Turnover In Business Quotes

I drive by a business that has a permanent sign that says, "Always hiring." Why in the world would they advertise the fact that they have continual turnover? They might as well say, "You'll hate working here.

Next question.” He swipes the screen of his phone, but he’s not looking at it; he’s staring at me. Trying to intimidate me. Trying to see who’ll blink first. “Did you leave DC because (A) you couldn’t find any hotties to make out with? Or (B) your East Coast boyfriend is an ankle buster and you’d heard about legendary West Coast D, so you had to find out for yourself if the rumors were true?” he says with a smirk. “Idiot,” Grace mumbles, shaking her head. I may not understand some of his phrasing, but I get the gist. I feel myself blushing. But I manage to recover quickly and get a jab in. “Why are you so interested in my love life?” “I’m not. Why are you evading the question? You do that a lot, by the way.” “Do what?” “Evade questions.” “What business is that of yours?” I say, secretly irritated that he’s figured me out... Porter scoffs. “Seeing how this is your first day on the job, and may very well be your last, considering the turnover rate for this position? And seeing how I have seniority over you? I’d say, yeah, it’s pretty much my business.” “Are you threatening me?” I ask. He clicks off his phone and raises a brow. “Huh?” “That sounded like a threat,” I say. “Whoa, you need to chill. That was not . . .” He can’t even say it. He’s flustered now, tucking his hair behind his ear. “Grace . . .” Grace holds up a hand. “Leave me out of this mess. I have no idea what I’m even witnessing here. Both of you have lost the plot.

For a service business, nothing is more valuable than engaged employees who feel they can make a difference and want to stay with the organization. Turnover is costly. The best turnover is internal turnover, where people are growing their careers within your enterprise rather than moving someplace else. People aren’t wired to be nomads. They just need to find a place where they feel they can make a real impact.

We’ve started asking partners to use their intellect and creativity, rather than telling them ‘take the coffee out of the box, put the cup here, follow this rule,’ ” said Kris Engskov, a vice president at Starbucks. “People want to be in control of their lives.” Turnover has gone down. Customer satisfaction is up.

A saying which has always stuck with me, ‘Turnover is vanity, profit is sanity.’ A business turning over £100k a year but creating a net profit of £20k is much more successful than a business turning over £1m but only producing a net profit of £50k. The former has a net profit of 20% while the latter only has a net profit of 5%.

Sunday after church, all the sisters, sisters-in-law, wives kissing and patting, swatting at each other's children and at the same time loving them and rubbing their little round heads, women comparing and swapping babies, and all the men gathering and talking business, wool, yarn, lengths, shipping, bloody Flemings, fishing rights, brewing, annual turnover, nice timely information, favour-for-favour, little sweeteners, little retainers, my attorney says … That's what it should be like, married to Morgan Williams, with the Williamses being a big family in Putney … But somehow it's not been like that. Walter has spoiled it all.

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.

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!

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.

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.

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.

How long will you live here?”: Unless you are in the transient business, always look for tenants who indicate they are planning on staying in the home long-term. Because turnover and vacancy can be a couple of the most expensive things a landlord goes through, they should be avoided when possible. If the applicant writes down anything less than a year, that is probably your sign that they are not a good candidate

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.

Food License Consultant A food license consultant is one type of bridge that can help you to issue your food license. There are many companies available that can help you to grow your business. They can guide your whole process and explain the fee structure and government fee and some legal documents. If you are looking for the best food license consultants in your city then you can visit our website. Here you can get many verified professionals. Here are some details about the food license which are listed below. What is Food License? What is Food License Registration? What are the types of FSSAI Licenses? What are the documents needed for Food License Registration? What is a food License (FSSAI License)? FSSAI stands for Food Safety Standards Authority of India, which is a statutory body established under the Ministry of Health & Family Welfare, Government of India. It has been established under the Food Safety and Standards Act, 2006, which is related to food safety and regulation in India. A food license is responsible for protecting and promoting public health through regulation and supervision of food safety. Food License Registration A food license is required for every person who wants to start a food business, who can involve in any kind of business like manufacturing, processing, distribution, or sale of food products, etc. A food license consists of 14 digit license number, which can print on all the food packages item. It gives all information regarding the assembling and owner’s permit. The motive of registration is to make the food business operators more responsible that can maintain the quality of food products. Types Of FSSAI License There are different types of food licenses that can depend on the scale of business, and on the turnover provided by the business owner. The government issue different type of license based on the food business operator activity. The types if food licenses are as below: 1) FSSAI Basic Registration: The FSSAI basic license registration for those who have a small-scale business. If their turnover is less than 12 lakh then apply for basic registration. 2) FSSAI State License: The FSSAI State License registration for those who have medium-scale businesses. If their turnover is more than 12 Lakh or up to 20 crores. 3) FSSAI Central License: The FSSAI Central License registration for those who have large-scale businesses. If their turnover is more than 20 crores then it can apply for Central License. Document required for Food License Registration The food license registration document required for the proprietorship Concern or a single person 1) Rental Agreement 2) Pan Card 3) Two Photos 4) ID Proof The food license registration document required for the Partnership Firm 1) Pan Card of Partnership Firm 2) All partner’s Id and Address Proof 3) Two Photos of Each Partner 4) Rental Agreement The food license registration document required for Private Limited Company 1) Pan Card of Private Limited Company. 2) Incorporation Certificate of Private Limited Company. 3) All Director’s Id and Address Proof 4) Two Photos of Each Director. 5) Rental Agreement. Best FSSAI License Consultant in India We are a team of FSSAI Registration centers, helping business owners in the registration, and certification procedures all over India. If you have further queries or doubts, then please visit our website. Tags food license online, food license, fssai license, fssai license registration, fssai license registration online, fssai registration, fssai license fee, fssai license documents, food licensing, fssai renewal, fssai apply online, fssai online, fssai registration form, fssai license registration consultant, fssai license consultant, fssai consultant, food license consultant in Ahmedabad, Food license consultant in Delhi, Food license consultant in Mumbai, Food license consultant in Kolkata

