Retail Management

Master Your Emotions To Drive More Profitable Crop Decisions

Mon, 12 Jan 2026 16:57:05 GMT

As plans for the coming season take shape, many corn and soybean growers continue looking for places to cut expenses. That’s understandable, but if those cuts are driven by emotion instead of hard numbers, they can create expensive mistakes.

“I truly believe that to improve on what we are going to do, we need to evaluate what we have already done,” says Ken Ferrie, Farm Journal Field Agronomist. “Then, a good evaluation of our existing plan can involve actual numbers and less emotion.”

Ferrie likes to start the evaluation process with information from calibrated yield monitors and a disciplined, field‑by‑field review from the previous season.

“[It’s important to] sit down with your farm crew to evaluate each field, seeing how last year’s plan worked out, looking for answers to both the success and the disappointments of the past year,” he says.

Consider What You Had Control Over

A central theme to consider in the process is learning to separate what factors were under your control from those that weren’t. “Be sure to separate Mother Nature’s effect on yield from your management decisions,” he stresses.

Soybean crop performance is a good example of how weather impacted performance and was out of farmers’ control in parts of Illinois. Ferrie explains that in recent years, many growers have used a spread of maturities to manage risk, from roughly 2.6 to 4.2 group beans. That strategy experienced a hiccup when weather turned against full‑season beans this past summer.

“In areas where we saw little to no rain in August and early September locally, these full-season beans lacked the moisture needed to give us big beans,” Ferrie says. “What we saw is that the 3.5 to 4.2 group had kind of lackluster yield compared to the 2.5 to the 3.3 beans.”

The danger, he says, is if farmers react to this single year as if it provides a rule to follow. “If we don’t rely on past yield history and don’t plug in this last season’s weather conditions, we can make an emotional decision that late maturity beans don’t work for me, that I need to cut them from my lineup,” he explains.

But the whole point of using a wide maturity range is risk management. “When you plant a wide range of maturities to mitigate risk, you shouldn’t plan on hitting it out of the ballpark with all of them, because that seldom happens,” Ferrie says. “We don’t know what lies ahead for [2026] weather. We might have a drought. We might not.”

Corn tells a similar story. Weather during pollination—like the “days that we had the heavy fog during pollination” — are showing up clearly on yield maps. Good scouting records are critical for interpreting those maps correctly.

“Good scouting records from the pest team can help sort out pollination issues caused by weather,” he says. “When you combine your past data with this year’s scouting records and weather data, we make better decisions, what worked, what didn’t and why.”

Is Soil Insecticide On Your Cutting Block?

With budget tightening well underway, another recurring question Ferrie has been fielding from farmers is whether to cut soil insecticide on the planter. The answer, at least in Illinois, is to consider how much damage your corn crop is incurring from rootworm.

Field scouting this past season underscored how uneven rootworm pressure can be, according to Ferrie. One consideration is watching root feeding and beetle traps and beetle activity, because many times you can see the problem advancing toward your fields. But he cautions against knee-jerk reactions. For instance, he says to avoid making a decision to eliminate soil insecticide on the planter just because your neighbor is cutting it.

On the other hand, field data can support some risk‑taking where rootworm pressure truly is low. “If we’ve dug and done root washes that show very little rootworm feeding, and we put in some insecticide plots, and I’m seeing little to no response, it’s a lot easier to take the insecticide off the planter,” Ferrie says. But he adds a firm warning: “There’s no rescue for rootworm damage. Once the corn goes down, we can’t make it stand up.”

Assign A Pest Boss For Your Farm

Ferrie frequently addresses the importance and value a pest boss can deliver for your crops. He says to make sure and involve them in your planning meetings for the upcoming season.

“We talk about the importance of a good pest team and a pest boss… they can save your operation a lot of money and/or hassle,” he notes. “The insights they can provide during your winter meetings can help you create a successful and more cost-effective input use and management plan for the upcoming season.”

Reviewing calibrated yield data, scouting records, and using an honest assessment of weather and pest pressure by field are the tools that separate smart cuts from costly ones, Ferrie adds.

Here more about Ferrie’s instructions on making smart cuts for 2026 in his latest Boots In The Field podcast:

3 Corn Disease Lessons You Should Apply in 2026

Mon, 01 Dec 2025 19:49:18 GMT

As farmers continue to battle through the valley of the current farm economic cycle, they can glean valuable lessons about managing corn disease from the 2025 season. According to Farm Journal Field Agronomist Ken Ferrie, these three takeaways can apply next year:

Diseases might be severe in one area but nonexistent a few miles away.
Designating a pest boss and a pest management team pays big.
Don’t walk away from your crop.

Here You Find Disease, There You Don’t

“In 2025, in many areas of the Corn Belt, farmers experienced 10-to-50-bu. yield losses from corn disease,” Ferrie says. “The big problems were tar spot and southern rust, often in the same field. When disease was discovered in time, damage was somewhat preventable.

“Here’s what made management tricky: One field would be at threshold levels for treatment, but 5 miles away fields were disease-free. It boiled down to the disease triangle, requiring a susceptible host, a pathogen and the right environment. In some areas, where the three components never came together, growers harvested some of their highest yields ever with no fungicide.”

That hit-and-miss disease situation, in a period of tight profit margins, made scouting fields and having a pest boss making timely treatment decisions even more crucial than usual.

These photos taken through the windshield of a combine show the impact of a disease compared to two applications of a fungicide. Besides higher yield, the stay-green effect of the fungicide can also lengthen the harvest window.

(Crop-Tech Consulting Inc.)

“Where disease was present, many growers netted a 25-bu.-to-40-bu. yield response from a fungicide application,” Ferrie says. “Good managers who continued to scout often discovered diseases coming back about two weeks after treatment. Many of them sprayed a second time and netted another 20-bu. or 30-bu. response in addition to improved standability. That’s why I say never walk away from a growing crop.

“Conversely, many farmers who failed to identify disease in their fields and did not apply a fungicide found their yields shrank by 40 bu. per acre from their July estimates.”

Go Low for Rust and Tar Spot

One lesson from 2025 that applies to fungicide application confirmed Ferrie’s previous studies and observations.

“Last season, tar spot and southern rust started low on the plants and worked their way upward,” Ferrie says. “Fungicides had to penetrate deep into the canopy to control them.”

With aerial application, big droplets often fell beneath the aircraft and penetrated the canopy. But the smaller, lighter droplets floated to the outside of the pattern, remaining on the top leaves. Most years, that’s not a problem; but in 2025 it provided streaky results.

“With ground applicators, we did not see that streaking effect, because we got good penetration across the swath,” Ferrie says. “They put the fungicide down low, where it was needed.”

Lesson for 2026: To control tar spot and rust low in the canopy, when using aerial application, narrow your spray pattern.

“If you have both diseases in a field, make sure you use a fungicide that controls both,” Ferrie adds.

Your Pest Management Team

“Don’t have a pest management team yet? The offseason is the ideal time to assemble one. Here’s some advice to help:

A team can consist of farm employees, retail employees or scouting services. Hesitant to use someone who sells products? “Lots of great pest managers work in retail,” Ferrie says. “Their success depends on you being successful also.”
You might want to assemble several teams, for various issues such as weeds, disease and insects.
On a smaller operation, the whole team can be just one person, but make sure someone is authorized to make timely decisions.
The team must know how to collect accurate data, including good pictures for the pest boss. There’s no room for emotion in their reports.
Scouting must not stop after a treatment is applied. “If a disease resurges, as many did last year, it can shorten the grain-fill period and turn a great crop into a mediocre one,” Ferrie says.
Just like the scouts, the pest boss must base decisions on data, not emotion, coffee shop conversation or someone else’s team.
While market prices influence the economic threshold of when to treat, don’t let them create an emotional situation where the option is to treat or not to treat.
The pest boss must consider crop insurance coverage when making treatment decisions. Is the operator insured? The landowner? For how much? Do any other insurance factors apply?

3 Big Leadership Myths You Need to Bust

Thu, 07 Aug 2025 19:12:38 GMT

Leadership in agriculture often comes with high expectations. Whether you’re running a multigenerational farm, overseeing a team of employees or managing the day-to-day operations, the pressure to “do it all” can be intense. But sometimes the assumptions we make about what good leadership looks like can actually hold us back.

A recent article from Fast Company lists the three most common leadership myths, along with why it’s time to set them aside. From the push for speed to the pressure of having all the answers, these myths can shape how we lead, often without us even realizing it.

Myth No. 1: Faster Is Always Better

Running a farm is a fast-paced job. With long to-do lists and constant demands, it can be tempting to make quick decisions just to keep things moving. While fast thinking might help you get through a busy day, too many rushed calls in a row can create bigger challenges in the long run.

