High Turnover Quotes

They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never dissapointed.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

These people were content with their environment, and felt no particular objection to an impersonal steel and concrete landscape, no qualms about the invasion of their privacy by government agencies and organizations, and if anything welcoming these intrusions, using them for their own purposes. These people were the first to master a new kind of 20th century life. They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never disappointed. Alternatively, their real needs might emerge later.

These toxic residues lead to high turnover and low innovation, creativity, and collaboration. No team can win with these elements corroding their effectiveness long term.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues;

You can’t find good people these days. There’s too much turnover, absenteeism, moonlighting. People just don’t care anymore.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

Cooperatives have lower absentee rates and less worker turnover than their conventional competitors. (For instance, the annual rate of turnover in the Mondragon cooperatives in 1974 was two percent, while in comparable capitalist firms it was 14 percent.)94 Members show relatively high individual work effort, tending to act as their own supervisors, at least to a greater degree than employees do elsewhere. Job rotation, where it happens, enhances the attractiveness of the work. And there are greater incentives to help one another than in a competitive environment.

A mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

Holmes cast himself as a demanding contractor. As workers came to him for their wages, he berated them for doing shoddy work and refused to pay them, even if the work was perfect. They quit, or he fired them. He recruited others to replace them and treated these workers the same way. Construction proceeded slowly, but at a fraction of the proper cost. The high rate of turnover had the corollary benefit of keeping to a minimum the number of individuals who understood the building’s secrets. A

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels

mountain of recent data on open-plan offices from many different industries corroborates the results of the games. Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure.

The problem is understaffing. The problem is undertraining. The problem is high caregiver turnover. The problem is paying minimum wage. The problem is the eldercare industry. (I could go on, and so I will: The problem is undervaluing the elderly. The problem is fear of aging. The problem is fear of dying.)

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed,

FREE COFFEE Get to know every single barista/o in your local coffee shop. That’s Emma, Jason, Helen, Anjara, Brooklyn, and Jeremy! And because there’s high turnover, now it’s Angela, Jeremiah, Lupe, Jason, and Carmela! Oops—now Amber, Kat, Jonny, and Jason! Learn the names of their pets. Ask about their cat, Stanley. Like and repost their self-made music videos of ballet dancing while high. Give them your address and the code to get into your house to use the pool. After two to seven months of this, forget to pay. That’s twelve ounces of your favorite coffee beverage gratis! Become CONSUMED WITH GUILT. You just STOLE five-dollars-plus out of the pocket of a small, family-owned business in your own neighborhood! Anja, the owner, will find out and you will be BANNED. Within twenty-four hours, send ten dollars via Venmo to Anja. REPEAT THIS PROCESS FOR DECADES. 2. Diagnos-YES! Why I need so badly to belong somewhere: because there’s something really wrong with me!

A new social type was being created by the apartment building, a cool, unemotional personality impervious to the psychological pressures of high-rise life, with minimal needs for privacy, who thrived like an advanced species of machine in the neutral atmosphere. This was the sort of resident who was content to do nothing but sit in his over-priced apartment, watch television with the sound turned down, and wait for his neighbours to make a mistake. Perhaps the recent incidents represented a last attempt by Wilder and the airline pilots to rebel against this unfolding logic? Sadly, they had little chance of success, precisely because their opponents were people who were content with their lives in the high-rise, who felt no particular objection to an impersonal steel and concrete landscape, no qualms about the invasion of their privacy by government agencies and data-processing organizations, and if anything welcomed these invisible intrusions, using them for their own purposes. These people were the first to master a new kind of late twentieth-century life. They thrived on the rapid turnover of acquaintances, the lack of involvement with others, and the total self-sufficiency of lives which, needing nothing, were never disappointed. Alternatively,

This may be a bit controversial, but I’m not so sure compensation scales are a “moral” issue, at least once you exceed the very bottom of the range. If I create a business model that works only if I pay animators half the going rate in Hollywood, and we find it impossible to hire competent animators at that rate, I know my business model is invalid. It won’t work. On the other hand, if enough animators turn up willing to work for that pay scale, the business model may be valid. Turnover will undoubtedly be on the high side, as many of the better animators will move on to higher-paying work, but if we can build turnover into our business model, the business still works.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others. Indeed, excessive stimulation seems to impede learning: a recent study found that people learn better after a quiet stroll through the woods than after a noisy walk down a city street.

