Fixing Ranch Labor Challenges: Kane Wellnitz’s Advice on Hiring and Retention
If you ask ranchers what their biggest challenges are, finding and retaining employees often lands at the top of the list. But that doesn’t mean finding the right people for a ranch or any ag business is impossible — it just requires looking at what works for others and understanding what makes ag people tick a little differently.
Kane Wellnitz is a Nebraska rancher and owner of Land Bridge Consulting. His family has taught him how to retain key employees on the ranch, and his consulting business has taught him even more about how to communicate with them.
“Ag people are great, but we’re really good at suffering,” Wellnitz says. “We’ll work all day and not complain — and that can be an issue as an employer. You have to tell people up front: if something’s wrong, call me and let me know before it becomes a bigger problem.”
Wellnitz says proper communication saves a business time and money in the long run.
“It’s really expensive to hire people,” he says. “I’d much rather keep good people than have to find new ones.”
Communicating may seem like an obvious answer, but that doesn’t mean it’s always easy.
“You never really get communication right — you just have to keep working at it,” Wellnitz says. “The biggest thing we’ve learned is to constantly let everyone know what’s going on. I’m not a micromanager. I like my people to manage themselves, but I’ve also learned that good employees still want communication and input.”
Outside of communication, Wellnitz has found creating a sense of ownership to be one of the most effective retention strategies.
“Ownership has been our best retention strategy,” he says. “Andrea, our ranch manager, runs cows with our cows. She’s built her own herd alongside ours — and that makes her truly invested in what we’re doing. When employees have ownership, it’s less like talking to an employee and more like talking to a partner.”
Ownership also includes listening to employees’ ideas.
“Listen to your people’s ideas,” he says. “The folks doing the work often see inefficiencies you can’t. Giving them ownership in the process helps them grow and helps the business improve.”
Offering flexibility is another key strategy.
“Flexibility is key. People have lives, families and goals outside of work,” Wellnitz says. “If I can help them make a living and still have time for life, that’s a win. On the ranch, flexibility looks like small breaks — maybe an afternoon to do something you actually enjoy, like moving cows. Little resets go a long way.”
Housing, providing beef or covering utilities are also benefits ranchers can consider offering. But those extras can’t always make up for direct compensation.
“You’ve got to pay good help,” Wellnitz says. “A lot of the ag industry is still stuck paying what they did 20 years ago. You can’t afford not to pay people well anymore.”
Proper compensation with the right employees will pay off in the long run, he adds.
“If you don’t pay competitively, you’ll pay in other ways — with turnover, stress or lost cattle,” he says. “Those costs can equal the cost of keeping a good employee.”
When it comes to finding good employees, Wellnitz encourages ranchers to think beyond the typical candidate pool.
“Don’t overlook people from outside your exact niche,” he says. “A good hand from the farm side or even the oil field might be exactly who you need on your ranch.”
Keep in mind the strengths and weaknesses your team already has, and consider which skills can be taught. Someone who isn’t as handy horseback might make up for it with strong mechanical skills.
The biggest thing to remember: as a rancher, you are an employer and a leader. Think outside the box, listen to others, and be willing to provide opportunities and compensation that help your employees pursue their own goals.
You can listen to the full conversation with Kane Wellnitz on the Casual Cattle Conversations podcast.