“While speed has its place, it can also be a liability,” says Tony Martignetti, chief illumination officer at Inspired Purpose Partners. “Moving too fast often means overlooking critical insights, missing long-term opportunities and making short-sighted decisions that sacrifice lasting value for immediate gains.”

This rings especially true in agriculture, where the days are long and the decisions are endless. The pressure to “keep up” with changing conditions can make urgency feel like the only option. But not every problem calls for an immediate fix.

“Before defaulting to speed, ask yourself: Are we moving in the right direction? Are we building something that will stand the test of time?” Martignetti says. “True competitive advantage doesn’t come from speed but from strategic timing and intentional execution. Create space for reflection and thoughtful decision-making.”

Myth No. 2: Innovation Means High-Tech

These days, it’s easy to assume that true innovation requires the latest and greatest technology. From automation and data systems to robotics and sensors, the industry is full of shiny new tools that promise improved efficiency and performance.

However, some of the most impactful changes on the farm don’t involve technology at all. Innovation can be as simple as rethinking how you train new employees to set them up for success, or it can involve updating standard operating procedures (SOPs) to better reflect what’s actually working in your operation, rather than sticking to routines that no longer serve it.

These types of improvements don’t require the latest hardware or software. They require a willingness to think critically, question old habits and try something new.

Myth No. 3: Good Leaders Have All the Answers

As the leader of your operation, you might often feel like you should know everything, but thinking you need to have all the answers can do more harm than good. Not only does it create immense personal pressure, but it can also unintentionally silence the people around you. When team members sense that their input isn’t welcomed or needed, they may stop offering ideas, pointing out concerns or asking important questions.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” Martignetti says. “Leadership isn’t about possessing infinite knowledge; it’s about creating an environment where curiosity thrives, where diverse perspectives are valued and where new ideas can emerge.”

On the farm, where no two days look the same, adaptive leadership is often more valuable than certainty. Martignetti notes that leadership requires you to ask the right questions, like: What are we missing? What could we do differently? What does the team think? These questions open the door to better solutions than any single individual could come up with on their own.

“The best leaders don’t have all the answers; they create environments where the right questions lead to breakthrough solutions,” he adds.

Become a Mythbuster

Running a farm means moving fast, thinking on your feet and handling a hundred things at once — but good leadership requires you to know when to slow down, when to listen and when to try something different. Letting go of old ideas about what leadership should look like can be tough, but it also opens the door to something better.

The best leaders don’t have all the answers, and they don’t rely on flash or speed to get results. They lead by example, stay open to new ways of thinking and create space for the people around them to grow. And according to Martignetti, that kind of leadership can make all the difference.

The Scoop Podcast: Transformations That Make Us Be Better

Fri, 17 Jan 2025 16:33:02 GMT

The 2024 Retailer of the Year is Buttonwillow Warehouse Company, which serves farmers from Modesto to Oxnard, California. Chief Operating Officer Clay Houchin, who is second generation leadership for the family-owned independent ag retailer, shares the business has evolved greatly in the past 60 years to meet the needs of farmers on the lastest episode of The Scoop Podcast.

One of the most pressing issues facing California growers is water usage. Houchin says he could see how in the next five years, 40% of acres could be idled due to availability and cost of water.

And while that may seem daunting, he has belief in how agriculture can face the challenges.

“We in California have the safest–and I hate to use this word–most sustainable food production in the world,” Houchin says. “These growers are incredibly resilient. They’re exceptionally smart business people.”
Transformation is nothing new to California agriculture nor the business at Buttonwillow.

After starting the company, founder Don Houchin then helped farmers navigate the transition from row crops to fresh produce crops and permanent crops. Today it’s footprint includes strawberries, blueberries, table grapes, wine grapes, pistachios, almonds, dairy customers with forage crops, and fresh market citrus.

This meant changes in everything from horsepower in the field to the crop care applied.

“You shift from growing fiber and crops that are going to be fed to animals, to more towards what is going directly into human consumption. And so the sense of urgency goes up. Your care and custody of that crop is intensified, and also the risks and the value of those crops are substantially higher,” Clay says. “So our people had to be better. They had to be able to be moved quicker, because those crops tend to move quicker. One day the crop could be fine, and within 48 hours, you’re needing to do an application to get in there.”

Another force that has elevated the level of detail applied to the agronomics is California state regulations.

“There’s no state or no place in the world where every application is documented and submitted to the government and is also submitted to the processor,” he says. “For every EPA registered crop protection product that is put on that crop there’s a written legal recommendation, it’s given to the grower, the application is done, and then it is filed with the state, and that goes with the food, and it is logged on that acre for years to come.”

He says the record keeping means you can go back decades now and see every pesticide applied to an acre.

“Along with pesticides, came water, because water is a very precious resource here,” he says. “Irrigation monitors log every inch of water that’s going on. And with that now fertilizer, because nitrogen is kind of the hot topic in California, so we have to make sure that we’re applying nitrogen judiciously, efficiently, and we also have to report that to the state.”

Houchin shares more on his outlook as well as tools the company has used to better serve farmers and meet regulations on The Scoop Podcast.

You can read more about Buttonwillow Warehouse Company here.

Bushel Expands Digital Payment Network

Mon, 25 Nov 2024 20:38:29 GMT

Agronomists, truckers, custom harvesters and more can now be part of Bushel’s payment network. The company says this helps farmers and agribusinesses avoid the hassle of traditional checks and ACH delays, achieving near real-time payments tailored specifically for agriculture.

This new feature in Bushel Wallet allows verified farmers and agribusinesses to invite their trusted partners into Bushel’s digital payment network for fast and secure payments.

Bushel Wallet account holders can click the “Send An Invite” button. Bushel then works with trusted identity verification services to ensure that only legitimate businesses join the network, meeting strict banking standards.

For agribusiness accounts, this new feature gives an efficient way to bring an entire customer base into digital payments.

Bushel highlights how its invitation-only model strengthens business relationships—enabling transparent payment status and reducing time spent managing the process.

Additionally, Bushel now integration with Levridge (an ERP system built on the Microsoft Dynamics 365 platform.)

The Levridge integration includes real-time access to contracts, tickets, settlements, and commodity balances, helping both staff and farmers access critical information instantly through the Bushel customer portal.

Seed Leader: Q&A with AgReliant's Brian Barker

Fri, 27 Sep 2024 15:07:40 GMT

As a leading company in seed research and production, Brian Barker joined the AgReliant Genetics team as CEO and president mid-2023. He shares what’s next for the industry and the company as they bring their two seed brands (AgriGold and LG Seeds) to market in the U.S.

What’s ahead in the future of AgReliant?

The company itself has a unique position in the marketplace. There’s nothing quite like it with its parent companies, the brands, the genetics and the product portfolio. Years ago, I ran the corn business for Dow, and I knew from working alongside the folks at AgReliant they had something special. The heart of this company is in corn genetics and corn breeding. It’s one of the largest markets in the world, and it’s a great opportunity space we are well-positioned in going forward.

How do you describe your leadership style?

People and teams oriented. I’m very interested in developing our talent. That’s how the business is run, by people. I’m collaborative in my style. And I’m focused on making sure the company has the right position going forward. My role is to get the energy of the company moving forward focusing on the right things.

What differentiates AgReliant?

Corn is a prominent crop. It has a lot of nuances to it. I look at how we are positioned with our technology and the research engine behind what we do. I’m very excited and impressed with the relationship and the global breeding network we have with our parent companies— driving the genetic diversity needed to deliver great products to our customers. Our core strength is having a strong and unique product offering in our brands with expertise all the way to the farm gate.

What is the brand strategy of the company?

We can get sharper on how AgriGold and LG Seeds are positioned. Both brands are well-established in the market and brands that growers know and trust. We can take those and double down and focus on making sure we can get the right service and the right product to customers.

Describe that global network of your breeding program.

We have our own extensive corn breeding program, and, along with our parent companies, KWS & Limagrain, we have access to significant North American and global capabilities. We are part of a network of multiple breeding programs and testing locations. We use a global genetic pool to bring new and unique corn genetics to local customers and have a deep pipeline of inbreds to combine to make unique hybrids using the newest breeding technologies. Only a handful of companies have this in this marketplace. And we can supplement it with partnerships with the other major breeding companies.

What do you want farmers to know about AgReliant and its brands?

We have long-standing trusted relationship between our brands and farmers. They’ve come to expect our great products, the unique corn genetics with trusted traits and service customized to the different geographic areas. We are a company with global capabilities that operates and serves farmers locally. We intend to continue to drive to be more focused in how we serve customers well.

What’s the one game changer in seed?

A big industry innovation is the continued development of advanced breeding techniques and technologies, such as gene editing. The technology and traits are always going to be valuable, and at the end of the day, we believe advanced corn breeding is going to be a key area of investment.

