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Leadership, not recruitment, is the real problem for farming
Over the past few years I have spent a lot of time speaking with farmers about recruitment.
The conversation is usually the same.
“We can’t find anyone.”
“No one wants to work in farming anymore.”
“The younger generation just aren’t interested.”
But after working with hundreds of farm businesses across the UK, I’m increasingly convinced that the issue is not a labour shortage. It’s a people management problem.
That might sound uncomfortable, but it’s a message that came through loud and clear while researching the new REAL Success White Paper Facing the Future: Why UK Farming Must Put People First.
The uncomfortable truth is that the industry has invested heavily in genetics, machinery, buildings and technology but far less in leadership and workplace culture. And that imbalance is now starting to show.
© REAL Success
The industry has changed – but management hasn’t
Farming today is a sophisticated business.
Many farms now run multi-million-pound operations with advanced technology, complex compliance requirements and highly specialised roles.
Yet in many cases, the way people are managed has not evolved at the same pace.
Staff are still expected to work extremely long hours, often without clear career progression, structured feedback, or formal training in leadership and communication.
Most farmers genuinely care about their teams – something we see repeatedly when visiting farms. But caring about people and knowing how to lead people are two very different things. And the gap between the two is where many businesses struggle.
People don’t leave farming – they leave managers
One of the most consistent findings among farm staff is that people rarely leave because of the work itself.
They leave because of how the work is organised, how they are spoken to, or because they cannot see a future in the business. In other words, they leave managers, not farms.
This is not unique to agriculture. It is a well-known principle across every sector.
But farming often assumes that recruitment is the solution. If someone leaves, the instinct is to find another person.
Yet this creates a cycle of constant recruitment, rising costs and unstable teams. And in a shrinking labour market, that cycle becomes increasingly difficult to sustain.
Farming must become a career – not just a job
Another theme from the white paper is that farming must start thinking more seriously about career pathways.
Historically, many farm roles were seen as stepping stones or temporary positions. But today’s workforce is different.
People want:
- clear development opportunities
- fair and predictable working hours
- good facilities and working conditions
- managers who communicate well
- a sense of purpose and progression.
If those things are missing, talented people will simply move to another sector.
The irony is that farming has an incredible story to tell. Working with animals, producing food, managing land and operating complex businesses are all meaningful and rewarding careers.
But unless the industry creates workplaces where people can see themselves staying long term, those opportunities will continue to be overlooked.
The farms that are getting this right
The encouraging news is that some farm businesses are already showing what is possible. The farms that attract and keep the best staff tend to have a few things in common.
They communicate well, invest in leadership development and provide decent working conditions and respect people’s time.
And they treat staff as part of the future of the business, not just a cost to be managed.
These farms often report something interesting. Once they stabilise their teams, productivity improves, stress reduces and the business becomes easier to run. In other words, investing in people does not just solve a recruitment problem – it improves the entire farm business.
A turning point for the industry
UK farming is at a turning point. Technology will continue to transform how farms operate, and environmental expectations will continue to rise.
Business margins will remain tight. But none of these challenges can be solved without the right people.
If we want new people to enter the industry, the starting point is simple:
We must look after the ones who are already here.
Because the future of farming will not just be shaped by machinery, genetics or policy. It will be shaped by how well we lead the people working on our farms.
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Retaining staff is the best way to avoid the headache of recruitment. REAL Success provides consultancy, training, and advice on staff management, helping you become an employer of choice.