Harvest is over. The machinery has been washed down and put to rest for another year, the hours are becoming a little more manageable and, on the surface, things should be settling and feeling lighter.
But what happens to the people who have just worked flat out for weeks on end?
In agriculture, we are very good at getting through the busy periods. We know what needs doing, when it needs doing and what happens if it does not get done. Everyone pulls together because the job demands it, and there tends to be an attitude of ‘just get on with it’.
But I think we sometimes overlook what that period has asked of the people doing the work.
There are the long days, early starts, changing plans and constant pressure to get the job done. Family commitments are squeezed around the weather, with very little flexibility, which can put pressure on family relationships and leave partners carrying more responsibility at home. Meanwhile, managers are trying to keep everything moving while dealing with their own workload and pressures from above.
That is a big ask of your staff, and nine times out of ten people will simply get on with it, often without complaint. They might even tell you they are fine and carry on with a smile, but that does not necessarily mean they are.
The decision to leave may have started much earlier
When someone hands in their notice, it can feel sudden and come as a shock, particularly if they have been a reliable member of the team for years. But leaving is not always a decision made in a single moment. It can be the result of lots of smaller experiences over time:
Feeling that their hard work goes unnoticed.
Never quite knowing what is expected of them.
Being given responsibility without the support to carry it.
Having no opportunity to raise a problem.
Feeling that the business notices the machinery before it notices the people.
One difficult day does not necessarily make someone leave, but repeated experiences of feeling unsupported can gradually change how someone feels about their job. By the time they tell you they are going, they may have been thinking about it for some time.
The quieter period is an opportunity
Once the immediate pressure eases, there is an opportunity to do something that is often pushed aside during the busy season: talk to your people.
Not just to check whether the jobs have been done, but to understand how they are doing, what their experience has been like and what could work better across the farm.
Ask questions such as:
What was particularly difficult this season?
Was there anything that would have made your job easier?
Did you feel you had the support you needed?
What should we do differently next time?
And then, importantly, listen.
It is easy to ask these questions and move straight into explaining why things had to be done a certain way. But if someone is going to be honest, they need to feel that their answer will be heard rather than defended against. They also need to know that what they have said will be taken seriously and, where possible, that action will follow.
You might not be able to change everything. Weather, workloads and machinery breakdowns are part of agricultural life, and there will always be things outside your control. But you can influence how people are treated, how clearly things are communicated and whether managers notice when someone is struggling.
Retention is not just about finding the right people
Recruitment is important, but keeping good people deserves just as much attention.
Every time an experienced member of staff leaves, the business loses more than a pair of hands. It loses knowledge, relationships, experience and an understanding of how things work. Replacing that person takes time and money, and it also puts additional pressure on the people who remain.
That is why staff retention should not just be an HR conversation. It is a business issue, and it is closely connected to leadership.
The way managers communicate, recognise effort, set expectations and deal with problems has a direct influence on the experience of working in a business. These are things that can be developed, and small changes in how people are managed can make a real difference to whether they feel valued and want to stay.
Before the next busy season
Do not wait until someone resigns to find out that something was wrong.
Use the quieter months to have the conversations that are difficult to fit in when everyone is busy. Take time to look at how your managers are leading, whether people understand what is expected of them and whether the team has the support it needs before the next busy period begins.
You cannot remove all the pressure from agricultural work, but you can make sure people are not left to carry it on their own.
Want to keep good people in your business?
I work with leaders and managers across agriculture to strengthen leadership, communication and the way teams work together. Because keeping good people is not just about finding people who are prepared to work hard; it is about creating an environment where they feel supported, valued and want to stay.
If you are looking at your team after harvest and wondering how to keep your good people, it is worth having that conversation now, before the next busy season begins.