How has farmer seed purchasing changed?

The products and technologies have changed a lot, especially in the last 20 years with trait stacks and more advanced genetics. Supply chains are getting more refined. At the core, growers are still deciding on the best product and the best service relationship that fits their situation. We’re also seeing the evolution of digital agriculture and how data is gathered and used with analytics for better decision making. There are ways to optimize that in how it will be used and positioned going forward. Our goal is to establish trust and build a track record with our customers. Servicing the product is still classic blocking and tackling.

About AgReliant:
Founded in 2000 by global seed companies KWS and Limagrain, AgReliant Genetics benefits from direct access to a global corn germplasm pool and has a top four corn research program. Through its brands - AgriGold and LG Seeds in the U.S. and PRIDE Seeds in Canada, they market corn, soybean, sorghum and alfalfa.

A bit more personal:
Brian says he’s always loved to cook, but after taking cooking classes it’s really become a passion. His favorite dishes to make are Italian or Thai.

If You Have an Uneven Corn Crop Pollinating, Consider These 3 Next Steps

Mon, 15 Jul 2024 21:15:21 GMT

In many areas of the Corn Belt, the crop quality ratings are above average and better. But not everyone is experiencing that type of crop quality this season, especially those growers dealing with extreme amounts of rain.

Ken Ferrie, Farm Journal Field Agronomist, references corn growers in southern Minnesota who have dealt with 17 inches-plus of rainfall recently. Some growers in northern Iowa, parts of Wisconsin and in those areas where rivers have flooded over their banks are struggling as well.

“I can hear it in your voices on the phone, and I see it in your emails – the frustration, the anxiety that you’re going through,” Ferrie says in his latest Boots In The Field podcast.

“Some of you are starting to talk about throwing in the towel on this crop. I can tell you from many years of experience in this business, we never walk away from a growing crop. Hang in there and fight the battle; it will be worth it,” he encourages.

Want more agronomic insights? Consider attending the Farm Journal Corn & Soybean College, which is fast approaching next week. Learn more here: 2024 Farm Journal Corn and Soybean College: Learn How to Ride the Waves of Farming’s Economic Cycles

Extremely Uneven Crop Growth

Ferrie says growers in heavy moisture areas are seeing a lot of yellowing, short or stunted corn as well as a crop that’s very uneven.

“With near-saturated soils, the short, yellow corn of a different height but in the same growth stage and similar number of collars has a much higher possibility of putting on ears and producing grain,” he says.

“However, when we have V7 corn a foot taller than V4 corn, the short corn will not put on an ear. What I’m saying is this corn is under stress and some yield has been lost. But it still has potential to come back from this stress.”

As proof, he references central Illinois farmers’ similar setbacks last year, in 2023, when extreme heat stress practically fried the corn crop.

“Many growers here were ready to throw in the towel last year as June burned up our crop. But we saw a tremendous rebound in that crop,” he recalls. “That was true even in the fields where cover crop issues locked that corn up for weeks.”

Three Next-Step Considerations As Corn Pollinates

A lot of corn is going into pollination this week, and Ferrie says growers can expect their green corn over tile to tassel first, with yellowing corn to be about five to 10 days behind. As a result of the uneven growth and pollination, several things concern him that he wants farmers to consider.

1. The first issue to address could be silk clippers. “This is a problem when it comes to silk clippers like rootworm beetle and Japanese beetle, because they’re feeding on fresh pollen,” Ferrie says. “They’ll travel the plants that have fresh pollen, meaning a small number of beetles can be a problem because they keep moving to the next plant as it drops pollen. We need all this corn to pollinate, we need it to produce as long of ears as we can get.”

He recommends evaluating potential for an ROI from spraying silk clippers. Consult with your retailer or crop protection representative for additional direction.

2. Tar spot is beginning to show up, so be aware of what’s happening in your field. The second issue that concerns Ferrie is the potential farmers in the water-saturated areas will possibly have with tar spot, which can decimate a crop quickly.

“You may be forced to spray early for the tar spot if infestation starts at the bottom of the plant,” he says. “But you may be able to get the first round of tar spot and the beetles in one shot.”

3. Consider doing some nitrate testing. “Some, maybe most of this yellow corn is yellow because of a lack of oxygen,” Ferrie says. “This tends to be worse in corn-on-corn because the microbes use up a lot of oxygen, decomposing last year’s stocks. I suspect when it dries out and oxygen returns, this yellow will go away.”

Be aware, he says, that adding nitrogen to yellow corn deprived of oxygen will not turn the crop green.

“Once it dries up, my recommendation is to pull some nitrate tests and check for both nitrates and ammonium. Check it over the tile lines and compare it to where the short yellow corn was,” he advises. “If we lose too much, we will need to come back with some more nitrogen –30 to 40 pounds per acre – either with high-clearance equipment or airplanes.”

The goal is to feed that crop so it doesn’t run out of nitrogen going into August. Being proactive to feed the crop can payoff.

“After 15.6 inches of rain fell here in June of 2015, we saw a 60-bushel response to our airplanes when we applied rescue N here in central Illinois,” Ferrie recalls.

For growers who have an issue with tar spot, Ferrie offers some additional direction.

“Depending on the rain and the humidity, you may need a second shot of a fungicide for tar spot. We would suggest coming out of the gate with that first spray using a fungicide with multiple modes of action, a longer-lasting product. Then, come back that second time with probably a generic to help you finish out the season.”

Consider Hybrid Types

The type of hybrids planted will make a significant difference in what kind of performance growers can anticipate, moving forward after pollination. Ferrie adds.

“The hybrids that we call a G or L1 – that flex ear size early – have no doubt given up some potential, but they will gain some back in kernel depth,” he says.

“The hybrids that gain a lot of yield in late-season through length and especially depth of kernel, what we call the L2 or D hybrids, it is still game on for these hybrids. The good news is most of the hybrids being planted up there (in those areas hit by extreme moisture) are D hybrids. Stay in the fight,” he encourages.

In other news:
2024 Farm Journal Corn and Soybean College: Learn How to Ride the Waves of Farming’s Economic Cycles

Tar Spot Disease Pressure Is In the Forecast Now

What You Need to Know About USDA’s Surprisingly Friendly Changes to Corn, And Why Prices Seem Unimpressed

University of Nebraska Professor Leads RNAi Research Targeting Western Corn Rootworm

Young Farmer Cashes In On Corn With Cattle

Mon, 07 Aug 2023 15:10:31 GMT

At a mere 28 years old, Tony Schwarck jumped headfirst into a high-effort and high-risk business venture. After a decade of working with his parents and grandparents on their row-crop operation, he knew his future in farming would need to take a different path. Farmland and cash rents were sky-high in his competitive area of northern Iowa, so expanding their corn and soybean acreage to support three families was a big hill to climb.

Tony and his wife, Aarika, began researching ventures to complement their existing operation and generate new income. They had two resources during the winter months—time and corn. The couple explored several diversification options , but it was beef finishing that finally penciled out. The Riceville, Iowa, couple became farmer feeders, and in that first year, 2013, they marketed 300 beef heifers.

“We wanted to utilize our homegrown corn,” Tony says. “A young producer has time and not a lot of equity, so livestock is a great fit. We take the corn we raise, feed it to cattle and they are giving us a byproduct we can apply to our fields to help us grow better corn. It’s really added value to our acres of corn, and now we concentrate on marketing corn through cattle.”

This year, the Schwarcks are on track to market 2,500 head of cattle. They have also expanded their crop business to 1,200 acres of corn and soybeans, up from the first 160 acres Tony rented on his own in 2006.

Tony is armed with considerable management skills and sheer nerve. His ability to reimagine and build a venture from the ground up are just a few of the reasons he earned the 2019 Tomorrow’s Top Producer Horizon Award .

“Tony’s work ethic and decision-making abilities are unparalleled,” says Robert Williams, a CPA with Hogan Hanson and the Schwarcks’ long-time adviser.

Analyze. Monitor. Act. When the Schwarcks decided to become farmer feeders, they faced a big challenge: a lack of capital. They knew their plan could work. They just needed to get the bank on board.

This new venture created an opportunity to find a new lending partner. Their lender, Eric Paulson, helped them restructure debt and set them up on a borrowing base. Each month, the Schwarcks and Paulson analyze that borrowing base.

“This monthly review has made me a better manager, as it allows me to constantly know our financial numbers,” Tony says. “Every month Eric is looking at our numbers. If we have a good month, he points out what we did correctly. If we have an off month, we can identify problems and potential problems a lot quicker.”

“Tony and Aarika have utilized timely financial analysis toward managing their growth and improving efficiencies,” says Paulson, senior agricultural loan officer with Wells Fargo in Mason City, Iowa. “They are constantly asking for ways to improve both day-to-day and strategic operations.”

