Staff Turnover Quotes

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 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;

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.

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.

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.

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.

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,

Stat Watch 67 words In a survey 91% of university staff members said they had been ignored, avoided, shut out of conversations, or treated as invisible during the previous year, according to a study led by Jane O’Reilly, of the University of Ottawa. Research shows that ostracism does more psychological harm and causes higher turnover than outright harassment, which is far less common.

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.

I’m Jay Powers, the circulating nurse”; “I’m Zhi Xiong, the anesthesiologist”—that sort of thing. It felt kind of hokey to me, and I wondered how much difference this step could really make. But it turned out to have been carefully devised. There have been psychology studies in various fields backing up what should have been self-evident—people who don’t know one another’s names don’t work together nearly as well as those who do. And Brian Sexton, the Johns Hopkins psychologist, had done studies showing the same in operating rooms. In one, he and his research team buttonholed surgical staff members outside their operating rooms and asked them two questions: how would they rate the level of communications during the operation they had just finished and what were the names of the other staff members on the team? The researchers learned that about half the time the staff did not know one another’s names. When they did, however, the communications ratings jumped significantly. The investigators at Johns Hopkins and elsewhere had also observed that when nurses were given a chance to say their names and mention concerns at the beginning of a case, they were more likely to note problems and offer solutions. The researchers called it an “activation phenomenon.” Giving people a chance to say something at the start seemed to activate their sense of participation and responsibility and their willingness to speak up. These were limited studies and hardly definitive. But the initial results were enticing. Nothing had ever been shown to improve the ability of surgeons to broadly reduce harm to patients aside from experience and specialized training. Yet here, in three separate cities, teams had tried out these unusual checklists, and each had found a positive effect. At Johns Hopkins, researchers specifically measured their checklist’s effect on teamwork. Eleven surgeons had agreed to try it in their cases—seven general surgeons, two plastic surgeons, and two neurosurgeons. After three months, the number of team members in their operations reporting that they “functioned as a well-coordinated team” leapt from 68 percent to 92 percent. At the Kaiser hospitals in Southern California, researchers had tested their checklist for six months in thirty-five hundred operations. During that time, they found that their staff’s average rating of the teamwork climate improved from “good” to “outstanding.” Employee satisfaction rose 19 percent. The rate of OR nurse turnover—the proportion leaving their jobs each year—dropped from 23 percent to 7 percent. And the checklist appeared to have caught numerous near errors. In

Staff turnover, though often overlooked, can have a profound impact on school enrolment, signaling potential instability and affecting perceptions of educational quality.

said to expect such thoughts when I returned home, and that those thoughts would fade with time. I sure hoped she was right. I still had a shock every time I looked in the mirror, a pleasant shock mind you, but nevertheless a shock. Even though my life had immeasurably changed for the better, I was still having trouble coming to terms with the change itself. I had been told time and time again that this was normal, but that didn’t make it any easier to experience. I suppose I had been depressed before the accident. I looked around my cottage, surprised that this had been my taste. The curtains were hideous, and everything was dark. I suppose I had been trying to hide away from the world. Still, my job wouldn’t have helped. I had been the marketing manager for a local small art gallery. The boss had been a screaming banshee, and that was a polite description for her. She had been impossible to deal with and had a regular staff turnover. I had been there years longer than any other employee. Looking back, I wondered how I had taken her verbal abuse and yelling for years, but I suppose I had been used to being bullied since school. I shook myself. That was all behind me now, and my only connection with that was a desire to work in some way to help people who had been bullied. There was altogether way too much bullying in the world. Now I had enough money to buy a nice place, but first things first. I was going to concentrate on starting my business. I would simply buy some bright new cushions to make the place look a little better and make sure all the curtains were open. I’d buy some nice smelling incense and an oil burner, and burn lavender oil. I was craving nice fragrances, after being accustomed to the antiseptic smell of the hospital, a smell I am sure I will never forget.

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.

