Sharing Experience and Methods in Pig Farm Personnel Management
A Brief Discussion on Pig Farm Personnel Management
This post was last edited by Old Yang on 2009-1-19 15:17
Expert group member of the Pig Production and Marketing Branch of the Shandong Animal Husbandry Association, deputy editor-in-chief of "Shandong Pig Farming Newsletter", Linyi Xincheng Jinluo Animal Husbandry Co., Ltd.: Production Director, Senior Animal Husbandry Engineer
Zhang Baoliang In pig farm management, as in other enterprises, personnel management is also the most fundamental. To raise pigs well, you must first manage people well, because pigs are managed by people. Once people's work enthusiasm is raised, then people managing pigs will naturally be able to manage them well. Let me give a real example from our company: our farm had a stockperson named Xiao Jiang, who started raising nursery pigs at the farm in 1994. Nursery pigs are very difficult to raise, but the pigs she raised had less disease, faster growth and a high survival rate. This was certainly related to her experience, but more importantly, she kept the pigs in her heart, put her heart into the pigs, and raised pigs with care. When a pig showed the slightest abnormality, she would pick it out and put it in an isolation pen for careful attention. Whenever a pig was sick, even at night, she would get up to give it an injection; when the wind picked up at night, she would get up to close the windows and doors; every piglet tugged at her heart, just as children tug at their parents' hearts. So the barn she managed always ranked among the top in benefits, and of course she also received a relatively high wage in return.
In the same way, this also makes me think of pig farm managers: if they all, like this stockperson, kept employees in their hearts, put their hearts into employees, managed people's hearts with care, managed personnel with care, and managed their own "character" with care, the work of the pig farm would certainly be highly effective.
Below I will discuss several specific issues in pig farm personnel management:
1. Effort must be put into "selecting people, cultivating people, using people, and retaining people."
1.1 Selecting people
Pig farm personnel include the farm manager, section heads (area heads), technicians, logistics staff, and stockpersons. People at every level must be well selected and appointed.
Among managers, the most important is the selection and appointment of the farm manager. I have worked at pig farms for more than ten years and have experienced many farm managers, and I have deep personal understanding of this issue. In work, whichever farm manager had a higher level of management skill, there was more common language between managers and employees, communication between them was better, and work coordination was also better. So employees' work morale was higher, and production results naturally went up.
From a professional point of view, a farm manager must be an insider. A farm manager who is not an insider must also gradually become one through continuous learning and practice, because an outsider farm manager cannot manage a pig farm well. Therefore, a farm manager should possess the following abilities: noble moral character, management ability, the ability and skill to use people, decision-making ability, the ability to distinguish right from wrong, the ability to accept new things, the ability to grasp the market, learning ability, and innovation ability, etc. Noble moral character is extremely important. Moral character can give a manager personal charisma, influence, appeal, and cohesion. Virtue can win people's hearts, and "those who win people's hearts win the world."
Section heads (or area heads) are grassroots managers, and their selection should also be done cautiously, because section heads must not only have strong technical skills, but also the ability to manage and use people and to guide stockpersons in doing production work well.
To select people, one must first be able to recognize people, put virtue first, and have both virtue and ability. Do not appoint people just because they are obedient, and do not appoint people just because they are close to you. Selection and appointment should be suitable for the position, suitable for yourself, and suitable for the group.
Recently, our farm hired a group of college and secondary school graduates, as well as postgraduate students. According to company regulations, there is a three-month probation period. During the probation period, new employees can learn about the pig farm's working environment, work content, and related responsibilities; they can see whether they are suited to such a closed and difficult environment and whether they are competent for this job. The pig farm also gives an initial evaluation and review based on their performance during this period. Those who fit stay and those who do not fit leave, implementing a two-way choice.