Aarika has taken over the farm’s record keeping and accounting. She created two accounts, one for cattle and one for grain, so they could properly assess financial decisions.

Numbers were always the basis of decisions for the Schwarck family, starting with Tony’s grandfather, Chris Schwarck and father, Dan Schwarck. “When we had meetings, even when I was young, the numbers were discussed,” Tony says.

This process of sharing financials with successors is key in making successful management transitions, says Dick Wittman, a family business consultant and Idaho farmer.

“Doing so exposes your successor to your business culture,” Wittman says. “Plus, someone wanting to join the operation needs to know the scale and scope of the business.”

“Feeding cattle has made me a better farmer.”

Comfortable Cows. Strict financial analysis led the Schwarcks to expand their finishing operation in 2017. They built a state-of-the-art cattle facility that houses 600 head. The building’s monoslope pitched roof and curtains allow sunlight and cool air in but keep snow and rain out.

“We can can’t completely control the environment, but we can really help it,” Tony says.

The Schwarck team uses a cloud-based software program, Performance Beef Livestock Analytics, to track data such as the cattle’s weights, feed ingredients and costs. Every day the cattle’s rations are automatically recorded using an iPad linked with the scale on the feed truck.

“This lets us track performance and weight,” Tony says. “We keep track of all costs, including freight, vaccines and vet expenses, death loss and any money we have invested in a hedge account. This allows us to be current on breakevens and billing.”

Typically, the feeder calves arrive at Schwarck Farms straight from a breeding ranch and weigh 550 lb. to 650 lb. Around 220 days later, they are ready to be sold, weighing around 1,400 lb.

The Schwarcks’ row-crop operation provides 60% of the corn they feed to the cows. The balance of their corn production is sold to local ethanol plants, from which they buy distillers’ grain.

To reduce costs, the Schwarcks traded their hopper trailer for a belt trailer so they can haul corn to the ethanol plant and reload it with distillers’ grain for the feed yard. “This alone saves our operation roughly $800 per week,” he says.

This constant eye on costs helps Tony smartly buy feeder cattle. “That’s one thing I have to work on,” he says. “If the numbers don’t work—pass. They sell feeder cattle every day of the year.”

Constantly, Tony sees how his experience as a farmer feeder improves his crop operation and vice versa. “Raising a market steer is the same philosophy as growing an acre of corn,” he says. “It’s the little things that count—that’s what separates big yields from small yields. Feeding cattle has made me a better farmer.”

For instance, having interests on both the supply and demand sides of the marketing ledger provides perspective. “Farmers are sitting on corn waiting for a better market, and we are moving that corn all the time and catching profit on it with the cattle,” Tony says.

For grain marketing, Tony develops what he calls a “strike zone” for prices. “When the market rises over our cost of production, I start making small sales. As the market continues to rise, I continue to sell until we are 60% sold,” he says.

Time To Delegate. As Tony has shifted into his leadership role, he’s assessed how he spends his time. “Being a young producer, I felt I needed to be the one who planted, fed the cattle, sprayed, etc.,” he says. “Now I know employees place a stronger bond with their jobs when they realize they have purpose and take pride in their work.”

Beyond family members, Tony employs two full-time and two part-time team members. His goal is to align employee strengths with daily roles and to provide a professional environment.

Tony says he’s lucky to have both his father and grandfather as mentors because they fall on two ends of the spectrum when it comes to risk. “I’ve learned from my dad to not bite off more than you can chew, and I’ve learned from my grandpa an opportunity doesn’t present itself very often, so be ready,” Tony says.

Looking forward, Tony is focused on fine-tuning his cost of production and maximizing profit.

“We’re margin operators in every aspect of our operation—whether that’s growing an acre of corn or producing a market-ready calf. The margin is thin, so we want to maximize every dollar we spend.”

Watch a video about Tony Schwarck’s operation and learn more about the Tomorrow’s Top Producer Horizon Award at bit.ly/Tony-Schwarck

A Snapshot of Schwarck Farms

A Family Affair: Tony Schwarck is a fourth-generation farmer in Riceville, Iowa. In 2004, he joined his family farm, which includes his parents, Dan and Laurie Schwarck, and grandparents, Chris and Ann Schwarck. “It’s a father’s dream to have your son follow in your footsteps,” Dan says. Tony and his wife, Aarika have a daughter, Annalee, 2.

Crop Farming: Tony’s crop operation includes 1,200 acres of corn and soybeans, while the family’s combined operation is 2,600 acres. The Schwarcks analyze soil and yield maps to set yield goals. Last year, they overhauled their 16-row corn planter with high-speed planting capabilities. “It was almost like getting a bigger planter since we can cover more acres in day,” Tony says.

Beef Finishing: In 2013, Tony and Aarika started a beef finishing operation. In the first year, the couple marketed 300 beef heifers. In 2019, they will market 2,500 head of cattle. Nearly all the cattle they finish are Black Angus, and they use the Iowa Cattle Marketing Group to negotiate the best price for fat cattle.

Leadership: The Schwarcks support many local organizations and causes, such as the Riceville Fire Department, Riceville First Foundation, Wapsie Great Western Bike Trail and the Riceville FFA Chapter. They are also members of the Iowa Cattlemen’s Association.

Photos: Pat Lichty, Top Producer

Final compliance deadline nears for ELD mandate

Fri, 23 Sep 2022 20:00:28 GMT

The final compliance deadline for mandated electronic logging devices in U.S. trucks will arrive Dec. 17.

Beginning on that date, all motor carriers and drivers subject to the U.S. Department of Transportation’s Federal Motor Carrier Safety Administration (FMCSA) electronic logging devices final rule must use an ELD.

The deadline also applies to “grandfathered” automatic onboard recording devices, which after Dec. 17 will no longer be allowed under the Federal Motor Carrier Safety Regulations to provide records of duty status as a substitute to a required ELD. Motor carriers utilizing an automatic onboard recording device must have a fully operational ELD installed by Dec. 17.

The Commercial Vehicle Safety Alliance — a nonprofit association comprised of local, state, provincial, territorial and federal commercial motor vehicle safety officials — said in a news release that inspectors will begin fully enforcing the ELD rule on Dec. 17; there will be no “soft enforcement” grace period.

In addition, the release said the FMCSA has said there will be no extensions or exceptions made to the Dec. 17 ELD rule deadline. According to enforcement guidelines in the North American Standard Out-of-Service Criteria, the release said a property-carrying driver who does not have a record of duty status in his or her possession when one is required will be declared out of service for 10 hours and a passenger-carrying driver without a record of duty status when one is required will be placed out of service for eight hours.

An electronic logging device automatically records a driver’s driving time and other hours-of-service data as a way to minimize driver fatigue and improve safety, according to the release.

The device monitors a vehicle’s engine data and can detect when the vehicle is moving.

The FMCSA has published an online list of frequently-asked-questions about the ELD mandate.

Related articles

Produce shipments, truck rates down so far in 2019

Year in Produce No. 5 — Trucking industry and ELDs

More flexibility coming for hours of service regulations?

App Launches to Streamline Dry Bulk Freight

Tue, 09 Mar 2021 16:40:58 GMT

An app open and available to all dry bulk shippers and carriers, Roger, has the goal of streamlining and digitize the freight process.

As CEO Jeff Schreiner explains Roger is providing a neutral solution—not favoring the shipper nor the receiver and working within other technologies the companies are already using.

“It was a goal for us to bring a solution, a single solution, that would eliminate the individual development of technologies that could lead to shippers or receiving using up to six apps to do one thing,” Schreiner says.

Roger is backed by tech company Bushel and is compatible for any dry bulk load, and therefore, agricultural markets a key focus at its launch. This includes fertilizer, grain and aggregate materials.

To field test the app, The Andersons Inc., Cargill, Consolidated Grain and Barge Co., Koch Fertilizer and The Scoular Company pooled their expertise and gave feedback during its pilot program.

“These are competitors that compete on almost every level, but the conclusion that the neutral point of view is the most important. We can’t benefit the shipper or the carrier unequally. That’s why Roger is independent. Our goal is to not tip the scale in either direction, which is why we wanted to learn on their this deep experience with commodities and the deep dry freight experience.”

In the pilot program, the company was able to work through the very detailed processes of shipping and receiving to identify all of the activities needed to be included in the app.

“It was hard to get the settlements process right, for example, but we did it,” Schreiner says. “We can say we provide a seamless integration. It’s all baked in.”

He says the app reduces paperwork and manual errors and it eliminates “Where’s my truck” calls with its GPS tracking.

Roger also provides a view into its larger network of users so new trucking relationships can be found.

