Finding dependable and skilled labor has become one of the biggest challenges facing cattle producers. While some operations are fortunate to have family members to assist with daily chores and projects, many are looking to outside help to fill labor needs.

For many, that means hiring teenagers or young adults. And while bringing younger employees onto the operation requires additional training and an understanding of labor regulations, it can also create long-term benefits for both the business and the future of agriculture.

“If they’re already interested in agriculture, it gives you an opportunity to really train that next generation,” said Shannon Sand, University of Nebraska-Lincoln agricultural economist. Some youth employees eventually become full-time managers or even successors for operations without heirs. Others gain valuable skills they’ll carry into future agricultural careers off the farm.

Ryan Milhollin, University of Missouri assistant extension professor of agribusiness management, said hiring outside the family also allows producers to develop employees who understand the operation from the ground up. “Sometimes you can find folks who are really enthusiastic about learning a new enterprise,” he said. “You have the opportunity to train them the way you want to.”

Start Recruiting Early

One mistake producers often make is waiting until they’re overwhelmed before beginning the hiring process. Whether it’s during calving season, haying or weaning, labor shortages become much more difficult to solve once the busiest weeks have already arrived. “If you realize you’ve got a gap where you need an employee during your busiest season, start early,” Milhollin said. “Make sure you’ve got them ready whenever you hit that peak labor need.”

Rather than relying solely on online job boards, Mihollin and Sand recommend recruiting through organizations that already attract young people interested in agriculture, such as:

• Local FFA chapters
• 4-H clubs
• Community colleges with agriculture programs
• Technical colleges
• Agricultural mechanics or diesel programs
• Veterinary technician programs

Milhollin also encouraged producers to build relationships before they need employees. Hosting an FFA chapter or agriculture class for a farm tour can introduce students to the operation and spark interest in future employment opportunities. “Take your time to cultivate those relationships,” he added.

Hiring Criteria

While previous livestock experience is valuable, character matters more. Sand looks first for curiosity and a willingness to learn. “Somebody who’s excited to learn about the operation — you can’t beat that,” she said. “They can learn everything else on the job.”

Milhollin agreed, adding that communication skills often separate great employees from average ones. Young employees should feel comfortable asking questions, admitting when they don’t understand a task and communicating concerns before small mistakes become larger problems. “Establishing a good feedback loop with the employer is really important,” he said. “That creates a positive working relationship.”

One common mistake producers make is assuming a young employee already knows how to do the job simply because they grew up on a farm. Even experienced farm kids may have never worked cattle, operated the same equipment, or followed the management style of another operation.

“Every operation works slightly differently,” Sand said. “You don’t know what you don’t know.” She pointed to her own upbringing on a Florida farm with beef cattle, fruits and vegetables. Those experiences, while valuable, didn’t automatically prepare her to work on a dairy operation.

The same principle applies to young employees. “They’re still learning,” she said. “Patience is really key.” Milhollin encouraged producers to clearly explain how their operation handles livestock, equipment and daily routines rather than assuming prior knowledge transfers from another farm.

“Every operation has its own operating standards,” he said. “It’s important to communicate what you value on your cattle operation, the practices you’d like to implement for animal welfare and safe handling.”

Employing by the Rules

Before bringing a minor onto the payroll, producers should understand both federal and state labor laws. While many agricultural operations qualify for exemptions under federal law, individual states often have additional requirements governing minimum ages, work permits, hours, and the types of jobs minors can perform.

“The federal laws regulate people under the age of 18,” Milhollin said. “But it’s really important to understand your state laws because they vary across the United States.” Sand echoed that advice, noting that producers shouldn’t assume regulations are the same across state lines.

In Nebraska, for example, minors younger than 16 generally must obtain an employment certificate before beginning work. Strict rules govern when they can work, how many hours they may work during school weeks, and which jobs they may perform. Parents employing their own children are exempt from many of those restrictions, but those exemptions typically do not apply when hiring non-family youth.

Livestock operations can present unique safety hazards, making it especially important to assign age-appropriate responsibilities. Federal regulations prohibit many workers younger than 16 from performing hazardous agricultural tasks, including operating certain tractors and machinery, handling some agricultural chemicals or working with breeding livestock. Individual states may impose additional restrictions.

Sand and Milhollin recommended contacting the state’s department of labor or extension service before hiring a minor to ensure the operation remains compliant. Sand also encouraged producers to focus on assigning meaningful work that allows young employees to gain confidence while staying safe.

Budget for More than Wages

Hiring an employee involves more than deciding on an hourly wage. Milhollin encouraged producers to research local labor markets before making an offer. Competition from other farms, agribusinesses and non-ag employers may influence what it takes to attract dependable workers. “You really need to understand your local competition for employees,” he said. “Make sure whatever you offer is competitive.”

Beyond wages, producers should account for payroll taxes, unemployment taxes and the time required to train a new employee. “They’re not going to hit the ground running from day one,” Milhollin said. “You’re going to have to invest some training time with that employee.”

Sand noted that tax withholding for minors generally follows the same process as it does for adult employees, but she encouraged producers to work closely with their accountant to ensure all payroll requirements are met.

Insurance Considerations

Insurance deserves just as much attention as payroll, especially liability insurance. Adding employees to an operation, particularly non-family workers, changes an operation’s risk profile. Other benefits, such as worker’s compensation, may have exemptions based on the number of adult employees on an operation. Producers should review their insurance coverage before the employee’s first day and whenever the operation or team changes.

“Make sure you’ve engaged with your insurance company,” Milhollin said. “Understand what type of coverage you have and make sure the activities you’re doing are covered.” Sand recommended involving both an insurance agent and an attorney when hiring minors. If minors are not legally allowed to sign required paperwork, involving parents and guardians in the hiring process may be necessary as well.

Set Expectations

A successful onboarding process begins long before the first assignment. Instead of handing a new employee a list of chores, Sand and Milhollin recommend introducing them to the operation, explaining expectations and identifying who they should approach with questions.

“They need to know who to go to if they have questions,” Sand said. “They need to know where all of the important things are.” Milhollin recommended developing standard operating procedures for repetitive jobs.

Whether feeding cattle, checking water tanks or moving livestock, written procedures help create consistency while reducing confusion and improving safety. “The more you can build standard operating procedures into the mix, the better,” he said. “If it’s something that’s going to be done repeatedly, make sure the employee understands how to do it and what proper steps need to be taken.”

He also encouraged producers to recognize that people learn differently. Some employees absorb verbal instructions, while others benefit from written checklists, photos or demonstrations. Showing a task, then watching the employee perform it before offering coaching, often produces better long-term results than simply explaining the process once.

Accountability Through Communication

Accountability isn’t created through discipline alone. It begins with clear communication and regular feedback. Young employees should understand not only what needs to be done, but why it matters to the operation. Frequent check-ins give producers opportunities to answer questions, reinforce safe practices and recognize progress before problems arise. That investment often pays dividends well beyond a single season.

Hiring youth isn’t simply about filling a labor shortage. It’s an opportunity to introduce the next generation to production agriculture while developing dependable employees who understand the values, expectations and work ethic that keep cattle operations running.

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