A Quote by Shawn Achor

Turnover can be one of the most expensive problems at a company. — © Shawn Achor
Turnover can be one of the most expensive problems at a company.
Most people will solve the problems they know how to solve. Roughly speaking they will solve B+ problems instead of A+ problems. A+ problems are high impact problems for your company but they're difficult problems.
Continued focus on (employee) turnover is of critical importance, because of the direct relation of turnover to improvements in labor costs and guest satisfaction.
Typically, there's about 20, 25 percent turnover every year. So, every three or four years with the exception of, as is the case with the Patriots and the quarterback, you have a roster turnover.
A circuit performed by a capital and meant to be a periodical process, not an individual act, is called its turnover. The duration of this turnover is determined by the sum of its time of production and its time of circulation.
The company in which you will improve most will be least expensive to you.
I dismiss personal profit and focus exclusively on people and planet. That's what I call social business: a nondividend company dedicated to solving human problems. You can go all the way, forgetting about personal profit, being single-minded about solving problems. The company makes profit, but profit stays with the company.
Most business leaders don't consider their own causality in the creation of problems. They fail to see that their company could have avoided breakdowns if they had acted differently. We tend to see problems as having been created by someone else or by the "economy". It's good to be a little introspective from time to time. Think about how your own behavior might have gotten your company into a problem, and how it may help to get you out.
The problems in the world today are not political problems, they are not economic problems, and they are not military problems. The problems in the world today are spiritual problems. They have to do with what people believe. They have to do with our most fervently held thoughts and ideas about Life, about God, and most of all, about ourselves, and our very reason for living.
I have always been obsessed by the company and making sure that the company is the most contemporary, the most modern of all the players, and delivering the most accurate service for our client.
I'm like the most expensive, exotic item on a gourmet menu. People can wonder about the sensuous delights of the dish, but they can't afford such an expensive luxury
When I started my company in the U.S. I was always told by my mentors, 'If you want to start a tech company, you need a technical co-founder,' because outsourcing just doesn't work. It is too slow, it is too expensive, and the product is going to change a lot.
The most expensive hobby a rich man could have is a boat, and the second most expensive hobby he could have is a very old house.
I think high turnover is definitively the investor's enemy, so you don't want to bring a high-turnover philosophy to this business. You want to have a long-term philosophy.
Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.
Every game, well most of them, come down to turnovers and the turnover battle.
What is the single most important thing for a company? Is it the building? Is it the stock? Is it the turnover? It’s the people, investment in people. My proudest moment here wasn’t when I increased profits by 17%, or cut expenditure without losing a single member of staff. No. It was a young Greek guy, first job in the country, hardly spoke a word of English, but he came to me and he went ‘Mr. Brent, will you be the Godfather to my child?’. Didn’t happen in the end. We had to let him go, he was rubbish. He was rubbish!
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