“Deals are relationship-driven, who you know and when you know them. In Roger, we’ve used the power of tech to extend out the relationship. So shippers and carriers who may never known they have a good match, can expose themselves to new groups of people,” Schreiner says.

Growmark Leans Into The Perfect Storm For Distribution Changes

Tue, 22 Dec 2020 15:23:57 GMT

In the middle of its busiest time as an input distributor, Growmark also had to bob and weave to the challenges of the COVID-19 pandemic. Then, in the fall, Growmark announced the acquisition of Southern States’ wholesale agronomy and energy assets.

Growmark’s leaders leaned into the trifecta of factors which made for this perfect storm, and the result is a complete strategic change in structure for their distribution.

At the beginning of 2020, Growmark had hub and spoke model for its dry cargo distribution with a majority of focus on its midwestern footprint.

“What kept me up at night was any disruption to our primary distribution hub in northwestern Illinois,” says Rod Wells, Chief Supply Chain Officer at Growmark. “In the spring with COVID-19, we realized we had a lot of eggs in one basket. So, it clearly pointed our eye toward the need to broaden our distribution network.”

In the short-term, Growmark identified FS member cooperatives to set up as ship to locations as a Plan B. And they implemented best practices per the CDC to keep their on-site teams healthy.
Simultaneously, the company started planning for its longer term future, and how they could establish a more resilient and customer-focused supply chain network.

“We started to think through how to de-risk the inventory at any one spot and maintain the ability to execute over a broad geography,” Wells says. “We needed to get away from the hub and spoke model. Moving towards a regionalized structure reduces execution risk and allows us to be closer to the end user customer.”

As of September, Growmark was also preparing to gain its new footprint with the Southern States wholesale business acquisition. Wells says the timing was ideal in that the leadership could use the wider geographic reach to help implement the strategy.

The company had an existing facility in York, Penn., and with the Southern States transaction added a warehouse and distribution center in Farmville, NC. This summer they entered into a new lease for a facility in Lyons, New York. And after identifying the need for a facility to serve Kentucky, southern Ohio and Tennessee, a location was leased in Lebanon, Ken., to add to the reach of their facility in Akron, Ohio. Another facility will be added in north-central Iowa for spring 2022.

“We look to how we can position ourselves to be within a three-hour drive time of our customer,” Wells says.

Added together, by the spring of 2022, Growmark will have doubled its network while reducing the risk at its previous main hub in Alpha, Illinois.

“What I think is impressive of what we’ve built here is this will drive cost and risk out of our system while expanding the geographic footprint we serve,” Wells says. “Just because we have a warehouse doesn’t mean we have to fill it. We have to be disciplined in the way we procure our inventory so we don’t have obsolete or excess inventory while maximizing turns at our facilities. It’s definitely a challenge”
One recent example that highlighted the need to invest in being nimble was the mid-season decision on the three dicamba products in 2020.

“When that decision came out in early June, we were in the midst of post-spraying,” says Jeff Bunting Crop Protection Division Manager with Growmark. “A lot of those three products were already at the retail location, and our members were quick to pivot to another option.”

Bunting says a lot of decisions were made based on changing information, but with 14 days left in the spray season, the team did what they felt was necessary to navigate those crucial remaining days.

As a takeaway from that situation, Bunting shares it’s helped the team be even more aware of inventories and the changing dynamics of the crop protection industry in-season.

How to Ace the Interview to Find Quality Employees

Wed, 25 Nov 2020 20:33:16 GMT

When you think about acing an interview, you probably picture yourself as the interviewee. However, finding quality employees is one of the biggest challenges farmers and farm mangers face, so perhaps it’s time to focus on acing your interview process.

A good employee does more than just show up for a paycheck, they have a personal stake in the success of whatever part of the farm they’re involved in. Don’t just ask surface-level questions, dive deep to find out what kind of employee each applicant will be.

“Essentially you want the candidate to answer three big umbrella questions,” says Whitney Kinne, career coach located in southern Missouri. “And when you address the big questions, you can identify ‘micro’ questions within each of these categories.”

Kinne offers a few baseline questions you should ask in every interview as well as a few follow-up questions as to why these questions are critical:

Do you have the skills necessary to perform the job? Or can you learn them easily?
1. While it might be easy to teach someone to throw hay bales, some tractors and other job requirements might be trickier. What should the candidate already know how to do or what are you willing to take the time to teach?
Does this individual actually want to do this job? What’s their motivation?
1. Wanting a paycheck is fine, but that can’t be the only reason someone shows up to work. Why this job? Why this farm? What are their goals for the future of their career and how does that coincide with the farm?
Will the candidate fit in well with our current team? Is this the right role?
1. A lot of this comes down to personalities. Will this person fit in well? Are they willing to take constructive criticism? Is there a better place for them on the farm than the position they’re interviewing for?

Before you post

Make sure you do your homework before bringing candidates in for interviews — the good ones will have deep questions and you need to be prepared with answers. Make sure the job you’re hiring for meets the current needs of the operation and be ready to prioritize what responsibilities are most important.

“Before posting a help wanted announcement, assemble a written position description,” says Melissa O’Rourke, Iowa State Extension farm and agribusiness management specialist. “Make a list of all the different duties expected of this new employee.”

Explain both physical requirements as well as previous training the individual will need. If a CDL is required, note that in your call for applicants. While you don’t have to mention it in the job description, know what pay you can provide as well as any additional benefits such as sick days, vacation and health care.

“Be sure to request references from job applicants,” O’Rourke adds. This could be the easiest way to weed out the good from the bad.

Two Transportation Updates From Ag Retailers Association

Tue, 24 Nov 2020 22:31:12 GMT

FMCSA Helps American Farmers, Commercial Drivers by Clarifying Ag Commodity Definitions

On Nov. 19, the U.S. Department of Transportation Federal Motor Carrier Safety Administration (FMCSA) announced a final rule clarifying agricultural commodity and livestock definitions in hours-of-service regulations. FMCSA continues to work with the U.S. Department of Agriculture to further align the agencies’ interpretations of ag commodity definitions. In June 2018, FMCSA announced regulatory guidance for transportation of ag commodities.

Rail Customer Coalition Applauds Final Senate Confirmation of STB Nominees

On Nov. 19, members of the Rail Customer Coalition, including ARA, applauded the U.S. Senate for confirming Robert Primus and Michelle Schultz to fill the two remaining vacancies on the Surface Transportation Board (STB). ARA sent a letter this summer in support of the nominees. Learn more and see what others are saying about the confirmation.

Late Harvest Delays Anhydrous As Unapplied Acres Stack Up

Sun, 15 Nov 2020 19:04:49 GMT

It’s Déjà vu for many ag retailers. The late harvest of 2018 left many acres without anhydrous applications done, and the spring of 2019 wasn’t conducive to catching up on that backlog. Now, in mid-November 2019, retailers are reporting progress but not near the coverage they need to be at.

“We’ve been fighting conditions all fall—like we did last fall and last spring,” says Brandon Wilson with New Century FS in Melbourne, IA. “We had some guys running in the third week of October. And if it would have stayed dry, we’d be in a different boat now.”

As Wilson explains, “We’ve had guys run 24-hour shifts already applying anhydrous. So far, we’ve applied 25,000 acres, and we’ve got 60,000 acres of custom anhydrous yet to do,”

Ag retailers needed all the dominoes to fall just in the right order to apply across all the acres they needed to cover. Anhydrous tanks can’t roll until the crop is out and soil temperatures drop.

This week USDA reports harvest progress at 66% for corn and soybeans at 85%, which is up from last week’s numbers but still behind the five-year average. University Extension and many in the industry recommend waiting for soil temperatures to be 50 degrees or less to minimize the loss of applied nitrogen.

In central Illinois, the team at The Equity says the long-lasting warm weather slowed their applications of anhydrous.

“We went from summer to the middle of winter,” says Ryan Wermert with The Equity. “We are maybe 70% done with dry fertilizer application, but I don’t know if we are even 30% done with anhydrous.”

Adding to the challenges brought by harvest and the weather, having so many acres to cover means labor challenges as well. Wilson shares his team has already incurred a lot of overtime.

“In the last payroll, we had 60 to 70 people who (in total) had 3,500 hours of overtime, and we haven’t hit full stride this fall yet,” he says.

Right now, retailers are just readying themselves to seize the application windows left in 2019.

“It seems like there will a bit of a let up in the weather, and we can keep moving,” says Wermert.

Analytics To Look At 50,000 Acres In 30 Minutes

Wed, 11 Nov 2020 06:21:22 GMT

As an aerial imagery analytics company, IntelinAir is working to equip trusted advisors with tools to help farmers make better decisions faster.

The company’s AgMRI system is informed by 13 in-season high resolution images as well as layers including: weather, soil data, as-applied maps and more. Its machine learning is applied to identify performance issues and alert users to areas and fields that need to be addressed.