You don’t have to decide anything now. If you will allow me to be near you for a time, then we can see.” He rested his head back, and they looked at each other, their faces inches apart. He always was so good at looking at her. And it occurred to her just then that she herself was more Darcy than Erstwhile, sitting there admiring his fine eyes, feeling dangerously close to falling in love against her will. “Just be near…” she repeated. He nodded. “And if I don’t make you feel like the most beautiful woman in the world every day of your life, then I don’t deserve to be near you.” Jane breathed in, taking those words inside her. She thought she might like to keep them for a while. She considered never giving them up. “Okay, I lied a little bit.” He rubbed his head with even more force. “I need to admit up front that I don’t know how to have a fling. I’m not good at playing around and then saying good-bye. I’m throwing myself at your feet because I’m hoping for a shot at forever. You don’t have to say anything now, no promises required. I just thought you should know.” He forced himself to lean back again, his face turned slightly away, as if he didn’t care to see her expression just then. It was probably for the best. She was staring straight ahead with wide, panicked eyes, then a grin slowly took over her face. In her mind was running the conversation she was going to have with Molly. “I didn’t think it was possible, but I found a man as crazy intense as I was.” The plane was moving, that scatty slow motion that seemed to go both forward and backward at once. Jane kept looking back and forth between the window and the man next to her, checking to see if he was really there. Was this a better ending than tallyho? “So,” he said, “is New York City our final destination?” “That’s home.” “Good. There’s bound to be work for an attractive British actor, wouldn’t you think?” “There are thousands of restaurants, and those waiter jobs have high turnover.” “Right.” “Loads of theaters, too. I think you’d be wonderful in a comedy.” “Because I’m laughable.” “It doesn’t hurt.

Rarely in military history has there been so high a turnover of generals as in France in the 1790s. It meant that capable young men could advance through the ranks at unprecedented speed. The Terror, emigration, war, political purges, disgrace after defeat, political suspicion and scapegoating, on top of all the normal cases of resignation and retirement, meant that men like Lazare Hoche, who was a corporal in 1789, could be a general by 1793, or Michel Ney, a lieutenant in 1792, could become one by 1796. Napoleon’s rise through the ranks was therefore by no means unique given the political and military circumstances of the day.73 Still, his progress was impressive: he had spent five and a half years as a second-lieutenant, a year as a lieutenant, sixteen months as a captain, only three months as a major and no time at all as a colonel. On December 22, 1793, having been on leave for fifty-eight of his ninety-nine months of service – with and without permission – and after spending less than four years on active duty, Napoleon was made, at twenty-four, a general.

If efficient copying is adaptive, such that natural selection should favor greater and greater reliance on social as opposed to asocial learning, then the tournament also establishes that a number of characteristics strongly evocative of human culture will follow automatically. With increasing copying inevitably comes greater behavioral diversity; the retention of cultural knowledge for long periods of time; conformity; and rapid turnover in behavior such as fads, fashions, and changes in technology. Provided copying errors or innovation introduce new behavioral variants, copying can simultaneously increase the knowledge base of a population and reduce the range of exploited behavior to a core of high-performance variants. Similar reasoning accounts for the observation that copying can lead to knowledge being retained over long periods of time, yet trigger rapid turnover in behavior. Low-level performance of suboptimal behavior is sufficient to retain large amounts of cultural knowledge in social learning populations, over long periods. A high level of copying increases the retention of cultural knowledge by several orders of magnitude.

Bollywood's economic workings are more mysterious. It still exists in what was known as the informal and high-risk sector of the Indian economy. Banks rarely invest in Bollywood, where moneylenders are rampant, demanding up to 35 percent interest. The big corporate houses seem no less keen to stay away from filmmaking. A senior executive with the Tatas, one of India's prominent business families, told me, "We went into Bollywood, made one film, lost a lot of money, and got out of it fast," adding that "the place works in ways we couldn't begin to explain to our shareholders." Since only six or seven of the two hundred films made each year earn a profit, the industry has generated little capital of its own. The great studios of the early years of the industry are now defunct. It is outsiders- regular moneylenders, small and big businessmen, real estate people, and, sometimes, mafia dons- who continue to finance new films, and their turnover, given the losses, is rapid. Their motives are mixed: sex, glamour, money laundering, and, more optimistically, profit. They rarely have much to do with the desire to make original, or even competent, films.