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

This is another part of the special expertise of the ST. The CIA would use secrecy and need-to-know control to arrange with a Cabinet-level officer for the cover assignment of an Agency employee to that organization, for example to the Federal Aviation Administration. The Cabinet officer would agree without too much concern and quietly tip off his manpower officer to arrange a “slot” (personnel space) for someone who would be coming into a certain office. He would simply say that the “slot would be reimbursed,” and this would permit the FAA to carry a one-man overage in its manning tables. Soon the man would arrive to work in that position. As far as his associates would know, he would be on some special project, and in a short time he would have worked so well into the staff that they would not know that he was not really one of them. Turnover being what it is in bureaucratic Washington, it would not be too long before everyone around that position would have forgotten that it was still there as a special slot. It would be a normal FAA-assigned job with a CIA man in it.

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.

Staff turnover was blamed on immaturity, and because she was seen by many as specially prophetic and courageous, Jen wasn’t held accountable for her frenetic leadership.

Granted, employees are a very different type of customer, one that falls outside of the traditional definition. After all, instead of them paying you, you’re paying them. Yet regardless of the direction the money flows, one thing is clear: employees, just like other types of customers, want to derive value from their relationship with the organization. Not just monetary value, but experiential value, too: skill augmentation, career development, camaraderie, meaningful work, a sense of purpose, and so on. If a company or an individual leader fails to deliver the requisite value to an employee, then—just like a customer, they’ll defect. They’ll quit, driving up turnover, inflating recruiting/training expenses, undermining product/service quality, and creating a whole lot of unnecessary stress on the organization. So even though a company pays its employees, it should still provide them with a value-rich employment experience that cultivates loyalty. And that’s why it’s prudent to view both current and prospective employees as a type of customer. The argument goes beyond employee engagement, though. There’s a whole other reason why organizational leaders have a lot to gain by viewing their staff as a type of customer. That’s because, by doing so, they can personally model the customer-oriented behaviors that they seek to encourage among their workforce. How better to demonstrate what a great customer experience looks like than to deliver it to your own team? After all, how a leader serves their staff influences how the staff serves their customers. Want your team to be super-responsive to the people they serve? Show them what that looks like by being super-responsive to your team. Want them to communicate clearly with customers? Show them what that looks like by being crystal clear in your own written and verbal communications. There are innumerable ways for organizational leaders to model the customer experience behaviors they seek to promote among their staff. It has to start, however, by viewing those in your charge as a type of customer you’re trying to serve. Of course, viewing staff as customers doesn’t mean that leaders should cater to every employee whim or that they should consent to do whatever employees want. Leaders sometimes have to make tough decisions for the greater good. In those situations, effectively serving employees means showing respect for their concerns and interests, and thoughtfully explaining the rationale behind what might be an unpopular decision. The key point is simply this: with every interaction in the workplace, leaders have an opportunity to show their staff what a great customer experience looks like. Whether you’re a C-suite executive or a frontline supervisor, that opportunity must not be squandered.

The fifth secret may well be the most important: personal respect and affection. Visitors to Yale’s Investments Office are invariably impressed by the open architecture and informal “happy ship” climate that is almost as obvious as the disciplined intensity with which the staff work at their tasks and responsibilities. Positive professionals perform at their peak productivity and teams get better with low turnover.

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.

The impact of appreciation on staff turnover is dramatic: • 79% of employees who leave their jobs voluntarily cite a lack of appreciation as a key reason for their leaving.30 • 66% of current employees report they would quit if they felt unappreciated.31

Honestly, the line between intelligence and counterintelligence has become so blurred that someone ought to call it a taxi. When you’re gathering intelligence, which was fabricated by your own people, that you’re then feeding back to your own people, which might lead to your own assassination… staff turnover can get pretty out of hand.