“This intelligence allows for an agronomist to look at 50,000 acres in 30 minutes and then appropriately address a prioritized list of fields in need of immediate attention,” says Josh Thornsbrough, IntelinAir vice president of sales and marketing.

The high-resolution images displayed in the AgMRI platform provide a row by row and plant by plant view. The newest feature to AgMRI is Compare View, which allows for side-by-side comparisons of field images gathered through the season.

“You can scroll through the progression of the season and pinpoint exactly when the issue occurred,” Thornsbrough says. “For example, it’s one thing to know you have an emergence problem, but it’s another thing to know why. We’ve been able to use our tools to give population estimates and make smarter, faster replant decisions.”

He also details how this tool can help evaluate the performance of management decisions through the season. One example given is how the platform identified a row stressed due to lack of nitrogen in an early season application, a rescue application was made, and the crop response was measured.

Scouting photos can be added to the system by any authorized user.

“The automated crop intelligence is changing the way farmers and retailers communicate.” Thornsbrough says. “We talk about how our product is helping illustrate the benefits of man plus machine.”

Another example given by Thornsbrough is a field struck by a wind event. From the road, the field appeared fine, however the aerial images identified stressed corn.

“Without being able to identify that there was an issue and then go out and scout the field, the farmer and their seedsman would not have been able to respond in such a timely manner,” he says.
And he says the IntelinAir team is aiming to help retailers gain a competitive advantage.

“IntelinAir can help retailers go from being product and service oriented to become a business partner because we can help bring information farmers don’t already know and can’t get anywhere else,” he says.

The company is focusing on a geographic area in Illinois between Bloomington, Champaign and Springfield where the products has been used on 5 million acres. It also has plans for future expansion.

Register Before January 6 for CDL Drug & Alcohol Clearinghouse

Wed, 11 Nov 2020 06:20:50 GMT

The U.S. Department of Transportation Federal Motor Carrier Safety Administration (FMCSA) launched registration for the Congressionally-mandated Commercial Driver’s License (CDL) Drug and Alcohol Clearinghouse.

ARA encourages users to register early to ensure enough time to complete the registration because all users must gain access to the clearinghouse once it is implemented on Jan. 6, 2020.

Authorized users must register to request access to information in the Clearinghouse and sign in with a login.gov account to begin the Clearinghouse registration.

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Syngenta Miravis Ace Fungicide Premix Available For 2019 Season

Wed, 11 Nov 2020 06:15:24 GMT

Miravis Ace fungicide for improved control of Fusarium head blight (head scab) in wheat is now available from Syngenta for the 2019 season. The convenient premix of propiconazole and Adepidyn fungicide, a new mode of action for head scab, will help wheat growers unlock a completely new way to manage head scab and get ahead of diseases such as Septoria that could be more prevalent if current weather patterns continue.

With conditions ripe for disease development and great turbulence in wheat futures, Syngenta believes growers will be looking to find every opportunity to push yields, test weight and quality to their maximum potential in 2019.

“While it may be premature to determine how the weather will impact head scab severity in 2019, it’s not too early to begin making a management plan to protect their investment,” explained Nathan Popiel, Syngenta agronomy service representative. “Growers know head scab management always requires planning, but this year, growers will have more time to protect their crops with Miravis Ace and push their potential yield. For the first time ever, they will have a wider window of application, from as early as 50 percent head emergence up to flowering.”

Multiple years of Syngenta and third-party field trials have confirmed the ability of Miravis Ace to protect wheat yield and quality when applied early: 13 out of 15 field trials in 2018 that compared Miravis Ace to older fungicides at both 50 percent head emergence and flowering showed improved disease control and yield results1. Specifically:

At 50 percent head-emergence timing2, Miravis Ace averaged 77.2 bushels per acre (bu/A) and a deoxynivalenol (DON) level of 3.1, compared to 71.6 bu/A and a DON level of 5 with Prosaro® 421 SC fungicide
At flowering timing, Miravis Ace averaged 78 bu/A and a DON level of 2, compared to 73.5 bu/A and a DON level of 2.4 with Prosaro 421 SC

Having more time to get ahead of head scab removes a great deal of uncertainty for the grower and opens up a completely new way to manage this devastating disease.

“While older fungicides have provided a level of protection, having to hit flowering precisely leaves no room for delays or errors,” said Eric Tedford, Syngenta technical fungicide product lead. “The power and stamina of Miravis Ace allows growers to spray earlier, protect the main head and tillers, and not sacrifice efficacy or yield potential. We think Miravis Ace will be a game-changer for growers.”

Retailers Encouraged to Stand Up For Grain Safety

Wed, 11 Nov 2020 06:14:56 GMT

This week (March 25 to 29) is the National Safety Stand-Up For Grain Safety Week. The initiative aims to raise awareness about grain handling and storage hazards, provide education and training, and convey safety best practices.

Here’s an overview video of the safety initiative:

If you aren’t familiar with the concept of a safety stand-up, it is a voluntary event for employers to talk directly to workers about safety. Specific for grain safety topics could include “Grain Engulfment Hazards” and reinforcing the importance of grain bin safety. Stand-up events can be used as a communication tool to address everyday hazards as well as give employees direct connections with management. Click here for even more information about safety stand-ups.

You can share your stand-Up success stories on social media with the hashtag #StandUp4GrainSafety

Here are some of those:

Take a look at the six steps to grain safety. This week during #StandUp4GrainSafety remember to share these factoids and help make people aware of the hazards associated with grain handling. Let’s help educate each other! #SafetyAsAValue #ZeroIncidentsGoal #chsinc pic.twitter.com/8aimW9QEkO
— BrockDexter (@BrockDexter1) March 26, 2019

#Plant19 is on the horizon and we often face a narrow window of time to prepare for the busy season. #StandUp4GrainSafety Week is an important reminder to focus on safety in all areas of your operation. How do you focus on safety in busy times? #CargillGrain pic.twitter.com/E7wEOJFGpB
— Cargill Grain US (@CargillGrainUS) March 27, 2019

This outreach effort is organized and supported by the OSHA and National Grain and Feed Association Alliance , the Grain Elevator and Processing Society (GEAPS), the Grain Handling Safety Coalition (GHSC), the American Feed Industry Association (AFIA), the University of Texas-Arlington (UTA), and Nationwide Insurance, who sponsors the Grain Bin Safety Week every February.

Agribusiness Workplace Trends: How Does Your Company Compare?

Wed, 11 Nov 2020 06:14:15 GMT

With unemployment in the U.S. at 4%, the job market is competitive. This is especially true for agricultural jobs, as the Corn Belt and Great Plains states have some of the lowest unemployment rates in the country.

What trends are emerging in this tight labor market? The latest edition of the Agribusiness HR Review by AgCareers.com shows competing for talent is a challenge and companies are exploring new recruitment methods to attract and retain good employees.
Here are a few of the highlights from the report.

Top Challenges

What are the most concerning human resource matters?

Competing for talent
Employee training and development
Fair and competitive compensation systems
Managing a multigenerational workfoce
Employee wellness/benefits initiatives

Recruiting

The top recruiting challenge is applicants not having required skills
Hourly/non-exempt positions are the most difficult position to recruit.
More than 80% of companies use social media for recruitment efforts—up 12% from 2017
Facebook remained as the top social media site used for recruiting efforts.

The top 5 methods of attracting prospective applicants are:

Employee Referrals & Networks (79%)
Corporate Website (68%)
College / University Recruiting (58%)
Industry Specific Job Boards (e.g.: AgCareers.com) (57%)
General Online Job Boards (e.g.: Careerbuilder.com) (55%)

Employee Turnover

45% of employers reported turnover of 10% or less, while 37% reported turnover between 10% to 20%, and 18% reported turnover of greater than 20%.
The number of weeks it took to replace employees varied by position and level of accountability. In general terms, the executive level roles took more than 12 weeks to be filled, while middle management and salary/exempt staff was generally 4 to 6 weeks. Sales roles took between 6 to 8 weeks to be filled. Hourly/non-exempt staff replacement was typically between 2 and 4 weeks.
In the next 12 months, 33% of companies reported they expect to fill 10 to 50 job openings.
Most participants anticipate between 1% and 5% of the workforce to retire within the next 1 to 5 years.

Workplace Diversity

Survey participants reported that 26% of their workforce is female. But, 57% indicated the proportion of female workforce has increased in the past 5 years.

Employee Development

Onboarding programs are in place with 76% of the participating companies. Of those with onboarding programs, 57% indicated their onboarding program is less than 30 days, 85% note they utilize hands-on training, 55% said they use job shadowing and 51% use cross training.
82% of companies determine the amount spent on training for employees on an as needed basis. The average spent on training per employee was $1,740.
54% of participants have succession planning in place, while 29% of companies have no career advancement policy initiatives in place.