1.2 Cultivating people
Cultivating people includes self-learning, company education and training, and practice in the workplace. Cultivating people is very important. Modern pig farms are large-scale and intensive, and this is a systematic project. Moreover, in the actual operation of pig farms, the range of disciplines involved is even broader. In particular, pig farming market risks and disease risks have increased, profits are thin, and modern knowledge updates very quickly. Therefore, animal husbandry practitioners must undergo various types of learning and training, such as conferences, study classes, technical exchanges, special lectures, practical operations, and on-site guidance, to meet the needs of continuous development and continuous updating. Therefore, training and learning for pig farm leadership is even more important. One must "stand a zhang above others in learning" - only in this way can one manage subordinates well and manage the pig farm well. Of course, in actual work, many farm managers can also be called role models in learning.
Training employees is in fact one of the main contents of management work. It is basic management work and also an important manifestation of humanized management. Some entrepreneurs also say, "The best welfare you can give employees is training." In his book "Fine Management," Mr. Wang Zhongqiu said: "'Guan' is supervision and control, 'li' is guidance and service, and 'guan' should be embodied in 'li'." Training and coaching are the best guidance and service. Through extensive training, control-style management can be replaced, letting employees know not only to do things as required, but also why they should do things as required, thereby achieving self-control and self-management.
From 1998 to now, our pig farm has consistently maintained learning and training work for employees, mainly including pre-job training, on-the-job training, and transfer training. The content of training includes management operating procedures, process flows, management systems, corporate culture, work attitude, ideological style, etc., and it advances step by step to a higher level. The forms of training include classroom lectures, watching discs, on-site guidance, master-apprentice mentoring, going out to study, and so on. Through training, the overall quality of employees has continuously improved, production results have continuously risen, and managers have also had less to worry about. Therefore, learning and training can not only improve employee quality, but also form a company's cohesion and synergy. It is equivalent to continuously refueling and recharging both employees and the company.
Some pig farms do not pay attention to employee training. They are unwilling to invest costs in this area. The reason is that they do not regard employees as a most dynamic and valuable resource that can continuously appreciate. We know that the production equipment in a factory gradually depreciates with continuous use and is eventually eliminated. Of course, equipment can be upgraded by purchasing it, but the improvement of employee quality cannot produce immediate results. Mr. Zhang Ruimin of Haier said: "It is not your fault that employee quality is poor, but if you do not improve employee quality, then it is your fault." Therefore, bosses and farm managers must strengthen both self-cultivation and the cultivation of subordinates.
1.3 Using people
There are skills and knowledge in using people. The following principles should be used in employing people: (1) Use people according to their ability, and know people well enough to use them well. (2) Try to use people's strengths and overcome their shortcomings. (3) Consider ability and also refer to educational qualifications, but do not focus only on qualifications, and do not go by seniority. (4) Appoint people on merit, not on favoritism, and not just because they are obedient. (5) Implement delegation of authority: do not use people you distrust, and do not distrust people you use.
Mr. Li Junzhu, general manager of Xinde Company's Livestock Health Business Division, said this: "There are three kinds of people on pig farms: the first kind can take the initiative to do well what they should do without needing others to manage them; the second kind need others to manage them before they can do well what they should do; the third kind cannot do well what they should do even if others manage them. The purpose of our management is to create the first kind of person, cultivate the second kind into the first kind, and eliminate the third kind."
For college students and postgraduate students hired by the company, we must grasp the following: those with virtue but no talent should be cultivated and used; those with both virtue and talent should be used by breaking convention; those with talent but no virtue should be controlled when used; those with neither talent nor virtue should absolutely not be used.
For stockpersons, the following situations should be considered: try not to use those whose families are local or nearby; try not to use those who are too old or too young; try not to use those who work without using their brains; try not to use those with family burdens; try not to use those who are illiterate; try not to use those who are relatives or connected by ties; try not to use those whose families raise pigs; and try to use married couples as workers.
1.4 Retaining people
Selecting people is difficult, and retaining people is even more difficult. "Only by planting a parasol tree can you attract a golden phoenix." To retain people, there are no more than three factors: first, good salary and benefits; second, a harmonious environment in which they can realize their self-worth; third, the pig farm has development prospects, and the person has room for development and a promising future.
