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at MIT, offered some insights in her book, Te Good Jobs Strategy: How the Smartest Companies Invest in Employees to Lower Costs and Boost Profits, by identifying “bad” jobs as: those with poor wages, minimal benefits and training, and hectic schedules. Ton pointed out that bad jobs don’t allow for dignity and satisfaction, enough money to pay the bills, support a family, or cultivate a fulfilling life. She emphasized that a major mistake companies make is treating labor


“A GOOD EMPLOYEE-RETENTION STRATEGY INCLUDES INTANGIBLES SUCH AS QUALITY RELATIONSHIPS, GROWTH POTENTIAL, STRONG MENTORING PROGRAMS, AND OVERALL CORPORATE CULTURE. OVER THE LAST FEW YEARS, OFTEN THROUGH TRIAL AND ERROR, WE’VE COME TO UNDERSTAND THAT THIS IS ESPECIALLY TRUE WITH TODAY’S YOUNGER WORKERS.”


as an expense, rather than an asset. Obviously, this can become a problem that ripples through a company when employees realize, or begin to assume, their employer only thinks of them as an adjustable production piece—a metric even—instead of a human being. With that in mind, “good” jobs—with livable wages


and room for growth and fulfillment (benefits, steady schedules, etc.)—give employees a sense of ownership, empowerment, and cultivate a true loyalty and desire to enhance the company. Such operational practices produce intertwined benefits for employees, investors, and customers. Te result is a reinforced cycle of success with well-paid, highly trained, dedicated employees working to improve the current and future face of the company on multiple levels, from the sales floor to the jobsite to the warehouse, and beyond.


34 MARCH–APRIL 2019 WIRE ROPE EXCHANGE


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