Latest listings on Jobs Central recruitment page:
- Livestock Management Officer, Katherine – NT Government
- Head Stockpersons, various sites – AA Co
- Head Stockperson, Newry Station NT – via Anna Brown Recruitment
- Operations Assistant + Livestock Assistant – Bar H Grazing
- State Finance and Operations Manager Qld/NT – Elders
- Customer Experience Manager, Pacific Seeds – via Rimfire Resources
- Gunyerwarildi Station Manager, Allied Beef – via Rimfire Resources
- Project Managers (2), Beef Productivity, MLA – via Rimfire Resources
- Asset Analyst, Farmland (Northern Region) – Westchester
- Branch Manager, Goondiwindi – Elders
- Territory Sales Manager, Roma – Elders
Click here to access these and other exciting meat and livestock supply chain jobs currently listed on Jobs Central.
RECRUITING for a new role on a team anywhere in the meat and livestock supply chain can be an arduous process, therefore making sure it is the right person for the team dynamic and the business is extremely important.
Regardless of whether it is a small cattle enterprise with one or two employees, or a feedlot with 20 staff, wrong hires can not only be detrimental for the team and time consuming, but also costly for a business.
While it is impossible to hire the right employee every time, there is a greater chance of success if proper planning is conducted prior to the hiring process, and the right questions are asked.
The objective at the end of the process is to have a list of suitable candidates for the role, and that no matter who does the hiring, the same conclusion can be reached at the end of the process.
This evaluation process will not only simplify the recruitment exercise for an employer, but also give them a better chance of selecting the right employee for the role.
Why is the business hiring for the role?
This sounds like a simple question, but it is imperative that it is addressed and answered correctly.
A person is hired to solve a problem, therefore you need to define exactly what the problem is and what the solutions are. For example, a meat processing business might be hiring to build new supply relationships with producers and increase their profits.
Once definitions have been recorded for every problem, these can used as measurable objectives for the role, and the candidates.
What specific activities will this role entail?
Activities should always be aligned with the objectives for the role. For the example above, the key activities would include actively sourcing new business relationships and purchasing cattle. The more specific the better, so that results can be better evaluated rather than vaguely assessed.
What are the requirements to perform these activities well?
An employer should then create a list of activities that the role will require. This will give insight into the skills and characteristics needed to perform the role well.
A useful method of collating this information is to create a spreadsheet with three columns and list Activities, Requirements and Evaluation.
Skills can be acquired and include livestock handling or computer skills. On the other hand, characteristics are generally more personality-driven such as energetic, positive, engaging or passionate.
An evaluation can be reached once it has been decided what the activities and requirements are for the role.
How to evaluate each candidate against the requirements?
By now an employer will have a good understanding of the skills and characteristics they are looking for, so they can begin the evaluation process.
Evaluation methods can include profile observation (resume, LinkedIn profile, work samples etc.), an exercise (test or assessment) and an interview.
The majority of skills can be determined through profile observation or an exercise, while characteristics are generally determined in an interview.
Once this process has been carried out, finding the right employee for a role should be easier and more likely to result in a successful hire.
Source: Meat Processors Pty Ltd