We know that most pig farms are far from towns, and there are many inconveniences in shopping, medical care, and children going to school. In addition, with closed management, poor environment, and hard work, pig farm personnel turnover is high. In particular, it is not easy to work on the front line of a pig farm for several years or more than ten years.
In this regard, our farm's practices are:
(1) Raise wages and welfare benefits.
As prices rise and the wages of state employees increase, pig farm personnel compensation methods are continuously improved, and wages are continuously raised. Workers' wages are piece-rate wages, plus target bonuses and penalties and odd-job wages. There is a bonus in the middle of the year or an extra month's wage, and extra pay on holidays.
For example, for a stockperson in the farrowing barn: each person raises 48 sows; piglets are weaned at 23 days of age, kept in the original pen for 7 days, and transferred to the nursery barn at 30 days of age.
Wage calculation method:
For each 1 kg of weight gain of nursing piglets, the pay is 0.86 yuan
The standard for the rearing survival rate is 93%; for each additional pig that survives or each pig that dies, there is a reward or penalty of 10 yuan
The standard feed-to-weight ratio is 0.23:1; for each 0.01 lower or higher, there is a reward or penalty of 10 yuan
The standard for medicine costs is 2.2 yuan per sow and 1.00 yuan per piglet; for amounts saved or exceeded, there is a reward or penalty of 20%
Pen washing is odd labor: 2.3 yuan per pen
In summary, in order to improve the enthusiasm of technical personnel and attract talent, every pig farm should specifically formulate an attractive wage plan to attract capable college students and postgraduate students to work at the farm.
(2) Improve living conditions and perfect entertainment facilities.
Because the living and working environment of pig farms is relatively poor and closed management is implemented, employees lack opportunities to gather and communicate with relatives and friends. In particular, dating and marriage for young people of marriageable age are a major problem. Therefore, when recruiting new employees for a pig farm, a certain proportion of female workers should be recruited, and employees should be encouraged to make friends and date both inside and outside the pig farm; married couples should be encouraged to work together at the farm. Employees should have 4 paid rest days per month.
Vegetable greenhouses are built on the pig farm, and vegetables are basically self-sufficient. This allows employees to eat well while keeping food costs low. Each employee's monthly food cost is 150-200 yuan. Employees' living conditions have also greatly improved. Every year at the Mid-Autumn Festival and Spring Festival, the company distributes welfare goods worth 200 to 300 yuan. At the end of the year, selecting advanced workers not only includes issuing certificates and sending good news to their families, but also giving material rewards, encouraging employees to strive upward and create outstanding results.
In terms of entertainment facilities, the company has a table tennis room, billiard table, basketball court, badminton rackets, playing cards, etc. Staff dormitories all have televisions. This enriches employees' spare time and alleviates the loneliness and isolation brought to employees by closed management.
(3) Treat employees correctly, and care for and respect employees.
On the pig farm, every employee is respected. The company carries out a one-letter-per-month activity. An opinion box is set up on the farm, opened at regular times, and employees' questions are answered in public in a timely manner. Suggestions put forward by employees are studied and implemented, and good suggestions are rewarded. For each batch of pig production, the statistician prepares a list and sends it to employees. At the end of the month, employees use this to calculate their own wages and compare them with the wage sheet calculated by the statistician to see whether there are any errors. In this way, wage calculation is highly transparent. Of course, employees' wages are paid on time every month.
The farm manager regards employees as friends and partners and treats them as equals. When employees are sick, our farm manager personally visits them; when employees get married, the farm manager also sends gifts to congratulate them, and when employees have birthdays, the pig farm also organizes employees to celebrate. In this way, harmonious, friendly, and harmonious interpersonal relationships are formed on the pig farm, creating comfortable and pleasant working conditions and environment.
2. Formulate scientific and reasonable rules and regulations.
A pig farm should formulate employee rules, reward and penalty regulations, employee leave and attendance systems, employee post responsibility systems, production regular meeting systems, pre-shift meeting systems, production target and benefit management systems, sanitation and epidemic prevention systems, inspection systems, etc.
