Addressing Ageism in Agriculture

Tracey Feist, Contributor

At Meherrin Fertilizer in Four Oaks, North Carolina, 90% of the business done today is by text, phone or email. That wasn't the case 25 years ago, when its president, Mike Carroll, started the business. Sales were conducted in face-to-face meetings or over the phone.

"My Dad is an in-person salesman, and his relationship (with his customers) is amazing," says Mike's son, Andrew Carroll, who is also the business sales manager for Meherrin. "He (Dad) believes that's the way it should be done. He always challenges the younger salesmen to 'get out on the road and go see your customers.'"

Meherrin has embraced the change that often comes with employing a younger generation. Carroll, a millennial, says his team of salespeople still makes relationships a priority, though they use modern technology to communicate. A quarter of Meherrin's staff are from Generation Z (ages 29 and under). He says the company goes out of its way to hire high school seniors or find new recruits by working with the local community college.

At a time when the agriculture industry is struggling to fill open positions, it's important for employers to understand the different factors that motivate people from different generations -- from job stability and benefits, to flexibility and purpose-driven work. By recognizing these differences, employers can tailor their recruitment and retention strategies to better meet the needs of the workforce, ultimately improving employee satisfaction and reducing turnover, experts say.

When it comes to employees of different generations working together, Meherrin uses an open-minded approach that involves employees watching and learning from each other, Carroll says. Doing so, a business can shift how its entire workforce connects and works together.

"I've learned Gen Z likes camaraderie," he explains. "They like to be able to get up and talk to others, and not be shut off in an office. They also like to be given multiple tasks, because they don't like to do the same thing every day."

Luckily, in agriculture, change is constant, Carroll acknowledges.

INDUSTRY HURDLES

Jason Dorsey, president of the Center for Generational Kinetics (CGK) and a leading behavioral researcher, told delegates at The Fertilizer Institute (TFI) annual business conference in February 2025 in Palm Desert, California, that the agriculture industry needs to adopt a new approach if it wants to attract and retain new employees.

Dorsey is passionate about dispelling fiction from fact when it comes to understanding generational barriers and ageism in agriculture. "I'm a country kid, not a city kid," he says of his upbringing on a ranch in Brenham, Texas. "We had well water, two dirt roads to get to my house, two cattle guards to get to my driveway and no neighbors. I love this industry. But, this industry is not well-known among the emerging workforce.

"Most leaders immediately benefit from accurately understanding, connecting with and influencing different generations," Dorsey continues. "If they do, they can decide what will work best to unlock their performance."

He says the agriculture industry needs to take a different approach to understanding and closing generational gaps. This means taking the time to understand similarities and differences, along with what has shaped each generation.

TFI President and CEO Corey Rosenbusch acknowledges that nearly half of its association members will retire in the coming decade. "That's a huge brain drain, and it's incumbent on all of us to ensure that we're facilitating knowledge transfer between the generations," he says. "Millennials, Gen Xers and baby boomers can learn so much from Generation Z, which is the fastest-growing segment in the workforce."

Dorsey's research shows it's essential to an organization's success that its leaders understand Gen Z and its views, as many of today's leaders are baby boomers or are from Generation X. An example might be learning how Gen Z uses new technology or approaches the day's workload.

It's also important to recognize the relationship with technology, says Dorsey, because most Gen Zers don't remember a time before the internet, smartphones or social media.

Other research from CGK cites that today's college graduate typically has six years less work experience than previous generations.

"Everyone is measuring the market wrong," Dorsey explains. "We are not attracting or keeping the people we need (in agriculture), because we're usually only approaching it from one direction.

"If your business is asking, 'How do we get more people to apply, to see (agriculture) as a career, to stay longer?' -- that's a limited view," he says. "The more powerful view is (asking yourself), 'Why are people not applying, not staying longer? Or not seeing this as a career?'"

CHANGING THE APPROACH

TFI conducted an industry trends survey where 82% of the respondents said they expect to face challenges in recruiting and retaining talent. "That data alone tells us that communicating with workers from different generations will be key to the industry's future success," Rosenbusch says.

Meherrin seems to have tapped into that success, from the high school seniors they employ to the impending college graduate who will be joining their business full time in May 2025. That young man started with the business at age 16, worked each summer throughout college and will join Meherrin with a degree in supply chain management from the University of North Carolina.

"We're going to have him manage our vessels and work on logistics," Carroll says. "I feel like he's a veteran, because he has been with us for six years. When he graduates, he will be ready to roll."

He agrees with Rosenbusch's perspective that the agriculture industry needs to do a better job welcoming a younger generation.

"I think one of the stigmas in our industry is that you've got to be older to work here. I'll tell you this: One of my best operations people I have right now is a Gen Zer. She's 18 years old. And, she's in the back blending fertilizer," he says.

For now, Meherrin's integrated approach to employing all generations is working: The business has a very low turnover rate.

"We've got some people who are very senior in our industry. And, I've got some Gen Zers who will outwork anybody I know," Carroll says. "When we see how our young people operate, whether they're in sales or supply chain, it helps us to be better salesmen. You've just got to give them a chance.

"Agriculture is such a big part of our lives," he says of sharing that love with employees. "It's also an industry where our word still matters, and million-dollar deals are done on a handshake."

After all, the success of the business is built on relationships -- no matter the age.

GENERATIONAL TRAITS:

Understanding the differences between workers from different generations is key to the ag industry's future success, explains Jason Dorsey, president of The Center for Generational Kinetics, in Austin, Texas.

Here is a snapshot of the differences between generations:

(Note: Research is limited to the latest generation, which is Alpha, born 2013-2024, ages 1 through 12.)

Generation Z (Born 1996-2012, Ages 13-29):

-- Fastest-growing, most diverse generation of employees and consumers globally

-- Savers, want stability in life and in work; social causes are important

-- Expect all to use technology well; don't remember a time before the internet, social media or smartphones

-- COVID-19 was a generation-defining experience.

Millennials (Born 1978-1995, ages 30-47):

-- The largest generation in the U.S. workforce, moving increasingly into management and leadership roles

-- Drive significant consumer trends, with spending growing rapidly

-- Have experienced a delayed adulthood, affecting everything from marriage and buying a home, to employee retention and where they choose to live

-- Tech dependent, affecting communication, buying style, relationships and learning.

Generation X (Born 1965-1977, Ages 48-60):

-- Often overlooked but the most important generation to retain because they're in the phase where they are deciding where to finish their career

-- Extremely loyal but naturally skeptical; make great managers and leaders because they dive into the details

-- Are often being pulled in three directions: kids, work and aging parents.

Baby Boomers (Born 1946-64, Ages 61-79):

-- Have the most work and life experiences

-- Are the most influential generation because they control the wealth, are in senior leadership roles and are often most likely to vote in elections

-- Believe you're not working unless they can see you working, a challenge during the pandemic that led to new work realities and expectations

-- Currently in a life stage where they're often considering legacy and how they spend their time.

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