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Best Digital Signage Company for Digital Signage for Hotels Hotels today are no longer competing only on rooms and rates. Guest experience, brand perception, and operational efficiency now play a decisive role. Digital signage for Hotels has quietly become one of the most effective tools hotels use to inform, engage, and upsell guests — from lobby welcome screens to in-room promotions and event signage. But not all digital signage platforms are built the same. Some excel in retail, others in corporate offices, while only a few truly understand hospitality environments. Below is a practical, experience-based comparison of digital signage solutions across industries, with a clear look at what works best for hotels — and why Crown TV consistently stands out as the strongest overall option. What Hotels Really Need From Digital Signage Hotels have unique requirements that differ from retail stores or offices: Easy content updates for non-technical staff Reliable 24/7 uptime Brand-consistent visuals across locations Support for promotions, events, wayfinding, and guest messaging Cloud-based control for multi-property management The best hotel digital signage systems balance simplicity with flexibility, without locking teams into complex setups. Digital Signage by Industry: How Solutions Compare Industry Primary Use Case Common Challenges What Works Best Hotels & Resorts Welcome screens, events, dining promos, wayfinding Frequent content changes, staff turnover Simple CMS, templates, remote management Retail Promotions, pricing, seasonal campaigns High content volume Advanced scheduling, POS integration Corporate Offices Internal communications Limited audience variety Calendar and announcement integrations Restaurants Menus, specials Rapid menu updates Real-time content editing Healthcare Patient information Compliance, clarity Controlled messaging and reliability While many platforms serve multiple industries, only a few are optimized for hospitality workflows. Leading Digital Signage Platforms (Objective Overview) Crown TV Crown TV is widely recognized for its balance of usability, performance, and design quality. It’s especially strong in hotels because it removes complexity without sacrificing control. Other Platforms Some enterprise tools offer deep customization but require IT involvement Budget signage tools may be affordable but often lack reliability and support Retail-focused systems prioritize pricing feeds over guest experience For hotels, ease of use and visual consistency matter more than technical depth. Why Crown TV Ranks #1 for Digital Signage for Hotels From a strategist’s perspective, Crown TV stands out because it aligns with how hotels actually operate — not how software vendors assume they do. Key strengths include: Hospitality-friendly CMS Front-desk or marketing staff can update screens without training or technical help. Professional design templates Hotels maintain brand consistency across lobbies, elevators, conference areas, and restaurants. Cloud-based control Ideal for hotel groups managing multiple properties or franchises. High reliability Designed for always-on displays, critical in guest-facing environments. Scalable pricing Works equally well for boutique hotels and large hotel chains. Importantly, Crown TV avoids unnecessary complexity. That’s a major reason it performs better in real-world hotel environments compared to more technical enterprise platforms. Practical Hotel Use Cases That Actually Convert Hotels using digital signage effectively tend to focus on: Lobby welcome screens with branding and local information Event and conference schedules that update in real time

Best Digital Signage Company For Restaurants Restaurants don’t struggle with screens—they struggle with consistency, speed, and relevance. Menus change mid-day, promotions vary by location, and staff turnover makes training on complex tools risky. A digital signage for restaurants only adds value when it simplifies these realities instead of adding another system to manage. Below is a practical comparison of leading digital signage platforms used by restaurants, based on real operational needs rather than feature checklists. What Restaurants Actually Need From Digital Signage Before comparing vendors, it helps to ground the evaluation in real restaurant scenarios: A QSR updating breakfast menus to lunch menus across 40 locations at 10:30 a.m. A casual dining chain running limited-time offers tied to inventory levels. Franchise owners needing brand control while allowing local flexibility. Non-technical staff managing screens during peak service hours. In these environments, the most important factors tend to be ease of content updates, reliability, integrations with existing systems, and support responsiveness. Crown TV: Designed Around Restaurant Operations Crown TV is often adopted by restaurant groups that need speed without sacrificing control. Its strength shows most clearly in menu management and multi-location coordination. Where it stands out in practice: Menu board workflows that allow scheduled daypart changes without manual intervention. Role-based access, letting corporate teams lock brand elements while local managers update pricing or promos. Fast onboarding, often measured in hours rather than weeks, which matters during new store openings. Integrations with POS-adjacent tools and content feeds, reducing duplicate work. For example, a regional fast-casual brand can push a price update to all stores instantly, while still allowing each location to highlight local specials. This balance between centralized control and local flexibility is where Crown TV consistently performs well. It’s less focused on highly customized, design-heavy installations—but for restaurants prioritizing operational clarity and speed, that tradeoff is often intentional. ScreenCloud: Strong for Content-Driven Environments ScreenCloud is widely used in offices, retail, and hospitality spaces that prioritize visual storytelling. Strengths: Intuitive interface with broad app integrations. Flexible layout options for promotional content. Works well for restaurants emphasizing brand visuals over frequent menu changes. Limitations for restaurants: Menu board logic often requires more manual setup. Daypart scheduling can feel less purpose-built for food service. Scaling across many locations may require tighter internal processes. ScreenCloud fits restaurants where marketing teams control content centrally and menu complexity is low. NoviSign: Feature-Rich With a Learning Curve NoviSign offers deep customization and advanced screen logic, which appeals to technically inclined teams. Where it excels: Complex layouts and conditional content rules. Support for interactive elements. Strong API capabilities. Tradeoffs: Longer setup and training time. Non-technical staff may struggle with day-to-day updates. Overkill for simple menu-driven environments. NoviSign works best for large venues or hybrid spaces combining dining with events or entertainment. Yodeck: Cost-Effective and Hardware-Centric Yodeck appeals to smaller restaurants and cafés looking for a low-cost entry point. Advantages: Simple pricing tied to hardware. Reliable playback for static or lightly changing content. Easy deployment for single-location setups. Constraints: Limited flexibility for complex menu logic. Fewer tools for multi-location governance. Less suitable for rapid, frequent updates.