It is necessary to improve production processes and various management operating procedures.
The formulation of rules and regulations should be scientific, reasonable, advanced, and practical. During the formulation process, opinions from the masses should be widely solicited. After formulation, training and learning should be used so that the rules and regulations are deeply rooted in people's hearts. During implementation, inspection and supervision should be carried out to see whether they are truly implemented. As time passes and circumstances change, they should be revised and improved.
Employees must be made to develop a sense of rules so that rules and regulations are implemented without compromise. "Without authority, rules cannot be established; without punishment, no one will abide by the rules." Those who ignore the system and do not follow the norms must be severely punished. Everyone is equal before the system, and managers must take the lead in implementing it. Most farms have rules and regulations, but the implementation of the system is ineffective and inadequate. Some are only written on paper and posted on the wall, but never put into action. This situation should be changed as soon as possible.
3. Minimize and reduce employees' stress responses.
We know that when pigs suffer stress, especially strong stress, their immune function is damaged. In mild cases, production performance declines; in severe cases, they become ill or even die. People are advanced animals with thoughts, and are even more likely to suffer stress responses from adverse factors. When harmed, they develop a bad mindset and work with emotions, which of course causes losses in production.
Specifically, the management of employees should achieve the following points:
（1）
Praise employees more and criticize them less. Criticism should pay attention to method and convince people by reasoning.
（2）
Do not reprimand subordinates. Even if reprimanding, do it when calm, in a private situation, and stop appropriately. Include encouragement in the reprimand so that they have the desire to correct their mistakes once they hear of them.
（3）
Formulate wage plans scientifically. Differences in employee wages should be reasonable. Wages should be tilted toward positions with high technical content, truly reflecting that high input brings high return.
（4）
Selecting advanced workers, personnel transfers, personnel reassignments, and personnel promotions must meet the conditions, and work must be done well to avoid ideological fluctuations.
（5）
When employees encounter difficulties at home, such as illness of parents or children, or encounter unhappy matters, these should be discovered in a timely manner and helped to be resolved in a timely manner.
（6）
Help employees solve marriage problems, and conduct timely ideological communication with those who have been disappointed in love.
（7）
Strengthen safety education, eliminate hidden safety dangers, and ensure safety first.
（8）
Do not easily take back employees' vested interests. The benefits given to employees can only gradually increase and cannot decrease. Empty promises or substitutes that employees are unwilling to accept will all encounter opposition.
（9）
Do not easily make promises to employees, especially promises about things that are not easy to do. Once words are spoken, they must be followed, and credit must be kept.
(10) Frequently put yourself in others' shoes. Stand more in employees' position to look at and think about problems, and guess employees' feelings. If you apply "groundless" views to employees, employees will lose confidence in you. In this way, various harms will be caused because you do not understand them.
Whether doing things or managing, there are the following levels: able, good, refined, outstanding, divine. We must move continuously toward a higher management level through learning-practice-learning again-practice again.
Of course, our company's current management also has many imperfect aspects, and it also needs to draw on the excellent elements of brother companies, widely listen to various reasonable opinions and suggestions from internal employees, and continuously improve the management system in order to be better!!!
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This farm is really good. Being able to work at such a farm, the veterinary work at the pig farm can still be done for the long term.
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To raise pigs well, first manage people well. People are managed into shape, and management should include good institutional incentives and constraints. Pigs are managed into shape, and management should include scientific and standardized feeding management procedures.
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In short, to raise pigs, you must first cultivate good employees. Only an excellent breeding team can create higher benefits.
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I think it is very necessary to recruit a portion of female workers. The factory I am in is state-owned. Everything is good except that there are no girls. Many college students have left because they cannot find girlfriends.
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Reasonable, thumbs up! Keep working hard.
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Very reasonable. Not only on pig farms, but in other industries this is also an unchanging truth.
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Thumbs up, I learned something, very useful.
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Right, with a few more female employees, work feels more energetic too.
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I learned something, very useful.