Engagement and Retention

To keep employees challenged and productive in their roles, 75% of respondents have a bonus system in place.
Other approaches to motivate employees included training and development (68%), promotion (61%), and notably succession/career planning (45%).
Around 40% of companies have adopted a flexible staffing approach, a 14% increase from 2017. Flexibility in schedule was the most common approach among agribusiness companies (53%). An equal number of respondent companies allowed employees to work from home or employed part-time staff (both 40%).

The 2018-19 Agribusiness HR Review includes contributions from 84 agribusiness companies.

5 Millennial Management Tips

Wed, 11 Nov 2020 06:14:10 GMT

Engage, motivate and train a stellar team

Odds are good you have millennials on your team. You might even be one of them. This demographic claims more than one in three U.S. jobs, according to the Pew Research Center. Whether you are managing millennials or you are a millennial leader responsible for guiding a group of employees in day-to-day operations on your farm, generational differences shouldn’t be ignored.

To make sure your team is embracing millennials to perform at peak capacity, follow these guidelines as part of your leadership strategy.

1. Drop assumptions. Yes, millennials can exhibit frustrating traits such as an addiction to social media and a high need for praise. But they are also tech-savvy and the most educated generation in the world’s history. It’s unfortunate members of this generation often are associated with negative labels, says Sarah Bohnenkamp, a leadership coach for millennials.

“It is easy to judge and stereotype because we have different experiences and environments,” Bohnenkamp says. “But millennials are frustrated that they are judged all the time.” Employers should work to understand their employees as individuals and maximize the unique talents they bring.

2. Set clear expectations. Tension and stress erupt when employees and employers aren’t on the same page. This is especially true for millennials who seek value and fulfillment at work, says Aoife Lyons, Alltech global director of education initiatives and a licensed clinical psychologist. Discuss expectations and reinforce them.

“At the beginning of a relationship is the only time you can set expectations and guidelines,” Lyons says. “The biggest reason a millennial leaves a job in the first two years is because the job was oversold.”

3. Consider alternative approaches. Because farming is a cyclical business, managers can become resistant to change. Does your farm’s culture imply all tasks must be done a certain way? “Don’t let fear and resistance to change drive your behaviors,” Bohnenkamp says. “Recognize there is always room for creativity and innovation.”

Many millennials bring more experience than their predecessors because of a focus on education and internships. As a result, it will frustrate them if their new ideas are quickly shut down.

4. Communicate their way. How and when you converse with your team is vital. Communicate in the method that works best for employees, Bohnenkamp says. Some team members might prefer in-person meetings. Others want a call or a text. Along the way, ask for feedback about your communication style. “When you’re speaking with someone, ask, ‘What did you hear?’” Lyons says. “Make sure it matches what you meant to say.”

5. Encourage two-way mentorship. Millennials place a premium on values such as empathy, understanding and collaboration, Lyons explains. This means they want the opportunity to receive and provide feedback during the course of business. “The traditional way to give feedback was to have annual review, but this generation wants constant feedback,” she says.

Developing a mentor program also can facilitate communication and improve job confidence. “Millennials are very low risk-takers,” adds Linda Sowers, an instructor of ag economics and ag journalism at the University of Missouri. “They need mentors, someone they can ask questions and get permission to take a risk.” They also have skills and experiences that can aid older employees.

Nominations Open for the 2017 Precision Impact Award

Wed, 11 Nov 2020 06:06:23 GMT

Retailers Stand Up For Safety With ResponsibleAg

Wed, 11 Nov 2020 06:06:12 GMT

Six years ago the team at CHS in Marshall, Minn., made a big investment in time and resources to get all of their processes and facilities in compliance with regulations. In January, they found out there was still some work to do.

“Over five days, our four facilities had an audit with ResponsibleAg,” explains Terry Schmidt, regional agronomy manager for CHS Marshall. “It was a great scorecard to see how we are really doing with safety and compliance.”

He says the audit noted less than $5,000 in follow up expenses—including a few electrical issues and a welding blanket. But mostly the issues were about paperwork, and those were fixed in less than a week.

“An audit like this isn’t something to be afraid of. This isn’t about getting an F on a report card or a demerit. It’s something you want to do to prove where exactly you are at,” Schmidt says.

ResponsibleAg has conducted 1,400 audits on individual facilities in the past 2.5 years. Its audit includes current regulations from EPA, DOT, OSHA and Homeland Security.

“We understand the biggest obstacle for retailers is the unknown,” says executive director Bill Qualls. “But adopting the philosophy of not asking the questions because you don’t want the answers isn’t gauging the state of your facility.”

For Schmidt and the team at CHS Marshall, having the audit and certification done means they’ve invested not only in their team and facilities’ safety but also the community.

“I want to make sure that as a local co-op we are proving that we are doing everything we can do and do it right. We don’t want to cause any emergencies or issues for our local community or employees,” Schmidt says. “Accidents happen, but I don’t want it to be because of neglect.”

CFATS: What It and Its Renewal Means to Ag Retail

Sat, 30 Jun 2018 00:12:08 GMT

In 2006, the regulatory program Chemical Facility Anti-Terrorism Standards (CFATS) was established. CFATS is overseen by the Department of Homeland Security (DHS) aiming to prevent chemicals from being stolen, sabotaged or deliberately released by any bad actor, including terrorists.

CFATS is back in the news because the Congressional authorization for the program is set to expire in January 2019.

“We had annual reauthorization for CFATS until 2014, and then Congress passed a statute that granted a four-year authorization,” explains Amy Graydon, Acting Director of the Infrastructure Security Compliance Division which administers the CFATS program. Graydon says the four-year authorization provided stability for industry so businesses in the regulated universe had the necessary time to implement security measures or make necessary capital investments. The Department is working with Congress and stakeholders to ensure that chemical facilities and the American people remain certain that this important national security program does not lapse.

Currently, CFATS covers approximately 3,400 chemical facilities, including Ag retailers. The CFATS regulation lists more than 320 chemical of interest (COI), of which if a facility stores or distributes a COI at or above the threshold quantity and concentration, it is required to report its holdings to CFATS. The list of COIs and their screening threshold quantities is available here.

Due to the nature of the business of ag retail and products that it stores and distributes, retail locations should be aware of two types of threats: cyber and physical. Graydon explains most retailers are tiered in the CFATS program because they are at risk for the chemicals being stolen or diverted and being exploited offsite.

“We want to work with businesses to help prepare them to think two steps ahead,” Graydon says. “Retailers should understand that the chemicals they have are vital to the nation’s food supply. But they are also attractive to those who seek to do us harm.”

As examples, Graydon says retailers should be sure cyber systems that involve their inventory are adequately protected, including CCTV. She also advises for infrastructure risk management, retailers should install appropriate detection and deterrent measures, such as locks, and make sure they have good inventory control practices.

There is a time extension to comply with the CFATS requirement for most farms that use the COI in preparation for or during the application to crops, feed, and land livestock. However, this time extension does not necessarily apply to Ag retailers. Retailers that have a COI at or above the applicable screening threshold for purposes other than those just described are required to submit information to DHS.

Request a CFATS Presentation to learn about any part of the CFATS regulation from submitting a Top-Screen to editing a security plan: www.dhs.gov/request-cfats-presentation .

Contact the CFATS Help Desk with questions or to begin the process at 866-323-2957 or at csat@hq.dhs.gov .

Learn more about the program at www.dhs.gov/chemicalsecurity

Additionally, DHS is sponsoring three regional events for education and networking. An upcoming event will be held July 19, in Chicago . The East coast event is scheduled for August 2, in Philadelphia.

Technology Provides A New Level Of Scrutiny

Thu, 28 Jun 2018 00:12:08 GMT

The following commentary does not necessarily reflect the views of AgWeb or Farm Journal. The opinions expressed below are the author’s own.

Technology has transitioned from an add-ons to fully integrated with a large majority of high horsepower tractors and combines being outfitted with automated steering from the factory, as just one example.

Another integrated technology that has gained momentum, is telematics. Telemetry systems provide tracking, machine usage/load, and other key data in fleet management.

For retailers, the impact on fully using telematics and analyzing the data to make decisions can yield big payback. For example, Southern Sates Cooperative improved the efficiency of their sprayers and spreaders by 8% since fully deploying the technology in their fleet management program. Vehicle location is an important tool. Remotely tracking assets has led to greater efficiencies in serving customers.

It’s not just about when you are using the machine, but how the machine is being used, and what’s next for that machine.

An example of telematics helping manage workflow is at some fertilizer plants, Southern States has set up a geo-fence, so the plant manager receives a real-time alert via text message when tender trucks are heading back to the plant, so they can start blending loads.