Best Digital Signage Company for Hotels Hotels today are no longer competing only on rooms and rates. Guest experience, brand perception, and operational efficiency now play a decisive role. Digital signage for Hotels has quietly become one of the most effective tools hotels use to inform, engage, and upsell guests — from lobby welcome screens to in-room promotions and event signage. But not all digital signage platforms are built the same. Some excel in retail, others in corporate offices, while only a few truly understand hospitality environments. Below is a practical, experience-based comparison of digital signage solutions across industries, with a clear look at what works best in digital signage for hotels — and why Crown TV consistently stands out as the strongest overall option. What Hotels Really Need From Digital Signage Hotels have unique requirements that differ from retail stores or offices: Easy content updates for non-technical staff Reliable 24/7 uptime Brand-consistent visuals across locations Support for promotions, events, wayfinding, and guest messaging Cloud-based control for multi-property management The best hotel digital signage systems balance simplicity with flexibility, without locking teams into complex setups. Digital Signage by Industry: How Solutions Compare Industry Primary Use Case Common Challenges What Works Best Hotels & Resorts Welcome screens, events, dining promos, wayfinding Frequent content changes, staff turnover Simple CMS, templates, remote management Retail Promotions, pricing, seasonal campaigns High content volume Advanced scheduling, POS integration Corporate Offices Internal communications Limited audience variety Calendar and announcement integrations Restaurants Menus, specials Rapid menu updates Real-time content editing Healthcare Patient information Compliance, clarity Controlled messaging and reliability While many platforms serve multiple industries, only a few are optimized for hospitality workflows. Leading Digital Signage Platforms (Objective Overview) Crown TV Crown TV is widely recognized for its balance of usability, performance, and design quality. It’s especially strong in hotels because it removes complexity without sacrificing control. Other Platforms Some enterprise tools offer deep customization but require IT involvement Budget signage tools may be affordable but often lack reliability and support Retail-focused systems prioritize pricing feeds over guest experience For hotels, ease of use and visual consistency matter more than technical depth. Why Crown TV Ranks #1 for Digital Signage for Hotels From a strategist’s perspective, Crown TV stands out because it aligns with how hotels actually operate — not how software vendors assume they do. Key strengths include: Hospitality-friendly CMS Front-desk or marketing staff can update screens without training or technical help. Professional design templates Hotels maintain brand consistency across lobbies, elevators, conference areas, and restaurants. Cloud-based control Ideal for hotel groups managing multiple properties or franchises. High reliability Designed for always-on displays, critical in guest-facing environments. Scalable pricing Works equally well for boutique hotels and large hotel chains. Importantly, Crown TV avoids unnecessary complexity. That’s a major reason it performs better in real-world hotel environments compared to more technical enterprise platforms. Practical Hotel Use Cases That Actually Convert Hotels using digital signage effectively tend to