„The air was saturated with the finest flour of a silence so nourishing, so succulent, that I could move through it only with a sort of greed, especially on those first mornings of Easter week, still cold, when I tasted it more keenly because I had only just arrived in Combray: before I went in to say good morning to my aunt, they made me wait for a moment, in the first room where the sun, still wintry, had come to warm itself before the fire, already lit between the two bricks and coating the whole room with an odour of soot, having the same effect as one of those great country ‘front-of-the-ovens’, or one of those château mantelpieces, beneath which one sits hoping that outdoors there will be an onset of rain, snow, even some catastrophic deluge so as to add, to the comfort of reclusion, the poetry of hibernation; I would take a few steps from the prayer stool to the armchairs of stamped velvet always covered with a crocheted antimacassar; and as the fire baked like a dough the appetizing smells with which the air of the room was all curdled and which had already been kneaded and made to ‘rise’ by the damp and sunny coolness of the morning, it flaked them, gilded them, puckered them, puffed them, making them into an invisible, palpable country pastry, an immense ‘turnover’ in which, having barely tasted the crisper, more delicate, more highly regarded but also drier aromas of the cupboard, the chest of drawers, the floral wallpaper, I would always come back with an unavowed covetousness to snare myself in the central, sticky, stale, indigestible and fruity smell of the flowered coverlet.

Companies consistently confuse the disease of bad culture with symptoms like tech overuse and high employee turnover.

I smile, because it's a rare and quiet weekday night where I can be alone with Chef Sakamoto. It's nights like these when he whistles to me-a Japanese tune? A Japanese rhyme?-because it's nothing I recognise from my own childhood. It's nights like these when he takes his time with me, picking on the leftovers from my belly that are still good, then turning me upside down to scrub me with warm water and soap. It's after hours, and there is no urgency, no high turnover, no unreasonable demands, and most importantly, no one here but us. Chef Sakamoto caresses me with those long fingers, fingers that have bled under the sushi knife, fingers that can withstand pan-seared beef, fingers that have been dipped into Kumi's secret sauce (which is just butter, mayonnaise and a bit of mustard) before touching his mouth.

intense and focused on the field, the entire stadium goes quiet as he rears back to throw the long pass. The football world calls it The Calm Before the Score. “Did you hear that, Tessa?” I snap out of the catatonic state I’d fallen into and force my hand to move as if the news hadn’t affected me in the least. “Riggs Malone is coming home,” John says, narrowing his pale blue eyes at me. “You went to high school with him, right?” “I think so,” I say, my tone nonchalant

I leave it to the reader to think about whether one tries to scalp a highly volatile overall market day by day hoping to make a small profit or to concentrate on really promising opportunities without stress. The latter would not exactly increase the turnover of a broker.

Turnover at Ford was shockingly high. Every day in 1913 between 1,300 and 1,400 workers did not show up to work—about 10 percent of the entire workforce. Labor turnover was a staggering 370 percent. The American economist John R. Commons called it a “continuous, unorganized strike.

Alex gawked at the baked goods. He sat down on one of the metal barstools. "Feeling stressed out, I see." "Yeah." I passed the platter toward him. "Help yourself to the peach rolls or turnovers. I made them last night, so they're fresh." "We okay?" I nodded. He didn't hesitate. "God, Marygene," he groaned around a mouthful, an expression of awe on his face. "There is nothing like your baked goods. I mean it. I've eaten pastries in all the best shops in Savannah, and nothing compares to yours." Well, that was a real nice compliment. There were ample high-end pastry shops in Savannah.

SOME PASTRY TERMS Chef de pâtissier: pastry chef Gâteau: rich, elaborate sponge cake that can be molded into shapes, typically containing layers of crème, fruit, or nuts Pâtisserie(s): pastry/pastries Brioche(s): a soft, rich bread with a high egg and butter content Pain aux raisins: a flaky pastry filled with raisins and custard Chaussons aux pommes: French apple turnovers Pâte à choux: a light, buttery puff pastry dough Éclair: oblong desserts made of choux pastry filled with cream and topped with icing (often chocolate) Tarte au citron: lemon tart Macaron: a meringue-based confectionary sandwich filled with various flavored ganache, creams, or jams Croquembouche: a cone-shaped tower of confection created out of caramel-dipped, cream-filled pastry puffs and swathed in spun sugar threads, often served at French weddings or on special occasions Saint-Honoré: a dessert named for the patron saint of bakers and pastry chefs Pâte feuilletée: a light, flaky puff pastry Vanilla crème pâtissière: vanilla pastry cream Hazelnut crème chiboust: a pastry cream lightened with Italian meringue Paris-brest: a wheel-shaped dessert made of pâte à choux and filled with praline cream. Created in 1910 by chef Louis Durand to commemorate the Paris-Brest, a bicycle race.

