Post by account_disabled on Feb 22, 2024 2:14:06 GMT -5
Important The team determines the rates you can charge. sell customers? Pay on time. How many customers will refer you and reward you with social proof? This will determine the customer acquisition cost. There are a number of tools you can use to influence team retention and support employee development For the purposes of this conversation we’re going to assume that you’re able to grow your average employee twice as fast as a result of all your support development initiatives. Let’s put aside for now the cost of these initiatives i’ve written about elsewhere. It pays to stimulate employee growth Don’t forget that contrary to appearances it’s not about employee retention.
The most important factor. The employment part is math done on a Job Function Email List napkin. Bear with me. For the purposes of this conversation we assume that the best experts you can hire have units of talent no matter how we measure it and are capable of growing the unit of talent indefinitely every quarter due to improvements in capabilities. This means that the employee doubled the value he delivered to customers within a quarter and was able to triple that value during the year. Let's assume as a baseline that the average candidate you can hire easily has one talent unit and is able to add one talent unit each quarter indefinitely because the best people learn faster This.
This means that the employee's talent unit will increase after quarters and the growth rate after the year will be. If the rate of development is doubled due to policies that support employee development then in both cases the inequality between the first and second employee will deepen. This example although written on a napkin and based on numbers pulled from a hat shows that who we hire is more important than the conditions we create for growth. So building a team that you want to care about enough to stay with the company for many years starts with setting the bar high for the people who come into the organization. However if you do it right you will be one of those people who wants to work on a strong team.
The most important factor. The employment part is math done on a Job Function Email List napkin. Bear with me. For the purposes of this conversation we assume that the best experts you can hire have units of talent no matter how we measure it and are capable of growing the unit of talent indefinitely every quarter due to improvements in capabilities. This means that the employee doubled the value he delivered to customers within a quarter and was able to triple that value during the year. Let's assume as a baseline that the average candidate you can hire easily has one talent unit and is able to add one talent unit each quarter indefinitely because the best people learn faster This.
This means that the employee's talent unit will increase after quarters and the growth rate after the year will be. If the rate of development is doubled due to policies that support employee development then in both cases the inequality between the first and second employee will deepen. This example although written on a napkin and based on numbers pulled from a hat shows that who we hire is more important than the conditions we create for growth. So building a team that you want to care about enough to stay with the company for many years starts with setting the bar high for the people who come into the organization. However if you do it right you will be one of those people who wants to work on a strong team.