The principal purpose of this program was to vent grievances and address them where possible. And I think this program was as important as pay in keeping employees with us. Productivity in part is the product of tenure. That’s why I believe that turnover is the most expensive form of labor expense. I am proud that, during my thirty years at Pronto and Trader Joe’s, we had virtually no turnover of full-time employees, except for the ordinary human problems of too, too solid flesh.

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.

Speaking to those in business who presume to manage, it is important that this principle be embraced as an ethic and not simply as a “device” to achieve harmony or increase productivity or reduce turnover. Some popular procedures, such as participation or work enlargement or profit sharing, may be manipulative devices if they do not flow naturally out of a comprehensive ethic.

True… Money is a by-product. Business growth, turnover, bottomline is a by-product of what your heart and head want you to do. So if you follow that, money will follow. Woh Gandhi waali baat hai. ‘Find purpose and the means will follow.

It turned out that when you accounted for turnover rates and the cost of recruiting and training, Cary, North Carolina, engineers were cheaper to hire than Bangalore, India, engineers.

The best part of it for me personally was that every time I saw a new Walgreen’s store going up it meant new business. This sort of multiplication was clearly the way to go. I spent less and less time chasing pushcart vendors around the West Side and more time cultivating large accounts where big turnover would automatically winch in sales in the thousands and hundreds of thousands.

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.

Ten months after Jamie’s death, the 2006 football season began. The Colts played peerless football, winning their first nine games, and finishing the year 12–4. They won their first play-off game, and then beat the Baltimore Ravens for the divisional title. At that point, they were one step away from the Super Bowl, playing for the conference championship—the game that Dungy had lost eight times before. The matchup occurred on January 21, 2007, against the New England Patriots, the same team that had snuffed out the Colts’ Super Bowl aspirations twice. The Colts started the game strong, but before the first half ended, they began falling apart. Players were afraid of making mistakes or so eager to get past the final Super Bowl hurdle that they lost track of where they were supposed to be focusing. They stopped relying on their habits and started thinking too much. Sloppy tackling led to turnovers. One of Peyton Manning’s passes was intercepted and returned for a touchdown. Their opponents, the Patriots, pulled ahead 21 to 3. No team in the history of the NFL had ever overcome so big a deficit in a conference championship. Dungy’s team, once again, was going to lose.3.36 At halftime, the team filed into the locker room, and Dungy asked everyone to gather around. The noise from the stadium filtered through the closed doors, but inside everyone was quiet. Dungy looked at his players. They had to believe, he said. “We faced this same situation—against this same team—in 2003,” Dungy told them. In that game, they had come within one yard of winning. One yard. “Get your sword ready because this time we’re going to win. This is our game. It’s our time.”3.37 The Colts came out in the second half and started playing as they had in every preceding game. They stayed focused on their cues and habits. They carefully executed the plays they had spent the past five years practicing until they had become automatic. Their offense, on the opening drive, ground out seventy-six yards over fourteen plays and scored a touchdown. Then, three minutes after taking the next possession, they scored again. As the fourth quarter wound down, the teams traded points. Dungy’s Colts tied the game, but never managed to pull ahead. With 3:49 left in the game, the Patriots scored, putting Dungy’s players at a three-point disadvantage, 34 to 31. The Colts got the ball and began driving down the field. They moved seventy yards in nineteen seconds, and crossed into the end zone. For the first time, the Colts had the lead, 38 to 34. There were now sixty seconds left on the clock. If Dungy’s team could stop the Patriots from scoring a touchdown, the Colts would win. Sixty seconds is an eternity in football.

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.

This approach of building the business from rural to urban India, and delivering on untapped consumer demand helped the company reach an annual turnover of Rs 23 crore with only 2 per cent PBT margins10 in 1952, a decade after it was founded.

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.