The Path of the 99% Purely, statistically speaking (and nothing personal intended), it is almost certain you won’t make an investment in a franchise either. You will probably complain about the way things are, dream about what could be, take a brief stand for yourself by declaring, “I am tired placing my future in the hands of others. Now it’s my turn!” Then you’ll Google franchise opportunities, visit franchisor homepages, gather stacks of franchisor brochures, research companies, talk to people and professionals you trust, and have conversations with franchisors. You’ll feel proactive. You’ll tell your friends you’re considering buying a business. Chances are they thought about it, too. Some will be happy for you, some will be jealous, some will be afraid for you. Virtually everyone will share their strong opinions with you. You’ll dream about what it would be like to be your own boss. You’ll think about your customers and employees. You’ll make clever little charts such as the T Bar, where you neatly list all the pros on the left side of the page, balanced by the cons on the right side. Then the time will come to make a decision. Fear, doubt, and negative self-chatter (yours, your spouse’s, your kids’, your parents,’ your friends’, and your hired professionals’) will kick into high gear. Eventually, you probably will make a fear-based “no” decision, backed by the logic of your neatly listed cons. “The business has fatal flaws,” you think, “Employee turnover is too high. Competition is too fierce. The business is too risky. Sure, it may work in some areas, but everyone knows our town is different.” And with everything going on in your life, the timing couldn’t be worse. Yes, you are being completely responsible with your resources. You didn’t work this hard and long and sacrifice this much to lose what you’ve earned and saved. Moving forward with a franchise would put your family in danger. If you leave your company, you will lose your insurance benefits and 401(k). What if someone in your family had to go to hospital? How would you survive without insurance? Plus, your industry is changing so fast, in a few years your expertise would be obsolete and it would be impossible for you to regain entry if your business didn’t make it. Certainly almost every reasonable person armed with the same research and faced with the same personal challenges you have would naturally come to the same conclusion. And you are right. 99 percent do.

Open-plan offices have been found to reduce productivity and impair memory. They’re associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They’re often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body’s fight-or-flight “stress” hormone; and makes people socially distant, quick to anger, aggressive, and slow to help others.

All the royal tales got their own special festivals. In honor of the Sleeping Beauty tale, Ever After High held the yearly Beauty Sleep Festival. Everyone put on their pajamas and lay down on their beds, and a magical sleep spell rained over the castle, putting them into a restful slumber for two days. Briar rolled her eyes. "I'd prefer my story got a dance festival with some kicky music and a chocolate fountain." "It's kind of like a massive slumber party, so that's cool," said Ashlynn. "Kinda," said Briar. "But the best part of a slumber party isn't the part where you're unconscious. I'm already facing a hundred years of sleep. Worst. Festival. Ever." "You recall that the royal festival for the Cinderella story is basically just an excuse to get the students to clean the high school," said Ashlynn. Briar laughed, putting her arm around Ashlynn. "That's true! But at least your Spring Cleaning Festival ends with a Ball." Apple always enjoyed the Apple Festival in her story's honor- so many pies and turnovers and breads, and none of them poisoned. The whole school smelled of cinnamon and nutmeg for days. The Spring Cleaning Festival was an excellent opportunity to clean out her sock drawer and then wear a ball gown and dance till midnight. The Little Mermaid Festival took place every summer at Looking Glass Beach with swimming, beach volleyball, and a clam dig.

A single eviction could destabilize multiple city blocks, not only the block from which a family was evicted but also the block to which it begrudgingly relocated. In this way, displacement contributed directly to what Jacobs called “perpetual slums,” churning environments with high rates of turnover and even higher rates of resentment and disinvestment. “The key link in a perpetual slum is that too many people move out of it too fast—and in the meantime dream of getting out.”4

For the organization with pathologically high turnover (anything over 30 percent), a few reasons account for most departures: • A just-passing-through mentality: Co-workers engender no feelings of long-term involvement in the job. • A feeling of disposability: Management can only think of its workers as interchangeable parts (since turnover is so high, nobody is indispensable). • A sense that loyalty would be ludicrous: Who could be loyal to an organization that views its people as parts? The insidious effect here is that turnover engenders turnover. People leave quickly, so there’s no use spending money on training. Since the company has invested nothing in the individual, the individual thinks nothing of moving on. New people are not hired for their extraordinary qualities, since replacing extraordinary qualities is too difficult. The feeling that the company sees nothing extraordinary in the worker makes the worker feel unappreciated as an individual. Other people are leaving all the time, so there’s something wrong with you if you’re still here next year. A

