organize and define the job for your employee—this includes specifics 18 Agri Marketing s May 2009 likewhat the job is, howto do it, and when. Supportive behavior iswhen a leader is comfortable enoughwith an employee to understand the amount of help, encouragement, direction, and listening needed to be donewhen assigning a project. Effective leaders decrease their directive behavior and increase their supportive behavior as people get better at their job.When people are at their full potential and secure in their job, supportive behavior can also be decreased. Delegating tasks is one of the easi- estways to give employees a sense of achievement,whichwe said in the last issue is a huge factor in employee retention. There are a lot of reasons managers don’t delegate fromlack of trust to high standards; and fear of losing face to thinking you can get it done just as fast as itwould take you to explain to someone else.However, beyond the reward of achievement for your employees, it helps spread the work load, gives you time to focus on other things, and helps to develop your employees. NINE LEADERSHIP TIPS Here are a fewsimple things that you can do as a leader to improve employee retention: 1. Spend timewith your “A” players. 2.Help employees achieve a work/life balance. 3. Communicate and provide feedback frequently. 4. Ask your employees for feedback on yourmanagement style—listen and try to implement suggestions. 5. Compensate your employees fairly (remember,money isn’t the number onemotivator, though). 6. Offer competitive benefits— consider unique ideas. 7.Help your employees grow professionally. 8. Recognize employeeswhen deserved and as often as possible. 9.Have passion forwhat you do! Formore information, contactAgCareers.comat email@example.com. AM Register today at www.AgCareers.com! Presented by: Hosted by: SAVE THE DATE! 7th Annual US Ag HR Roundtable August 3 - 5, 2009 Champaign, IL, USA This conference is an excellent opportunity to join a network of professionals interested in addressing recruitment and retention of talented employees within agriculture, food, processing, natural resources and biotechnology.
May 2009 Supplement