- Director of Operations, SBLX – AAM Investment Group
- Operations Manager – Smart Air Services
- Director of Sales – The Midfield Group
- Meat processors, Esperance – Minerva Foods
- Boners, Fellers, Trimmers, Freezers, Workers – Minerva Foods
- Stud Team Members – Valera Vale Droughtmasters
- Feedlot Crew Leader – Mt Hercules Pastoral
- Territory Manager, NSW Regional – via Rimfire Resources
- Administrative Officer, Jindalee Feedlot-Teys
- HT drivers + logistics coordinator – Clein’s Horse Transport
- Station Manager, Commanche Agrégation – AA Co
- Livestock Manager, Feedlot – via Agribusiness Recruitment
Click here to access these and other exciting jobs in the meat and livestock supply chain currently listed on Jobs Central.
LARGE companies operating in agriculture are often seen as having a distinct advantage in attracting and retaining talent.
But small and medium operators should not underestimate the attraction they offer to many candidates and should take advantage of these assets when hiring.
Large companies frequently invest in dedicated HR departments and talent acquisition specialists to attract and retain top talent. Often their brand itself is an attraction for potential candidates. Additionally, large companies attract job seekers because of the greater promise of career advancement.
Small and medium-sized businesses also have key assets, sometimes less obvious, but which can be very effective in attracting talent, if recognized and communicated to potential candidates.
Jobs in small and medium-sized companies are quite often less specialized than in large companies, requiring involvement in a wider range of tasks. This greater breadth of experience can be valuable when considering career progression.
Larger companies, on the other hand, may have more career prospects due to the size of the workforce, but this can lead to a more competitive and “political” work environment. This is an outing for many people who prefer a more pleasant, informal or family work environment.
Committed to action
For those with a penchant for action, a large company tends to have more rules, regulations and administrative procedures than SMEs, and may lack the agility to quickly exploit market opportunities when they arise. are presented.
The rigid hierarchy of a large company, with often lengthy approval and bureaucratic procedures, creates a frustrating and restrictive work environment compared to smaller, more agile companies.
When they leave a company, employees almost invariably increase their compensation, but that doesn’t necessarily mean the money was the motivation for leaving. Numerous studies have shown that non-financial issues such as engagement, strong peer relationships, and opportunities for learning and advancement are important parts of an employer’s value proposition.
These attributes are too often overlooked in small businesses when hiring. Small and medium-sized businesses (SMBs) often also have an inherent advantage in work-life balance, which smart SME hiring managers have been pointing out for years.
Develop a recruitment strategy for SMEs
Despite the lack of talent acquisition resources of large companies, SMEs have the ability to be strategic in their hiring. Few managers would question that for key roles. It is paramount to always hire the best possible candidate, but instead of conducting a thorough and rigorous research process, many SMEs tend to practice tokenism when it comes to the hiring process.
A bulletin board ad will attract candidates who are active in the job market, but hiring efforts that are limited to this approach are estimated to bypass 70% of potential candidates, the so-called passive candidates who are happily employed and are not. looking for a new opportunity unless approached.
SMEs rarely have the knowledge of the market to identify and approach passive candidates, but can easily access this sector of the market via a specialized recruiter who operates in this particular market.
Although they have considerable resources in human resources and talent acquisition, large organizations generally use this same tactic to hire key middle and senior management positions, because they are aware of the value that such strategy brings.
Compared to large organizations, SMEs are often more aware of their weaknesses than their strengths in the race for talent. By taking a strategic approach, appropriately resourcing the recruitment process, and leveraging their strengths, SMBs can also reap the rewards of hiring top talent.
Source: Agricultural appointments