And there are more and more telemetry systems being distributed across agriculture. Just this morning , Farmers Edge announced that Nufarm in Australia will be distributors of its product lineup, including its telematics product lineup.

I recently talked more about telematics, and how it pays back with Chip Flory on AgriTalk:

Ken Ferrie: Technology Is How We’ll Survive Tight Margins

Thu, 23 Nov 2017 01:12:08 GMT

While the current ag economy is resulting in challenging times, Farm Journal Field Agronomist Ken Ferrie says it is an exciting time as well—because there is a flood of new technology from planting to harvest.

“Learning how to implement this technology is how we will survive tight margins,” Ferrie says.

Ferrie is a keynote and breakout presenter at the upcoming Farm Journal AgTech Expo Dec. 11 to 13 in Indianapolis.

“This event will help farmers pick the right technology and also how to implement the technology to improve their bottom line. Every farm is unique, and AgTech Expo is all about helping farmers find the right technology for their farm,” he says. “Specifically, my presentations will help farmers have a solid foundation in the base agronomy that needs to be right for every system and then show how to use technology in their system.”

Ferrie says the two-tracks of breakout sessions are a perfect fit whether attendees are already techy or just getting started in adopting technology.

“This event will help farmers be agronomically, economically and environmentally sound across their farm,” Ferrie says.

Register Now.

Click here for the full agenda.

The Scoop Podcast: Better Isn’t Good Enough

Wed, 24 Jul 2024 20:37:37 GMT

Dan Schultz encourages ag retailers to think differently about their businesses and differentiate themselves. He says just being better isn’t good enough, and retailers need to use strategy to market what is different about their business. He details more in The Scoop Podcast.

As the first steps, he says it’s realizing marketing is more than where you put field signs and your SEO gameplan. There is a mindset shift that has to occur to combat the influence and margin erosion being experienced in ag retail.

“If a business is going to continue in this competitive environment, you have to stop trying to pedal faster than everybody else, and start pedaling in a different direction,” he says.

As an example, he talks about his work helping retailers step back from being product focused and instead think about problems to solve.

“It’s a process. Every business is different–there is no one size fits all,” he says. “But if you’re going to start somewhere, pick one thing that will make the most meaningful difference.”

You can find more ideas from Schultz in his newsletter, Ag Done Different.

And hear more on The Scoop podcast.

A helpful Q and A on the hours of service regs and ag commodities

Fri, 23 Sep 2022 20:02:26 GMT

Putting a finer point on government regulations or providing clarity on bureaucratic language is not easy to do.

However, there are ways it can be done. The simple process of question and answer is perhaps the best approach.

Chad DeWitt, with Benton Harbor, Mich.-based Lenk Transportation Inc., recently shared with me a series of email exchanges he had in June with the Federal Motor Carrier Safety Administration related to hours of service regulations and the agricultural commodity exemption provision.

With Chad’s permission to reprint, here are some excerpts:

From Chad to the FMCSA:

Good afternoon,

I am reaching out in hopes of some clarity on the new laws & regulations for driving time.

We are a small firm that handles produce shipments from packing houses to retail markets.

Would the exemptions apply to these shipments? Or is it more a case of field to packing sheds?

Also, another question that keeps coming up is when the “service” actually starts? An exampleon what we run into, is we deal with LTL (less than truckload) orders, so it is common for our loads to have multiple pickups and multiple drops. I would like to present a scenario, and you tell me at what point the drivers hours start.

Pick up 1. In Sparta, MI – driver leaves Grand Rapids, MI at10:30 am, arrives at packing shed in Sparta at 11:30 am. Upon arrival, shed notifies driver that product will not be ready until 2 pm. Driver waits for product. Finally is ready to leave pick up #1 at 3pm, heads over to pick up #2 in Hudsonville, MI.

Arrives at pick up # 2 @ 4pm, loaded by 5:30pm @ pick up #2. Ready to head to pick up # 3 in Benton Harbor, MI.

Arrives at shed #3 at 7:30pm, and is loaded with the product, doors close at 9pm.

Drivers 1st delivery is in Indianapolis, IN at 4am. Can he legally make this shipment?

Or is he technically out of hours before getting loaded? I do apologize for the long email, and drawn out scenario, but it seems that there is quite a bit of “propaganda” being thrown out there by drivers as well as shippers and packing houses. So I thought I would just go directly to the source and find out what the protocol actually is.

Is there an explanation to the rules and exemptions that we can direct them to, so everybody can get a clear understanding? The more simple the explanation, the better not only for our customers, but for myself as well.
I really appreciate your time, and look forward to hearing your input!

The following was the response from the FMCSA official:

Let see if I can help here, if not it much be good to talk with me or one of my specialists on the phone. A few key points for your scenario.

• The points where you load can be considered a “source” if the product still meets the definition of agricultural commodity, meaning it is not processed in any way. Packaging is not processing. Also, I am assuming you don’t load any other products that are not agricultural commodities on the vehicle. If you do you lose the exception.

• I also am assuming your driver is coming off a 10-hour break.

• Sparta is your source in the scenario, so all transportation-related activities that occur within the 150 air-mile radius (172 or so road miles) are excepted from the hours of service. That means Grand Rapids to Sparta, the waiting and loading time in Sparta and any other work within that radius does not count toward the hours of service.

• Multiple pickups do not change the fact that Sparta is the source where the radius is drawn.

• Whether you can make trip to Indianapolis at 4 AM depends on what time your driver leaves that 150-air mile radius. Upon leaving, he has 11 hours of driving available.

• If it can be done, that is a very long day, so he and you both still have the responsibility to make sure he has adequate rest and is not too fatigued to drive safely.

I hope this is helpful. There is a summary and other information on our website, and additional materials will be added over the course of the next several days. www.fmcsa.dot.gov/ag

Here was the follow-up question from Chad:

I do apologize for my lack of understanding. But using the same scenario that I listed below. If a driver is not coming off of fresh hours, say he unloaded in Grand Rapids, and we send him on the shipment in which he has 6 hours left. Can he go make the pick ups that I have listed, and still have 6 hours left after leaving the 150-mile radius of Sparta, MI?

The FMCSA response:

If you aren’t coming off a 10-hour break you have to watch the 14-hour clock, which will start the when you leave the initial 150 air mile radius. I don’t know the distances of all of those places, but just be aware of that when thinking about your delivery in Indianapolis.

Another question from Chad to the FMCSA:

I have been spreading the information that you shared with me in regards to the rules. And a few questions that have come up have been what is considered the “Source”? A number of them have been told that their home base is the source.

Also there seems to be confusion on how to log this on the electronic logs. If they are picking up the load, and has 3 pick ups……..do they turn their ELD’s off? There are only 4 or 5 modes to choose from.

1. Sleeper berth

2. Off Duty

3. On Duty

4. Personal use

5. Yard Move

Which one would my driver use in my case that I presented to avoid a status of “Violated”? This issue seems to be widespread amongst drivers? They understand the essence of the rule, but they don’t seem to know how to apply it to their instruments. Trust me, I have looked at the website rules that you referred me to , and I have not come up with anything. Please help,

FMCSA response to the “source” question:

There are three options for operating with an ELD and the Ag HOS exemption. They are described on our webpage .

The options are:

1. Don’t log it. Then when they do they will have to reject the unassigned miles and annotate them as Ag excepted miles

2. Log in and annotate the excepted miles accordingly

3. Use the personal use function ad annotate as ag excepted

Noting a violation is not a requirement of the ELD spec and doesn’t necessarily mean anything. In reviewing the ELD information the officer will look at all of the information available to determine compliance, including annotations.

Chad’s response to the FMCSA clarification:

Thanks again!

So, is the “source” that you speak of, another word for “home base”?

FMCSA response

The “source” is not necessarily home base, it is the location that the agricultural commodity is loaded, such as a grain elevator, sale barn or some intermediate loading location. From the guidance:

Determining the “source” of the agricultural commodities under § 395.1(k)(1)

Although an agricultural commodity may have several “sources”, the “source” excludes the point at which the commodity is processed to such an extent that it is no longer in its original form or does not otherwise meet the definition of an agricultural commodity in 49 CFR 395.2.

Question: How is the “source” of the agricultural commodities in § 395.1(k)(1) determined?

Guidance: The “source” of an agricultural commodity, as the term is used in § 395.1(k)(1), is the point at which an agricultural commodity is loaded onto an unladen commercial motor vehicle. The location may be any intermediate storage or handling location away from the original source at the farm or field, provided the commodity retains its original form and is not significantly changed by any processing or packing

TK: Thanks to Chad for sharing this exchange and giving a little more clarity to federal government guidance on hours of service and the ELD mandate relating to agricultural commodities.