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Not bad, but there are very few bosses like this.
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I learned something, and gained something. High, really
Expert group member of the Pig Production and Marketing Branch of the Shandong Animal Husbandry Association, deputy editor-in-chief of "Shandong Pig Farming Newsletter", Linyi Xincheng Jinluo Animal Husbandry Co., Ltd.: Production Director, Senior Animal Husbandry Engineer
Zhang Baoliang In pig farm management, as in other enterprises, personnel management is also the most fundamental. To raise pigs well, you must first manage people well, because pigs are managed by people. Once people's work enthusiasm is raised, then people managing pigs will naturally be able to manage them well. Let me give a real example from our company: our farm had a stockperson named Xiao Jiang, who started raising nursery pigs at the farm in 1994. Nursery pigs are very difficult to raise, but the pigs she raised had less disease, faster growth and a high survival rate. This was certainly related to her experience, but more importantly, she kept the pigs in her heart, put her heart into the pigs, and raised pigs with care. When a pig showed the slightest abnormality, she would pick it out and put it in an isolation pen for careful attention. Whenever a pig was sick, even at night, she would get up to give it an injection; when the wind picked up at night, she would get up to close the windows and doors; every piglet tugged at her heart, just as children tug at their parents' hearts. So the barn she managed always ranked among the top in benefits, and of course she also received a relatively high wage in return.
In the same way, this also makes me think of pig farm managers: if they all, like this stockperson, kept employees in their hearts, put their hearts into employees, managed people's hearts with care, managed personnel with care, and managed their own "character" with care, the work of the pig farm would certainly be highly effective.
Below I will discuss several specific issues in pig farm personnel management:
1. Effort must be put into "selecting people, cultivating people, using people, and retaining people."
1.1 Selecting people
Pig farm personnel include the farm manager, section heads (area heads), technicians, logistics staff, and stockpersons. People at every level must be well selected and appointed.
Among managers, the most important is the selection and appointment of the farm manager. I have worked at pig farms for more than ten years and have experienced many farm managers, and I have deep personal understanding of this issue. In work, whichever farm manager had a higher level of management skill, there was more common language between managers and employees, communication between them was better, and work coordination was also better. So employees' work morale was higher, and production results naturally went up.
From a professional point of view, a farm manager must be an insider. A farm manager who is not an insider must also gradually become one through continuous learning and practice, because an outsider farm manager cannot manage a pig farm well. Therefore, a farm manager should possess the following abilities: noble moral character, management ability, the ability and skill to use people, decision-making ability, the ability to distinguish right from wrong, the ability to accept new things, the ability to grasp the market, learning ability, and innovation ability, etc. Noble moral character is extremely important. Moral character can give a manager personal charisma, influence, appeal, and cohesion. Virtue can win people's hearts, and "those who win people's hearts win the world."
Section heads (or area heads) are grassroots managers, and their selection should also be done cautiously, because section heads must not only have strong technical skills, but also the ability to manage and use people and to guide stockpersons in doing production work well.
To select people, one must first be able to recognize people, put virtue first, and have both virtue and ability. Do not appoint people just because they are obedient, and do not appoint people just because they are close to you. Selection and appointment should be suitable for the position, suitable for yourself, and suitable for the group.
Recently, our farm hired a group of college and secondary school graduates, as well as postgraduate students. According to company regulations, there is a three-month probation period. During the probation period, new employees can learn about the pig farm's working environment, work content, and related responsibilities; they can see whether they are suited to such a closed and difficult environment and whether they are competent for this job. The pig farm also gives an initial evaluation and review based on their performance during this period. Those who fit stay and those who do not fit leave, implementing a two-way choice.
