Our countryside is of breathtaking natural beauty, with farms dotting the landscape, producing everything from dairy and livestock to crops and energy. Yet, despite the countryside charm and appeal as a place to work, it faces a critical issue – the lack of labour! Competing industries, changing demographics, and the seasonal nature of agriculture are among the factors contributing to the scarcity of labour.

The food and farming sector is a key part of the UK Economy and is the largest manufacturing sector. The sector has also faced unprecedented challenges of late, created by covid, leaving the European Union and challenges around the supply and timeliness of energy, fertiliser, and shipping to name a few. However, chronic labour shortage and availability may be the single biggest challenge and a barrier to growth the industry has faced for a while - a scarce resource along with land! How many times have I heard “they cannot make any more land” it appears the same goes for good agricultural labour! Or does it?

Finding and retaining skilled farm staff has become increasingly challenging. It is in this backdrop that leadership emerges as a pivotal factor, shaping not only the work environment but also the opportunities for personal and professional growth in the sector for new entrants.

The industry does not simply need new leaders and entrants, but new strategies, new understandings, and a change in attitudes, to benefit businesses, to look after people, to benefit the environment, and to promote food security. The industry needs to get the message out there to business students, and leaders looking for a career change, that agriculture presents excellent opportunities.

Leadership's Role in Agriculture

Leadership in agriculture isn't just about holding a title; it's the driving force behind the culture and behaviour that define agricultural businesses across our country. Exceptional leaders set the stage for how the next generation and farm staff perceive and interact with their workplaces. Industry leaders need skills which ensure pro-active behaviours, constantly working towards building an effective enterprise rather than operating from a point of crisis. In this industry, renowned for its sense of community and collaboration, leadership plays a profound role:

1. Fostering Positivity

Positive leaders in rural agriculture cultivate an atmosphere of hope and determination, even when faced with the challenges of a tight labour market. They lead by example, demonstrating resilience and a can-do attitude that inspires employees to do the same.

Imagine a farm manager who, despite seasonal labour shortages, approaches each day with enthusiasm, focusing on the opportunities rather than the challenges. This optimism radiates throughout the farm, creating a collective spirit of positivity.

2. Inspiring Collaboration

Leaders who prioritise teamwork and collaboration ensure that the next generation and farm staff work harmoniously. This not only makes daily agricultural operations run smoothly but also fosters an environment where individuals support one another, essential in a tight labour market.

Consider a farming business with multiple enterprises where a leader actively encourages collaboration across enterprises. By working together, these farm enterprises can share resources, knowledge, and skills, effectively managing the challenges of a labour market in flux. One could take that a step further within a cooperative or collaborative neighbours.

3. Nurturing Innovation

Innovative leaders inspire creativity and problem-solving among the next generation and farm staff. They encourage employees to think outside the box (there should be no box), explore new ways to approach tasks, and adapt to the evolving landscape of agriculture.

An agricultural business owner who invests in cutting-edge technology and research to enhance crop yields and reduce labour dependence. This innovative approach secures the farm's future while creating opportunities for the workforce to learn and grow.

4. Cultivating a Learning Culture

Leaders who value continuous learning and development empower the next generation and farm staff to stay updated with the latest agricultural practices. They invest in training and development, reinforcing the importance of growth and self-improvement.

Consider a farm where leadership allocates resources for regular training sessions, workshops, and seminars. Employees are encouraged to attend industry conferences and online courses to expand their knowledge and skills.

5. Expressing Gratitude

Agricultural leaders who express gratitude and appreciation for their employees' dedication create a culture of recognition and positivity. This not only boosts morale but also encourages loyalty, vital for retaining talent in a competitive labour market.

Think of a farm owner who takes time to recognise the hard work of each farmworker, perhaps through simple “thank you” and highlighting the importance of the farmworkers input that month. This cultivates a sense of belonging and appreciation among the workforce.

Strategies for Thriving in the Tight Labour Market

With leadership setting the trajectory for a positive culture in agriculture, the strategies that leaders can implement to not only survive but thrive in the tight labour market:

1. Invest in Training and Development

Leaders can allocate resources and budget for training that empower the next generation and farm staff to upskill and adapt to changing agricultural demands.

A dairy farm that invests in training perhaps focused on milking techniques and practices, animal health, and equipment operation, enabling existing employees to take on more responsibilities and reducing the need for additional skilled labour.

2. Promote Mentorship and Coaching

Leaders can establish mentorship programs within the business, pairing experienced farm staff with newcomers to facilitate knowledge transfer and career growth.

A farm that pairs experienced tractor operators with new employees or a harvest student, fostering a mentorship relationship where the more experienced workers impart their knowledge and expertise to the next generation of farm staff.

3. Set Clear Career Paths or Succession

Leaders can inspire and create career development plans for the next generation and farm staff, providing a roadmap for advancement and personal growth within the family business and agricultural sector.

A family-owned dairy farm where leadership sits down with the next generation or farm staff to discuss their long-term aspirations and devise a clear path for succession or career progression, whether it's moving from scrapping out the yards to herdsman or transitioning to farm management.

4. Encourage Skill Diversification

Leaders can support cross-training efforts, enabling farmworkers and staff to acquire a broad skill set that makes them more versatile and resilient in a competitive labour market.

Take a diversified farm operation that encourages farm staff to gain expertise in various aspects of farming, from animal husbandry to crop cultivation. This versatility allows for a more flexible workforce.

5. Create a Supportive Environment

Leaders can foster a culture where the next generation and farm staff feel comfortable discussing their career goals, personal development, and any challenges they face on the farm.

Consider a leadership style that implements regular one-on-one meetings where the next generation and farm staff can openly discuss their career aspirations, receive feedback, and voice concerns. This dialogue creates a supportive atmosphere for personal and professional growth – the appraisal, more than just ticking a box!

The Path to Personal Growth and Professional Development in Agriculture

In the agricultural sector, farm staff are not merely labourers; they are the lifeblood of our farms and rural communities. When leadership prioritises culture and behaviour that values growth, positivity, and resilience, and when they provide strategies to address the challenges of a tight labour market, personal and professional development becomes an intrinsic part of the agricultural experience.

The next generation and farm staff, much like the crops and livestock they tend to require nurturing and care. By fostering a culture that promotes growth and self-improvement and by equipping our agricultural workforce with the tools and strategies to excel, we not only survive but thrive in even the most competitive of labour markets.

In conclusion, leadership is the driving force behind creating an environment that fosters personal growth and professional development for the next generation and farm staff. By setting the right tone, agricultural leaders inspire their workforce to overcome the challenges of a tight labour market and emerge stronger, both individually and collectively. Our farms can and will continue to flourish thanks to the dedication and guidance of exceptional leaders.

Written by Mark Seager FCCA

Mark Seager FCCA

Director

Mark previously worked alongside one of our directors, Dan Knight and our Senior Tax Manager, Victoria Paley at a regional practice. Mark brings along a wealth of experience in both accountancy and rural life having grown up helping on his family farm with both the practical side and the VAT returns from an early age. His passion for agriculture, interest in business and desire to help others grew after he graduated from Harper Adams University.

Mark specialises in business strategy, structure and tax planning with agriculture.

T: 01823462908

E: mark.seager@evolutionabs.co.uk