| ||The Employers' Handbook is written as a guide to owners, managers and supervisors in agricultural and horticultural operations. This handbook will help you to:
Use this handbook to help you achieve sound human resource management practices which can result in increased productivity, reduced staff turnover, and satisfied employees and managers. This handbook is divided into five sections. You should familiarize yourself with the contents of each section and place the handbook where it can be easily found. Make sure you refer to it when you need specific information. At the end of some sections are working copies of worksheets you may find useful.
- recruit better employees
- supervise, motivate and train your employees to reach desired performance
- discipline and dismiss employees should that be required.
Introduction PDF - 44K
Section One, Human Resource Planning and Regulations, describes the human resource planning process, a process which helps you decide how many and what type of employees you require. This section also advises on regulations of which an employer needs to be aware.
Section 1 PDF - 107K
Hiring is Section Two. It outlines the process to follow when hiring an employee. There are 10 steps in the hiring process. The flow chart on page 2-2 illustrates the steps in the hiring process along with several critical communication activities associated with these steps.
Section 2 PDF - 272K
Supervising is section three. Supervising is one of the key elements in a good employee-employer relationship. Employees are available to fill most employment situations. Recruitment is the key to finding them. Good employee-employer relations is the key to keeping them.
Section 3 PDF - 225K
Training, Motivating & Evaluating is Section Four. It discusses several ways in which managers can promote high level performance from workers.
A constructive exchange of information through performance evaluations can lead to enhancement of both ability and motivation.
- developing worker ability through training
- creating a motivational climate in the workplace
- paying fair wages and offering valued benefits.
Section 4 PDF - 125K
Communications, Problem Solving & Disciplining is Section Five. Good communications can avoid many problems, but when conflict or the need to discipline does arise, you must deal with it. Also discussed is how to approach that dreaded task of dismissing an employee. Conflict and problems are a normal part of managing employees. You probably can’t avoid problems, but you can manage them.
Section 5 PDF - 94K
This Alberta edition is a revision of an edition earlier compiled and published under the leadership of the Province of British Columbia Ministry of Agriculture, Fisheries and Food and is used with permission. We acknowledge the work of an Ontario edition published in Ontario. The original handbook was based on works published by other agricultural extension agencies in Canada and the United States. Without the leadership offered in those works, this material could not have been put together. Some of the people and the agencies for whom they work are listed in the Reference section at the end of this book.
Original material in the British Columbia edition was prepared by:
Lorne Owen, P.Ag., M.Ag. Provincial Farm Management Specialist,
B.C. Ministry of Agriculture, Fisheries and Food
Pat Davidson, B.J., M.Ag., Extension Education Consultant
Howard R. Rosenberg, Ph.D., Director, Agricultural Personnel Management Program,
University of California, Berkeley
Lindsay Brooks, President, Strategic Quality Institute
In addition, staff from Agricultural Employment Services and Canada Agricultural Employment Centres contributed to earlier editions. Farm employer input was provided by many individuals in British Columbia, Ontario and Alberta. Alberta revisions written by: Lorne Owen, Human Resource Dev. & Management
Specialist/ Raelene Mercer - Green Certificate Program Coordinator
Desk-top Publishing: June Blanchette, Julie Splawinski
Copy Edited by: Patricia Davidson and Lois Hameister
Managing Editor: Raelene Mercer
Many agencies have contributed resources - either financial or in-kind. They include:
Canada-British Columbia Agri-Food Regional Development Subsidiary Agreement
British Columbia Ministry of Agriculture, Fisheries and Food
Human Resources Development Canada
Agriculture and Agri-food Canada
Ontario Agricultural Human Resource Committee
Horticulture Human Resource Council
Ontario Ministry of Agriculture, Food and Rural Affairs
Ontario Agricultural Training Institute
Alberta Agriculture and Rural Development
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