Taking a deep breath, Sailor decided to lay himself at her feet. "I was imagining the future and thinking of how if everything went according to plan, I'd have a very successful business with a high turnover." He made sure his hands were locked behind Ísa's back--just in case she decided to leave him in her dust a fourth time. "And since I'd be rich, I'd be able to buy houses and other nice things for my family." Ísa frowned. "I don't think your family expects that." "They don't exactly need my largess either," Sailor muttered. "But in my future fantasy, I'm buying everyone fancy cars and houses. Go with it." Ísa's lips twitched. "Okay, big spender. What else is fantasy Sailor doing?" "He's building a ginormous mansion. Swimming pool, tennis court, the works." "Is he hiring a buff personal masseuse named Sven?" "Hell no." He glared at her. "The masseuse is a fifty-year-old forner bodybuilder named Helga. Now, can I carry on?" Pretending to zip up her lips and throw away the key, Ísa made a "go on" motion. "Future Sailor is also creating a huge walk-in closet for you and filling it with designer shoes and clothes. He's giving you everything your heart desires." A flicker of darkness in Ísa's gaze, but she didn't interrupt... though her hands went still on his shoulders. "And there's a tricked-out nursery too," he added. "Plus a private playground for our rug rats." Throat moving, Ísa said, "How many?" It was a husky question. "Seven, I think." "Very funny, mister." "I'm not done." Sailor was the one who swallowed this time. "And in this fantasy house, future Sailor walks in late for dinner again because of a board meeting, and he has a gorgeous, sexy, brilliant wife and adorable children. But his redhead doesn't look at him the same anymore. And it doesn't matter how many shoes he buys her or how many necklaces he gives her, she's never again going to look at him the way she did before he stomped on her heart. Ísa's lower lip began to quiver, but she didn't speak. "I'm so sorry, baby." Sailor cupped her face, made sure she saw the sheer terror he felt at the thought of losing her. "I've been so tied to this idea of becoming a grand success that I forgot what it was all about in the first place--being there for the people I love. Sticking through the good and the bad. Never abandoning them." Silent tears rolled own Ísa's face. "But that great plan of mine?" he said, determined not to give himself any easy outs. "It'd have mean abandoning everyone. How can I be there for anyone when all I do is work? When I shove aside all other commitments? When the people I love hesitate to ask for my time because I'm too tired and too busy?" Using his thumbs, he rubbed away her tears. More splashed onto the backs of his hands, her hurt as hot as acid. "Spitfire, please," he begged, breaking. "I'll let you punch me as many times as you want if you stop crying. With a big red glove. And you can post photos online." Ísa pressed her lips together, blinked rapidly several times. And pretended to punch him with one fist, the touch a butterfly kiss. Catching her hand, he pressed his lips to it. "That's more like my Ísa." He wrapped his arms around her again. And then he told her the most important thing. "I realized that I could become a multimillionaire, but it would mean nothing if my redhead didn't look at me the way she does now, if she expected to have to take care of everything alone like she's always done--because her man was a selfish bastard who was never there." Ísa rubbed her nose against his. "You're being very hard on future Sailor," she whispered, her voice gone throaty. "That dumbass deserves it," Sailor growled. "He was going to put his desire to be a big man above his amazing, smart, loving redhead.

Efforts to establish local cohesion and community investment are thwarted in neighborhoods with high turnover rates. In this way, eviction can unravel the fabric of a community, helping to ensure that neighbors remain strangers and that their collective capacity to combat crime and promote civic engagement remains untapped.19

I’m not quite sure what promotions, if any, are or are not available to me or my colleagues at our level. There seems to be a high rate of turnover that may be, in part, due to a lack of clarity on how to grow within the business.” “While I feel like there is a lot of future opportunity in the organization, I have no idea how to get promoted. My manager has never discussed development or promotion opportunities with me.” “It has never been explained to me what each role entails and what I need to achieve in order to progress. I have only been told by my current and past team leader to ‘carry on how you’re doing,’ which is a compliment. However, it would be better if everyone was given some sort of document which consists of targets you need to hit in order to progress in the company.

Here are some scary statistics: Each year the average company loses 20-50% of its employee base Cost of replacing entry level employees: 30-50% of their annual salary Cost of replacing mid-level employees: 150% of their annual salary Millennial turnover costs the U.S. economy $30.5 billion annually. The cost of replacing high-level or highly specialized employees: 400% of their annual salary.

But Ford’s experiment in paying a livable wage worked. He later described the pay hike as the best cost-cutting move he ever made. Turnover shrank, slashing training costs, and absenteeism decreased as productivity increased—the expectation from managers was that the increased wages deserved increased speed on the line. Wall Street investors and fellow automakers initially excoriated Ford for his wage scheme, but other carmakers eventually followed suit, propelled by Ford’s massive leaps in production while reducing his per-unit costs. A Model T that cost $850 in 1908, on par with cars sold by the new Cadillac company, dropped to $290 by 1920, helping make Ford one of the world’s wealthiest men. And the high wages made Detroit a magnet. Nondecennial surveys by the Census Bureau chart the impact. In 1909, Detroit had 81,000 wage earners who made $43 million working for 2,036 establishments that cranked out $253 million worth of products. In 1914, after Ford’s $5 day began, the same number of establishments employed nearly 100,000 people who made $69 million while producing $400 million worth of goods. In 1919, with World War I raging and the $5 day in full force across the automotive industry, 2,176 establishments were employing 167,000 people, who made $245 million as they produced $1.2 billion worth of goods. In short, the ranks of industrial workers more than doubled, and their wages and the value of the products they made nearly quintupled. Detroit’s ancillary businesses, from clothing stores to restaurants, thrived.