1.2 Cultivating people
Cultivating people includes self-learning, company education and training, and practice in the workplace. Cultivating people is very important. Modern pig farms are large-scale and intensive, and this is a systematic project. Moreover, in the actual operation of pig farms, the range of disciplines involved is even broader. In particular, pig farming market risks and disease risks have increased, profits are thin, and modern knowledge updates very quickly. Therefore, animal husbandry practitioners must undergo various types of learning and training, such as conferences, study classes, technical exchanges, special lectures, practical operations, and on-site guidance, to meet the needs of continuous development and continuous updating. Therefore, training and learning for pig farm leadership is even more important. One must "stand a zhang above others in learning" - only in this way can one manage subordinates well and manage the pig farm well. Of course, in actual work, many farm managers can also be called role models in learning.
Training employees is in fact one of the main contents of management work. It is basic management work and also an important manifestation of humanized management. Some entrepreneurs also say, "The best welfare you can give employees is training." In his book "Fine Management," Mr. Wang Zhongqiu said: "'Guan' is supervision and control, 'li' is guidance and service, and 'guan' should be embodied in 'li'." Training and coaching are the best guidance and service. Through extensive training, control-style management can be replaced, letting employees know not only to do things as required, but also why they should do things as required, thereby achieving self-control and self-management.
From 1998 to now, our pig farm has consistently maintained learning and training work for employees, mainly including pre-job training, on-the-job training, and transfer training. The content of training includes management operating procedures, process flows, management systems, corporate culture, work attitude, ideological style, etc., and it advances step by step to a higher level. The forms of training include classroom lectures, watching discs, on-site guidance, master-apprentice mentoring, going out to study, and so on. Through training, the overall quality of employees has continuously improved, production results have continuously risen, and managers have also had less to worry about. Therefore, learning and training can not only improve employee quality, but also form a company's cohesion and synergy. It is equivalent to continuously refueling and recharging both employees and the company.
Some pig farms do not pay attention to employee training. They are unwilling to invest costs in this area. The reason is that they do not regard employees as a most dynamic and valuable resource that can continuously appreciate. We know that the production equipment in a factory gradually depreciates with continuous use and is eventually eliminated. Of course, equipment can be upgraded by purchasing it, but the improvement of employee quality cannot produce immediate results. Mr. Zhang Ruimin of Haier said: "It is not your fault that employee quality is poor, but if you do not improve employee quality, then it is your fault." Therefore, bosses and farm managers must strengthen both self-cultivation and the cultivation of subordinates.
1.3 Using people
There are skills and knowledge in using people. The following principles should be used in employing people: (1) Use people according to their ability, and know people well enough to use them well. (2) Try to use people's strengths and overcome their shortcomings. (3) Consider ability and also refer to educational qualifications, but do not focus only on qualifications, and do not go by seniority. (4) Appoint people on merit, not on favoritism, and not just because they are obedient. (5) Implement delegation of authority: do not use people you distrust, and do not distrust people you use.
Mr. Li Junzhu, general manager of Xinde Company's Livestock Health Business Division, said this: "There are three kinds of people on pig farms: the first kind can take the initiative to do well what they should do without needing others to manage them; the second kind need others to manage them before they can do well what they should do; the third kind cannot do well what they should do even if others manage them. The purpose of our management is to create the first kind of person, cultivate the second kind into the first kind, and eliminate the third kind."
For college students and postgraduate students hired by the company, we must grasp the following: those with virtue but no talent should be cultivated and used; those with both virtue and talent should be used by breaking convention; those with talent but no virtue should be controlled when used; those with neither talent nor virtue should absolutely not be used.
For stockpersons, the following situations should be considered: try not to use those whose families are local or nearby; try not to use those who are too old or too young; try not to use those who work without using their brains; try not to use those with family burdens; try not to use those who are illiterate; try not to use those who are relatives or connected by ties; try not to use those whose families raise pigs; and try to use married couples as workers.
1.4 Retaining people
Selecting people is difficult, and retaining people is even more difficult. "Only by planting a parasol tree can you attract a golden phoenix." To retain people, there are no more than three factors: first, good salary and benefits; second, a harmonious environment in which they can realize their self-worth; third, the pig farm has development prospects, and the person has room for development and a promising future.
