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Are you ready for the big changes ahead in staffing and employee retention?


so today. It is estimated that young people now entering the workforce will typically


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change jobs 12 to 19 times and change entire careers three times during their lifetime. So your average new hire is going to be with you from two to four years before they move on—unless you give them a very compelling reason to stay. More and more work will


be done on a project basis by freelancers. It is estimated that in just a few years 40 percent of North American workers will be freelancers or contract workers, part of the “gig economy.” According to Forbes


magazine, people who strategically change employers every few years end up earning a minimum of 50 percent more over their working lives than those who stay put in just one or two jobs. To illustrate this point, Forbes


tells the story of a woman who started her career earning $8 per hour ($16,640 per year) as a YMCA marketing manager. Over 10 years, she changed employers five times to ultimately earn $72,000 per year at her most recent marketing position. This is approximately a 330 percent salary increase over a 10-year period. As business owners or managers, this means that we must improve our


ability to onboard new employees and freelancers quickly so that they’re highly productive as soon as possible. No more taking months to ease them into the job. It is also important to put into place a process to recognize top performers


quickly and to create with them a career path that keeps them challenged, engaged and rewarded. Finally, if you’re a toxic boss or if some part of your culture is toxic you need


to change your ways in a big hurry. The real battle in business today is to attract, challenge and retain talent. Top performers won’t tolerate toxicity. They’ll move on while you stand there complaining that it is impossible to find good staff these days. So, what needs rethinking, fixing or doing in your business to prepare for the


big changes coming in staff turnover and the trend to hiring more project-specific freelance employees?


Donald Cooper management speaker and business coach To receive Donald’s Straight Talk management blog, visit www.donaldcooper.com


28 Fitness Business Canada March/April 2018


orty years ago, most people worked for the same company for much of their lives, with a stable working environment and a predictable career ladder. Because change was much slower then, people had long lasting skills. Not


before even meeting the candidate and beginning the often lengthy interview process. After all, if former employ- ers weren’t thrilled with a candidate’s skills and abilities, why would you want to interview them?


CONNECT WITH CO-OP EDUCATION PROGRAMS Take advantage of college and uni- versity coop programs, says Sheila Corneil, fitness manager at Toronto’s Royal Canadian Yacht Club. “It takes effort and time to organize


and manage co-op students, but it’s worth it,” says Corneil, who has hired a high percentage of these students once they’ve completed their work terms. “Over the six weeks you really get to see their work ethic in action.” And if it doesn’t work out, the mismatch will only be for a short time frame.


“Instead of simply asking about


performance in general terms, ask the reference


person to rate their former employee from 1 to 10 in


five areas that are important to you.”


CLARIFY NEEDS EARLY Be upfront about your own specif- ic requirements, and ask job candi- dates to share their career plans very early in the screening process, sug- gests Corneil. When a dream employ- ee moves on after just a short time, it can be shattering for both staff and members. Says Corneil, “If I fall in love with someone as an employee, I want them to stick around and not head off to study physiotherapy in a year or two.“ FBC


Barb Gormley is the senior editor of Fitness Business Canada, a freelance writer and editor, and a certified personal trainer. Contact her at www.barbgormley.com.


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