And as with many corporate chief executives, there is a high turnover rate among police chiefs; average tenure of chiefs is three years. Why

The reviewers found that the high attrition of TFA teachers presented a problem for schools and districts: “From a school-wide perspective, the high turnover of TFA teachers is costly. Recruiting and training replacements for teachers who leave involves financial costs, and the higher achievement gains associated

VANILLA CRACK Preheat oven to 350 degrees F., rack in the middle position. 1 box salted soda crackers. (I used Saltines) 2 sticks salted butter (1 cup, 8 ounces, ½ pound) 1 cup white (granulated) sugar 2 teaspoons vanilla extract ½ cup salted nut pieces Line a 10-inch by 15-inch cookie sheet with heavy-duty foil. If you have a jellyroll pan, that’s perfect. If you don’t, turn up the edges of the foil to form sides. Spray the foil with Pam or other nonstick cooking spray. (You want to be able to peel it off later, after the cookies harden.) Cover the pan completely with a single layer of soda crackers, salt side up. (You can break the crackers in pieces to make them fit if you have to.) Set the cracker-lined jellyroll pan or cookie sheet aside while you cook the topping. Combine the butter with the white sugar and vanilla in a heavy saucepan. Bring it to a full boil over medium high heat on the stovetop, stirring constantly. (A full boil will have breaking bubbles all over the surface of the pan.) Boil it for exactly five (5) minutes, stirring it constantly. If it sputters too much, you can reduce the heat. If it starts to lose the boil, you can increase the heat. Just don’t stop stirring. Pour the mixture over the soda crackers as evenly as you can. Hannah’s Note: I start by pouring the mixture in lines from top to bottom over the length of the pan. Then I turn it and pour more lines over the width of the pan. Once the whole pan is cross-hatched with the hot toffee mixture, I pour any that’s left where it’s needed. If it doesn’t cover the soda crackers completely, don’t worry—it’ll spread out quite a bit in the oven. Sprinkle the salted nut pieces over the top. Slide the pan into the oven and bake the cookies at 350 degrees F. for ten (10) minutes. Remove the pan from the oven and let it cool on a wire rack. When the cookies have thoroughly cooled, peel off the foil and break them into random-sized pieces.

Veteran Pillsbury spokesperson, the Pillsbury Doughboy, died yesterday of a severe yeast infection and complications from repeated pokes to the belly. He was 71. Doughboy was buried in a slightly greased coffin. Dozens of celebrities turned out, including Mrs. Buttersworth, the California Raisins, Hungry Jack, Betty Crocker, the Hostess Twinkies, Captain Crunch, and many others. The graveside was piled high with flours as longtime friend, Aunt Jemima, delivered the eulogy, describing Doughboy as a man who "never knew how much he was kneaded." Doughboy rose quickly in show business, but his later life was filled with many turnovers. He was not considered a very smart cookie, wasting much of his dough on half-baked schemes. Despite being a little flaky at times, he even still, as a crusty old man, was considered a roll model for millions. Doughboy is survived by his second wife, Play Dough. They have two children, and one in the oven. The funeral was held at 3:50 for about 20 minutes.

this “we will succeed” attitude leads to staff burnout, high turnover, and a weaker team than the one you started with.

I’m speaking here about the classic index fund, one that is broadly diversified, holding all (or almost all) of its share of the $15 trillion capitalization of the U.S. stock market, operating with minimal expenses and without advisory fees, with tiny portfolio turnover, and with high tax efficiency. The index fund simply owns corporate America, buying an interest in each stock in the stock market in proportion to its market capitalization and then holding it forever.

