Seaboard Foods

Judy Zollinger

Agricultural Talent Champion

One of the most important components of building a strong workplace culture is helping people understand how they make a difference. In agriculture and food production, every role contributes to feeding families and supporting communities.

At Seaboard Foods, we talk about a “Culture of Connection” as part of The Prairie Fresh Way, a shared commitment that guides how we work together and produce pork the right way. Through employee recognition and everyday interactions, we reinforce those values and help employees feel valued, respected and connected to a larger purpose.

When employees understand how their daily work contributes to the bigger picture, they see the value of their role. Everyone has a seat at the table at home, and I believe they should feel the same way at work. Every position in our operations is essential to our success, and every employee deserves to feel valued.

Connecting HR Strategy with Operational Leadership

Human Resources serves as a strategic business partner to operations. To support the business effectively, HR professionals must understand the operation, its goals, and the challenges employees face every day. HR helps create the culture, talent strategies, and employee experience that allow operations to succeed.

A past mentor once shared advice that has stayed with me throughout my 24 years in Human Resources in the pork industry: “Do what is best for the business, the department and the employee.” That perspective continues to guide my approach and helps ensure we balance operational excellence with a positive employee experience.

Putting that principle into practice requires HR leaders to stay connected and engaged with operations. The best decisions are made when you understand what is happening on the plant floor, listen to employees, and remain visible and accessible. Being engaged helps leaders better support their teams and empowers employees to contribute ideas and solutions.

When leaders stay connected to the business and its people, they are better equipped to make decisions that support operational success and employee development.

Equipping People and Leaders for What’s Ahead

There is an increasing demand for skilled employees as technology, automation, and advanced systems become more common throughout our operations. At the same time, labor shortages remain a challenge across many rural areas where we operate.

To remain competitive, we have to keep investing in our people, strengthening engagement and retention, and continuing to build a pipeline of skilled talent for the future. Preparing employees for the future requires ongoing investment in people. Developing talent and strengthening expertise support our commitment to producing pork the right way while meeting the changing needs of our industry.

Preparing a workforce for change also requires HR leaders to remain curious, engaged, and willing to learn. My advice to future HR leaders is to be open to feedback, stay engaged, and never stop asking questions. Understand the business. You don't have to be an expert in every aspect of the operation, but a solid understanding of how the business works will help you make better decisions, provide stronger recommendations, and build credibility with leaders and employees alike.

Remember that it takes every employee working together to create a successful business. One of the things I appreciate most about Seaboard Foods is the belief that success comes through connection, collaboration, and a shared commitment to a common goal. That belief has been central to my career.

As I told our oldest child when she left for college, "Your career should be something you enjoy doing every day of your life." From my own experience, there have certainly been challenges along the way, but there have been many more positives. I genuinely enjoy coming to work each day, supporting our employees, and contributing to our team's success.