We know that most pig farms are far from towns, and there are many inconveniences in shopping, medical care, and children going to school. In addition, with closed management, poor environment, and hard work, pig farm personnel turnover is high. In particular, it is not easy to work on the front line of a pig farm for several years or more than ten years.
In this regard, our farm's practices are:
(1) Raise wages and welfare benefits.
As prices rise and the wages of state employees increase, pig farm personnel compensation methods are continuously improved, and wages are continuously raised. Workers' wages are piece-rate wages, plus target bonuses and penalties and odd-job wages. There is a bonus in the middle of the year or an extra month's wage, and extra pay on holidays.
For example, for a stockperson in the farrowing barn: each person raises 48 sows; piglets are weaned at 23 days of age, kept in the original pen for 7 days, and transferred to the nursery barn at 30 days of age.
Wage calculation method:
For each 1 kg of weight gain of nursing piglets, the pay is 0.86 yuan
The standard for the rearing survival rate is 93%; for each additional pig that survives or each pig that dies, there is a reward or penalty of 10 yuan
The standard feed-to-weight ratio is 0.23:1; for each 0.01 lower or higher, there is a reward or penalty of 10 yuan
The standard for medicine costs is 2.2 yuan per sow and 1.00 yuan per piglet; for amounts saved or exceeded, there is a reward or penalty of 20%
Pen washing is odd labor: 2.3 yuan per pen
In summary, in order to improve the enthusiasm of technical personnel and attract talent, every pig farm should specifically formulate an attractive wage plan to attract capable college students and postgraduate students to work at the farm.
(2) Improve living conditions and perfect entertainment facilities.
Because the living and working environment of pig farms is relatively poor and closed management is implemented, employees lack opportunities to gather and communicate with relatives and friends. In particular, dating and marriage for young people of marriageable age are a major problem. Therefore, when recruiting new employees for a pig farm, a certain proportion of female workers should be recruited, and employees should be encouraged to make friends and date both inside and outside the pig farm; married couples should be encouraged to work together at the farm. Employees should have 4 paid rest days per month.
Vegetable greenhouses are built on the pig farm, and vegetables are basically self-sufficient. This allows employees to eat well while keeping food costs low. Each employee's monthly food cost is 150-200 yuan. Employees' living conditions have also greatly improved. Every year at the Mid-Autumn Festival and Spring Festival, the company distributes welfare goods worth 200 to 300 yuan. At the end of the year, selecting advanced workers not only includes issuing certificates and sending good news to their families, but also giving material rewards, encouraging employees to strive upward and create outstanding results.
In terms of entertainment facilities, the company has a table tennis room, billiard table, basketball court, badminton rackets, playing cards, etc. Staff dormitories all have televisions. This enriches employees' spare time and alleviates the loneliness and isolation brought to employees by closed management.
(3) Treat employees correctly, and care for and respect employees.
On the pig farm, every employee is respected. The company carries out a one-letter-per-month activity. An opinion box is set up on the farm, opened at regular times, and employees' questions are answered in public in a timely manner. Suggestions put forward by employees are studied and implemented, and good suggestions are rewarded. For each batch of pig production, the statistician prepares a list and sends it to employees. At the end of the month, employees use this to calculate their own wages and compare them with the wage sheet calculated by the statistician to see whether there are any errors. In this way, wage calculation is highly transparent. Of course, employees' wages are paid on time every month.
The farm manager regards employees as friends and partners and treats them as equals. When employees are sick, our farm manager personally visits them; when employees get married, the farm manager also sends gifts to congratulate them, and when employees have birthdays, the pig farm also organizes employees to celebrate. In this way, harmonious, friendly, and harmonious interpersonal relationships are formed on the pig farm, creating comfortable and pleasant working conditions and environment.
2. Formulate scientific and reasonable rules and regulations.
A pig farm should formulate employee rules, reward and penalty regulations, employee leave and attendance systems, employee post responsibility systems, production regular meeting systems, pre-shift meeting systems, production target and benefit management systems, sanitation and epidemic prevention systems, inspection systems, etc.
It is necessary to improve production processes and various management operating procedures.