Washing money,” Louis said. “Initially he was doing it through legitimate companies but without the owner’s knowledge. The numbers must have got so large they couldn’t keep it hidden and that’s where the Hunstanton location comes in. Small businesses, lots of them. Companies with turnovers of less than a million; consultancy firms, import, export businesses. None of them exist, except on paper. Newell was even fabricating business between these firms, purchases, contracts… loans. The people didn’t exist, let alone the businesses.” He shrugged. “No one is going to look out here for an operation of that size. Couple

Baking and drinking? Who would have guessed,” Eliza teased. “I’m eighty-three years old. I dedicated a good chunk of my life to this town. Now, I can do whatever I like. I can cook, drink, and sing ‘The Star-Spangled Banner’ in my birthday suit if I want to. As long as I keep the turnovers coming, nobody gives a hoot if I’m three sheets to the wind,

Waste levels Logistics: Schedule accuracy On time delivery percentage Average time to deliver Inventory accuracy Human resources: Employee turnover Average time to fill a position Cost per hire Employee satisfaction/engagement index Absenteeism Salary competitiveness factor Training return on investment Corporate social responsibility: Carbon and water footprints Energy consumption Product recycling rate Waste recycling rate

Looking at the turnover and quality of managers in charge of sales and marketing is a good way to gauge how much the company values this part of the business. One important element of this principle is knowing which numbers matter the most to a company’s bottom line. For example, many Software-as-a-Service businesses have a tremendous amount of free users (who cost the business money in server fees). Still, they have a difficult time converting these free users into paying customers. So when reading a company’s annual or quarterly report, focus on figures such as the number of paying customers or average customer purchase value. Rather than relying on misleading numbers like “total users” or “monthly average users.” These are often used by unprofitable companies to make their prospects look more attractive than they are. Another essential element of this principle is that a company’s income is not reliant on a single factor. For example, if a semiconductor manufacturer relies on a contract with Apple for 80% of its revenue, then Apple ending that contract would plunge the economics of that business into disarray. This is

Looking at the turnover and quality of managers in charge of sales and marketing is a good way to gauge how much the company values this part of the business.

For example, researchers at Cornell University studied 320 small businesses, half of which granted workers autonomy, the other half relying on top-down direction. The businesses that offered autonomy grew at four times the rate of the control-oriented firms and had one-third the turnover

The average turnover of shares held by institutions has increased from 21 per cent per year in 1974 to 62 per cent today (1984). The result has been the erosion of long-term corporate investment horizons with fewer startup operations, less development of new products, and more service businesses at the expense of capital-intensive manufacturing.

The firm concluded that the Taker’s destructive behavior was costing the firm in Associate turnover expenses and reputational harm in the Client community more than the firm was gaining from the Taker’s book of business.

Companies with a culture of employee recognition, where employees feel that their contributions matter, perform better and have less employee turnover than those that don’t.

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.

I told them I wanted them to prepare by creating a list of discussion points to bring to our meetings. I wanted them to think about what they or the other managers in this room could do to improve the efficiency, productivity, customer service, cash flow, margin of errors, corporate culture, rate of employee turnover, employee morale, and, most important, the company’s profitability.

The first claim on the turnover of 3,000 will be that of Operating Expenses. These get top-most priority. Come the first of the month, salaries and rent must be paid. On the due date, vendors too have to be paid. If we don’t do this, we will be out of business very soon. Let’s assume the Operating Expenses work out to 1,600. That leaves us with 1,400. This amount is the Operating Profit.

Fear can be an effective short-term motivator; in a crisis situation, it can elicit extraordinary efforts for a short time. But as an ongoing policy, it’s a disaster. Why create an arbitrary 10 percent turnover? If everyone is doing well, everyone should stay.

Thomas A. Kochan, a professor at MIT’s Sloan School of Management, has probably researched corporate diversity more extensively than anyone. His conclusion after a five-year study? “The diversity industry is built on sand.” Prof. Kochan initially contacted 20 major companies that have publicly committed themselves to diversity, and was astonished to find that not one had done a serious study of how diversity increased profits or improved operations. He learned that managers are afraid that race-related research could bring on lawsuits, but that another reason they do not look for results is “because people simply want to believe that diversity works.” Like other researchers, he found “the negative consequences of diversity, such as higher turnover and greater conflict in the workplace,” and concluded that even if the best managers were able to overcome these problems there was no evidence diversity leads to greater profits. “The business case rhetoric for diversity is simply naive and overdone,” he says, noting that the estimated $8 billion a year spent on diversity training did not even protect businesses from discrimination suits, much less increase profits. Common sense suggests that it is hard to get dissimilar people to work together. Indeed, a large-scale survey called the National Study of the Changing Workforce found that more than half of all workers said they preferred to work with people who were not only the same race as themselves, but had the same education and were the same sex.

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.

What better way to earn a living than by doing something you love? That's the position you could be in by following the steps and tips offered by our expert authors in this eBook! The four books sampled in this ebook (Turn Your Talent into a Business, Cook Wrap Sell, Design Create Sell and Design Grow Sell) have all been produced in partnership with Country Living Magazine after witnessing the success of the Kitchen Table Talent Awards, the most popular competition run by the magazine, as well as sell-out audiences at the Country Living Spring Fair for talks on how to turn a hobby into a business. The team at Country Living know their readers have bags of talent; what was becoming increasingly clear is how many of them are considering turning that talent into turnover!