Today, things have changed drastically. Job applicants have an amazing amount of information on their potential employers. Websites like contain reviews of companies by their own employees, both past and present. Social media makes it easier than ever to learn about what it may be like to work at the company. In fact, Gallup says that 71 percent of prospective hires will talk to one of your employees before they decide to come work for you. Te problem with many organizations is that applicants don’t like what they are hearing. Tink about a random employee in your company. Now, imag- ine a future rock-star employee asking them what it’s really like to work at your company. What would they say? Te challenge is that many employees have at least some level

of frustration with their managers. Gallup says that two-thirds of all employees in the U.S. are disengaged or even outright toxic at work. Tese workers are hardly going to attract the right workers. Furthermore, toxic employees scare away your best employees. An employee who works with a toxic employee is 50 percent more likely to quit. So, what is the answer for attracting and retaining talent? Te

answer is to become a better place to work. Here are a few things you can do to become more attractive to top talent. 1. Better Pay and Benefits: Pay is not a great motivator, but it

is a great de-motivator when it isn’t competitive with other oppor- tunities. Make sure you are competitive and offering a wage that allows people to make a living. Traditional benefits like retirement accounts are simply not as popular as they used to be. Employ- ees prefer benefits that maximize their work-life balance, such as flexible schedules and comfortable environments. 2. Better Managers: Gallup attributes up to 70 percent of

employee disengagement to bad management practices. Most em- ployers invest to train their employees, but few invest in training their managers in how to lead and motivate. People don’t quit their jobs, they quit their managers. 3. Better Culture: Employees are very interested in whether

you have an attractive work culture, but employers often fail to understand what type of cultures their employees actually want. Good employees desire cultures where they can contribute in a meaningful way. Tey want organizations with a clear direction. Tey want organizations that hold the team accountable to high performance. A high-performance culture will attract high-perfor- mance employees. Tis article should give you hope. Sitting around and waiting for an entire generation of workers to “see the light” is hardly an effective business strategy. Building a better company will not only attract and retain talent, it will yield other dividends in the form of increased profitability and improved effectiveness. 

Don Harkey is a co-founder and chief innovation officer of People Centric Consulting Group, LLC in Springfield, Missouri. Te firm helps companies become healthier organizations that allow their people to live and work within their core strengths and passions with clarity and purpose. Contact him at


All Major A/C Brands Deal of the Day:

“A new offer every day!” Hurry to Save.

• School Bus Parts: Filters, Pumps, PA’s, Radios, Accessories, Child Securements & Wheel Chair Lifts

• Bus Air Conditioning • Bus Transmission • Plus more products!


School buses are thought to be seven times safer then traveling by car or truck. This theory is upheld in part by the regular inspections by maintenance providers as well

as drivers ensuring the safety of our passengers.

• Check the integrity of the seatbelts and seat- belt function

• Carefully step off the aisle flooring to ensure its secure

• Keep all roof hatch and emergency door hinges lubricated

• Daily evaluation of the emergency system, and seat-reminder buzzers, switches and seals will help ensure safe travels for all

4802 W. Colonial Drive | Orlando, FL. 32808 Phone: 866-349-6928 See Us at NAPT Booth 106 37 Bus Parts Experts_0917_HV.indd 1 8/15/17 3:23 P

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76