The formulation of rules and regulations should be scientific, reasonable, advanced, and practical. During the formulation process, opinions from the masses should be widely solicited. After formulation, training and learning should be used so that the rules and regulations are deeply rooted in people's hearts. During implementation, inspection and supervision should be carried out to see whether they are truly implemented. As time passes and circumstances change, they should be revised and improved.
Employees must be made to develop a sense of rules so that rules and regulations are implemented without compromise. "Without authority, rules cannot be established; without punishment, no one will abide by the rules." Those who ignore the system and do not follow the norms must be severely punished. Everyone is equal before the system, and managers must take the lead in implementing it. Most farms have rules and regulations, but the implementation of the system is ineffective and inadequate. Some are only written on paper and posted on the wall, but never put into action. This situation should be changed as soon as possible.
3. Minimize and reduce employees' stress responses.
We know that when pigs suffer stress, especially strong stress, their immune function is damaged. In mild cases, production performance declines; in severe cases, they become ill or even die. People are advanced animals with thoughts, and are even more likely to suffer stress responses from adverse factors. When harmed, they develop a bad mindset and work with emotions, which of course causes losses in production.
Specifically, the management of employees should achieve the following points:
（1）
Praise employees more and criticize them less. Criticism should pay attention to method and convince people by reasoning.
（2）
Do not reprimand subordinates. Even if reprimanding, do it when calm, in a private situation, and stop appropriately. Include encouragement in the reprimand so that they have the desire to correct their mistakes once they hear of them.
（3）
Formulate wage plans scientifically. Differences in employee wages should be reasonable. Wages should be tilted toward positions with high technical content, truly reflecting that high input brings high return.
（4）
Selecting advanced workers, personnel transfers, personnel reassignments, and personnel promotions must meet the conditions, and work must be done well to avoid ideological fluctuations.
（5）
When employees encounter difficulties at home, such as illness of parents or children, or encounter unhappy matters, these should be discovered in a timely manner and helped to be resolved in a timely manner.
（6）
Help employees solve marriage problems, and conduct timely ideological communication with those who have been disappointed in love.
（7）
Strengthen safety education, eliminate hidden safety dangers, and ensure safety first.
（8）
Do not easily take back employees' vested interests. The benefits given to employees can only gradually increase and cannot decrease. Empty promises or substitutes that employees are unwilling to accept will all encounter opposition.
（9）
Do not easily make promises to employees, especially promises about things that are not easy to do. Once words are spoken, they must be followed, and credit must be kept.
(10) Frequently put yourself in others' shoes. Stand more in employees' position to look at and think about problems, and guess employees' feelings. If you apply "groundless" views to employees, employees will lose confidence in you. In this way, various harms will be caused because you do not understand them.
Whether doing things or managing, there are the following levels: able, good, refined, outstanding, divine. We must move continuously toward a higher management level through learning-practice-learning again-practice again.
Of course, our company's current management also has many imperfect aspects, and it also needs to draw on the excellent elements of brother companies, widely listen to various reasonable opinions and suggestions from internal employees, and continuously improve the management system in order to be better!!!
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This farm is really good. Being able to work at such a farm, the veterinary work at the pig farm can still be done for the long term.
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To raise pigs well, first manage people well. People are managed into shape, and management should include good institutional incentives and constraints. Pigs are managed into shape, and management should include scientific and standardized feeding management procedures.
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In short, to raise pigs, you must first cultivate good employees. Only an excellent breeding team can create higher benefits.
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I think it is very necessary to recruit a portion of female workers. The factory I am in is state-owned. Everything is good except that there are no girls. Many college students have left because they cannot find girlfriends.
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Reasonable, thumbs up! Keep working hard.
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Very reasonable. Not only on pig farms, but in other industries this is also an unchanging truth.
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Thumbs up, I learned something, very useful.
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Right, with a few more female employees, work feels more energetic too.
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I learned something, very useful.
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Not bad, but there are very few bosses like this.
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I learned something, and gained something. High, really