These full time employees worked an average of 53 hours/week, which ranged from 40 hours/week to 62 hours/week. The part-time ranch hands’ cash wages ranged from $7-$10/hour for an average of $8.60/hour. The hours worked per week for part-time employees ranged from 10 to 60 hours. Day workers were paid either by the day or by the hour. The hourly wages ranged from $7-$12/hour for an average of $10/hour. If paid by the day, the range was $60/day to $125/day. One employer paid $25/horse in addition to the day wages. One employer hired interns and paid them $1600/month for an average of 55 hours/week plus housing. One hired summer help and paid $12/hour for 50 hours/week plus housing.
    Vacation time for full time employees ranged from 3 days to two weeks and the average was 10 days. One employer gave employees 14 personal days/year. There were two who said they gave vacation days as needed or that it varied. One gave an employee $1500 paid vacation. Eleven people specified that they gave employees holidays off. The number of holidays ranged from 4-9 with an average of 5.5. Two said they gave all holidays off and one said that it varied. Eight employers gave employees sick days ranging from 3 sick days to 10 with an average of just under 6 sick days. Two employers said sick days were allowed as needed. 
     Housing was provided for 17 employees. The value of the housing ranged from $200/month to $400/month for an average of $275/month. Utilities were provided for 18 ranch hands. The range in the value of the utilities was $50-$350/month with an average of $183/month. Beef and/or groceries were provided to 13 employees. The value of the beef and/or groceries ranged from $150-$2270/year. The average was $825/year. One employer paid $1400/year for internet and phone service. One provided noon meals for a full time employee. 
    Nine employers paid 13 employees bonuses. For nine of the employees, the bonuses ranged from $500-$2400/year for an average of $1200/year. One employee received an annual bonus of $7000. Two employees each received a  bonus of a replacement heifer every year and one received $7/head/weaned calf. Bonuses were typically paid annually. Employers cited bonuses were determined based upon job performance, effort put forth by the employee, holidays, merit, reaching goals, ideas that saved the ranch a significant amount of money, calving, haying, calves weaned and bull sale.
     Health insurance was provided by seven employers. The employers paid from $100 to $1000/month for insurance for an average of $403/month. Five employees paid from $50 to $175/month. Retirement contributions were made by 5 employers for 7 employees. The contributions ranged from $780/year to $3800/year for an average of $1600/year. One employer matched 3% of the employee’s gross salary. Two employers indicated they offered profit sharing. One gave $1000/year and the other gave $20,000/year.
     Five employers allowed employees to run cattle. The number of head ranged from 19 to 60. The annual value of running the cattle ranged from $3000 to $10,250/year. Nine employers allowed ranch hands to run horses. The number of horses employees were able to run ranged from one to 12. For those that indicated the number of horses along with the value of running them, the value ranged from $140/horse/year to $600/horse/year. One employer valued running horses at $5,000/year, but did not indicate the number of horses. Thirteen employers allowed employees to have pets. Several specified dogs and/or cats. A few indicated that they must be outdoor pets and not a nuisance. 
   Eleven employers required references, with most asking for 2-3 references. Ten said they contact references provided by a potential employee. One said all former employers were contacted when considering hiring an employee. Seven employers provided references to potential employees. Four employers said they provide written job descriptions for their employees. Ten said they adjust salaries annually and five said they adjust salaries as needed. One employer did a performance review every 180 days. Employers listed a variety of non-monetary things they do to attract or keep employees. These included: allowing use of equipment and/or facilities, allowing time off for kids’ activities or to care for older parents, running cows and/or horses for free, treating employees with respect, providing meals or snacks, giving a well timed gift, allowing employees to have long weekends, giving a fuel allowance, encouraging open communication, providing educational opportunities or off ranch training, listening to the employee’s ideas and being flexible.
    The employers were asked what were the essential skills that their employees needed to have. Eight said cattle working experience and most of them specified employees needed to know how to be quiet and gentle with cattle or have knowledge of low stress cattle handling. Seven said knowing how to operate equipment and treating the equipment with care was an essential skill. Two said welding skills were important. Three mentioned experience with calving as essential and two said doctoring skills were needed. One said knowledge of irrigation and planting was important. There were a number of other thing employers identified as essential. Half of the respondents said showing up to work on time was essential. Honesty and integrity were mentioned seven times. Work ethic was described as essential by seven employers. Other qualities noted as important were: self-motivation, knowledge about cattle and ranching or the willingness to learn, being responsible, being able to see what needs to be done and do it, having the ability to plan, holistic resource management knowledge, mixing rations, having a good attitude and  having the ability to work alone and/or work the hours required to complete the job.
   Employers were asked to describe the challenges they face when hiring an employee. Most said finding an experienced, qualified employee willing to work. Some said being able to pay competitive wages was challenging and others indicated that finding people who were willing to learn new things was difficult. Also mentioned was finding employees who were honest, self-motivated and without legal problems. Finding enough good potential employees to choose from and keeping the spouse happy were also cited. A few replied getting and checking references could be challenging. Other issues were distance from school, distance from town, working ranch hours,  dependability and ability to follow directions.
   A detailed report of the survey results will be available upon request from the SCA office.