Bruce Horlick Corporate, warm, professional, friendly
Description
Vocal Characteristics
Language
EnglishVoice Age
Middle Aged (35-54)Accents
North American (General) North American (US General American - GenAM) North American (US Mid-Atlantic)Transcript
Note: Transcripts are generated using speech recognition software and may contain errors.
understand why employees come and why they stay. Check the calendar. The E. Bach of indentured servitude is long gone. As much of some executives I know want to bring it back today, even in the midst of a historical economic downturn, your employees or not, conscripts or servants, they're most likely volunteers. As much as you think your employees need you that they're dependent on you. Let's face it, the reverse is true. You're highly dependent on them for your success, your lifestyle and your living now and into the future. Oh, sure, you can replace them one after another over a period of time. But you'll go broke. Your organization will be in ruins. Why? Well, some studies have shown that the cost to replace, retrain and re integrate a worker is more than 1.5 times that lost worker's salary. Even then, his new employees come on board their hidden costs and the intangible losses to your company from the rupture and the cultural continuity in the transfer of institutional knowledge. I beg you to keep this in mind, even as the national unemployment figure flutters near or into double digits, is the picture starting to come into focus. Let me put it another way. Your organization has assets correct computers, source codes, real estate equipment, customer lists, valuable brand and maybe even some cash. But do you know what the cumulative value of those items is? Around 10% of your company's value? Max. That's because every day at closing time, 90% of your assets walk out the door every day. And with luck every morning, they volunteered to come back to work for sure. In a short term analysis, a few of your employees may say they're bound to you. They live paycheck to paycheck. They have mortgage payments. Do they need medical insurance? And they'd know they'd have a hard time finding other work. But how long do you think good, talented people stick around in places that treat them like draftees? Not long. How do you keep good people coming back? How do you keep good people from leaving, costing you 1.5 times their salaries and volunteering for your competitors team. But what I'm about to say may sound too simple to be important to common. To be common sense, you engage them, you engage them with a culture that boldly publicly recognizes their value and binds their spirit to your company, and you have to work just as hard in bad times as in good times, that may take that up a notch at the risk of sounding high minded or theoretical.