So,” he said, “is New York City our final destination?” “That’s home.” “Good. There’s bound to be work for an attractive British actor, wouldn’t you think?” “There are thousands of restaurants, and those waiter jobs have high turnover.” “Right.” “Loads of theaters, too. I think you’d be wonderful in a comedy.” “Because I’m laughable.” “It doesn’t hurt.” On impulse, she took his hand, rubbed his index finger between her fingers. It was an intimate gesture, yet felt natural. What did she want? This is so insane…Stop thinking that. Maybe it oculd work…Oh, be practical, Jane. So what was she to do? She was no longer prey to the fantastical idea of love, but if she could have something real…Was there anything real? “You want to have kids someday, don’t you?” she asked, just to get that one out of the way. “Did Mrs. Wattlesbrook tell you my story? I wouldn’t be surprised. Yes, I like children. I always thought I’d like to be called Papa.” “Okay, that answer was too perfect. Are you honestly being you?” “Wattlesbrook casts actors who are closest to the parts we play, since we had to stay in character so long. There are some exceptions, of course, like Andrews playing a heterosexual.” “I knew it,” she said under her breath. “But wait, stop, it’s not supposed to end this way! You’re the fantasy, you’re what I’m leaving behind. I can’t pack you up and take you with me.” “That was the most self-centered thing I’ve ever heard you say.” Jane blinked. “It was?” “Miss Hayes, have you stopped to consider that you might have this all backward? That in fact you are my fantasy?

It is fair to say that, by Graham’s demanding standards, the overwhelming majority of today’s mutual funds, largely because of their high costs and speculative behavior, have failed to live up to their promise. As a result, a new type of fund—the index fund—is now gradually moving toward ascendancy. Why? Both because of what it does—providing the broadest possible diversification—and because of what it doesn’t do—neither assessing high costs nor engaging in high turnover. These

Bad fit customers and technical support There is a line between helping a customer and building custom software for them. You want to avoid one-off features because the effort to build one custom feature is the same effort to help ten good fit customers. If a customer requires custom work, then they are usually a poor fit. These bad customers will drain the life from your team and these customers redirect resources from critical tasks, such as mandatory upgrades, and helping good fit customers succeed. Enough bad customers can cause low employee morale and high turn-over in any department. Here are the differences between good and bad fit customers: Good Customer Traits Bad Customer Traits Software performs the features that he needs Constantly emails about missing features An attractor that leaves reviews, case studies Rude or unpleasant over the phone, a detractor Entry level staff members provide support Senior level staff provides technical support Requires a short call to set-up and configure Requires coding changes and tons of phone support Company is organized Company is a mess Fits into an ideal customer profile Fits into no customer profile Feels like a good fit You get a bad feeling about the company

The danger with this, of course, is that, unchecked, this “we will succeed” attitude leads to staff burnout, high turnover, and a weaker team than the one you started with. His biggest challenge as a leader was avoiding overcommitment.

A star business is the leader in its market niche To be the leader simply means that it is bigger intheniche than any other firm. We measure size by sales value (also known as revenues or turnover). If the venture has sales of $1 million and there is nobody whose sales in the same niche reach $1 million, then it is the leader. Note that ‘leadership’ is objectively defined by sales, and has nothing to do with competing claims about ‘being the best’ or being most highly rated by customers, which are difficult to judge and not as important anyway. The thing that matters most is how customers in the niche vote with their money. Has a question just popped up in your mind? ‘Ah,’ you may say, ‘but how do you define what the market niche is?’ That is indeed a profound question, and I will answer it with several examples throughout the book. It is possible to get the definition of the niche wrong - as I sometimes have. But the basic idea is very simple. For a niche to be a separate market, it must have different customers, different products or services and a different way of doing business from the main market or other market niches. Finally, the ranking of competitors is different in a valid market niche - the leader in the niche is different from the leader in the main market. If there is no difference in how competitors fare in the niche versus the main market, the niche is not really different.

Because employees know they have to leave by 5:30 p.m., wasted time has dropped to a minimum. Productivity is high and turnover is low.

One of the most expensive and unexpected costs you can have as a rental property manager is high tenant turnover.

They become infected with the leader’s aggression and get to act it out on others, perhaps those below them. But such an environment is tiring, and those serving the aggressor are constantly taking hits to their self-esteem. With most aggressors, the turnover is high and the morale low. As the ancient Greek dramatist Sophocles once wrote, “Whoever makes his way into a tyrant’s court becomes his slave, although he went there a free man.

You will have your own examples of a work environment that seems to be firing on all cylinders. It will be a place where performance levels are consistently high, where turnover levels are low, and where a growing number of loyal customers join the fold every day.

Inventory turnover ratio A low number here may indicate that either your stock is slow moving or that there may be problems, such as the presence of obsolete stock or low customer demand or order quantities are too high for the demand, resulting in little or no movement. Low numbers are typical in a spare parts operation where stock is held just in case.

I have found many organizations that develop as many as three of the dimensions—they may have good service criteria, good economic criteria, and good human relations criteria, but they are not really committed to identifying, developing, utilizing, and recognizing the talent of people. And if these psychological forces are missing, the style will be a benevolent autocracy and the resulting culture will reflect different forms of collective resistance, adversarialism, excessive turnover, and other deep, chronic, cultural problems.

apple turnovers Ingredients for Turnovers 2 cups all-purpose flour 2 teaspoons baking powder 1 teaspoon salt ¾ cup shortening ½ cup whole milk 6 medium baking apples, peeled, cored, and cut into quarters 6 tablespoons sugar Ground cinnamon Ground nutmeg Ingredients for Syrup 2 cups granulated sugar ¼ teaspoon ground cinnamon ¼ teaspoon ground nutmeg 2 cups water ¼ cup unsalted butter Directions for Turnovers Preheat the oven to 375°F. In a large mixing bowl, combine the flour, baking powder, and salt. Cut in the shortening until crumbly. Add the milk and stir until all of the flour is moistened. Form the dough into a ball. Using a floured rolling pin, roll two-thirds of the dough into a 14-inch square on a generously floured, cloth-covered board. Cut into 4 squares. Roll the remaining dough into a 14 × 7-inch rectangle. Cut into 2 squares. Place 4 apple quarters on each pastry square. Sprinkle each square with 1 tablespoon sugar and a sprinkle of cinnamon and nutmeg. Bring the corners of each pastry up over the apple quarters and press together. Directions for Syrup In a medium saucepan over medium-high heat, bring the sugar, cinnamon, nutmeg, and water to a boil. Remove from the heat and stir in the butter. Assembly Place the turnovers in a buttered 9 × 13-inch baking dish. Pour the syrup over the turnovers (reserve some for later). Bake about 45 minutes, until the crust is golden and the apples are tender. Spoon the remaining syrup over the turnovers. Serve warm with Heavenly Homemade Whipped Cream (recipe follows). Serves 6

what the company said one year and what happened the next. We want to see not only whether managements are honest with shareholders but also whether they’re honest with themselves.” (If a company boss insists that all is hunky-dory when business is sputtering, watch out!) Nowadays, you can listen in on a company’s regularly scheduled conference calls even if you own only a few shares; to find out the schedule, call the investor relations department at corporate headquarters or visit the company’s website. Robert Rodriguez of FPA Capital Fund turns to the back page of the company’s annual report, where the heads of its operating divisions are listed. If there’s a lot of turnover in those names in the first one or two years of a new CEO’s regime, that’s probably a good sign; he’s cleaning out the dead wood. But if high turnover continues, the turnaround has probably devolved into turmoil.

Until recently, a mindless cult of acceleration led by numerous business “gurus” in the United States urged companies to “Be first! Be agile! Shoot now, aim later!” This simplistic advice led to the launch of many low-quality, poorly tested products; angry customers; unhappy investors; a loss of strategic focus; and a high turnover of CEOs. It ignored the problems of synchronization and de-synchronization. It was a superficial way of dealing with the deep fundamental of time.

The big modernizing farmers we knew sounded a lot like Earl Butz. They had often been educated in agricultural colleges and were true believers in the gospel of efficiency. They were 'businessmen', engaged in a desperate race to be survivors, as everyone else fell behind, gave up and stopped farming, Everything had to be big and fast. They were ruthless capitalists. Dad was a bit confused by them. He said they were 'shirt and tie' farmers; 'too flash' with their fancy Range-Rovers. They didn't get their hands dirty and they sounded as if they worked for a corporation - listing data about their milk yield average per cow, grain moisure content, or their costs of production. They often had dozens of people working for them. The big new farms had a high staff turnover because the work was now deskilled, boring and dirty - more like repetitive factory work than the skilled 'stockmanship' or 'field craft that had gone before.

Lots of management changes, particularly a high turnover in the firm’s chief financial officer. Also, a change in auditors, can be a major red flag.

. These red flags include: high receivables change in accountants high turnover in chief financial officers a company blaming short sellers for their stock’s decline a company completely changing their core business to take advantage of a prevailing hot trend

Psychopaths, Boddy explicates, in language somewhat reminiscent of that used by Bob Hare and Paul Babiak in the previous chapter, take advantage of the “relatively chaotic nature of the modern corporation,” including “rapid change, constant renewal” and the high turnover of “key personnel”—circumstances that not only permit them to wend their way, through a combination of “extroverted personal charisma and charm,” to the corner offices of major financial institutions, but that also render “their behavior invisible,” and, even worse, make them “appear normal and even to be ideal leaders.

High personnel turnover is a symptom of a serious untreated problem in an organization. Seek help.

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