We are searching data for your request:
Upon completion, a link will appear to access the found materials.
It's no secret that many fast food workers have to squeak by to make a living, but what's the worst company to work for?
It’s no secret that fast food workers across the nation are seriously griping about pay and hours. But who’s the worst? If you guessed the Golden Arches, you’d be wrong. CNNMoney recently did a study based on data from the U.S. Department of Labor’s Wage and Hour Division and found that over the course of 14 years, since the start of the millennium, Subway has been hit with 17,000 labor violations, which totals about $3.8 million that the sandwich shop franchise has had to reimburse its employees over the years.
Subway did not respond to The Daily Meal’s request for comment in time for publication.
On average, Subway employees earn about $7.25 per hour, the national standard minimum wage. McDonald’s and Dunkin Donuts are not too far behind when it comes to treating employees poorly.
It’s gotten so bad with Subway, the Department of Labor has offered to help the sandwich chain with their wage issues. Corporate headquarters of chains often blame labor issues on the individual franchise stores, as they are able to step back from responsibility, according to CNNMoney.
Joanna Fantozzi is an Associate Editor with The Daily Meal. Follow her on Twitter @JoannaFantozzi
A Complete List of 25 Fast Fashion Brands to Avoid and Why
In the age of social media, it’s all too easy to find ourselves being influenced by our peers, as well as celebrities and models.
The result of all of this is the fast creation of new trends, which appear in our favorite stores at lightning-quick speed.
And the clothes are so cheap to buy, we often find ourselves picking up an item we love in every single color.
Anonymous Amazon Worker Shares What It’s Actually Like To Work For Amazon Interview With Author
Working at Amazon and the sometimes inhumane ways the company treats its employees has been on a lot of people&rsquos minds lately. Just yesterday, Bored Panda published an article about entrepreneur Dan Price&rsquos insights about how Amazon exploits the people that work for it.
However, this story isn&rsquot about Price. It&rsquos about the experience of Imgur user Somethingslightlyclever who has been working at Amazon for the past half a year. They listed the pros and cons of having taken up a job at the company and you&rsquore invited to have a read through it, dear Pandas. They compared it to working on the Death Star and shared how you&rsquore held accountable for resting while you&rsquore on your break.
Spoiler warning: the list of cons is much, much longer than the list of pros. Unfortunately. What&rsquos more, the Imgur user touched upon another important aspect of work: the commute and how much time it eats up each and every day. While plenty of Americans have the ability to work from home during the pandemic, according to Pew Research, others aren&rsquot as lucky and have to worry about being exposed to the Covid-19 virus.
Somethingslightlyclever told Bored Panda that they got an earpiece to listen to audiobooks during work which helps them deal with the stress and the solitude. In fact, that&rsquos the only thing still keeping them at their job. &ldquoWe aren&rsquot supposed to have them, but I hide mine. It&rsquos the single biggest factor in staying there. Before getting that, I was losing my mind. The job is as boring as counting change. It&rsquos terrible being stuck in your own head for 10 hours a day over and over. I was talking to myself. Being able to focus on the audiobooks or music has saved my sanity.&rdquo
No. 1&mdashPanera Bread
Over 1,230 locations nationwide (and in Canada)
This bakery-cafe-based eatery wowed our judges with a comprehensive menu of healthy choices for every meal.
Panera also won top honors for kid fare, dishing out RD-approved crowd-pleasers like squeezable organic yogurt, PB&J (with all-natural peanut butter), and grilled organic cheese on white whole-grain bread.
We love: Delicious, nutrient-packed combos like a half–Turkey Artichoke on focaccia bread with a bowl of black bean or garden vegetable soup.
Danger zone: Sticky buns and cheese danishes are on display at the counter.
[UPDATED] Starbucks Employees Reveal The Worst Thing About Working There
After news broke that Starbucks baristas were rallying against what they believe are unfair work schedules, a Starbucks spokesperson maintains that the company's official policy ensures that "partners [employees] have a minimum of eight hours between shifts and that schedules are posted two weeks in advance."
And while the survey results (reported below) collected by the Center for Popular Democracy (CPD) reveal that 1 in 4 baristas works at a location where the dreaded "clopening" is still in place, it's important to note that those results came from 200 employees in 37 states&mdasha small percentage of Starbucks' 150,000 employees worldwide.
However, the discrepancies between corporate policy and franchisee practices are not to be ignored. According to Starbucks, schedules need to be free of back-to-back closing and opening shifts, but stipulates that this rule only applies if said shifts are less than 8 hours apart. In reality, after commuting and trying to get some ZZZs, that's not much time.
On top of this, the CPD report states that 60 percent of employees interviewed get 7 or less hour of sleep when handed a "clopening" schedule. And more often than not, those schedules are assigned one week or less in advance&mdash48 percent of respondents versus 32 percent who receive them two weeks beforehand and 18 percent who get them three weeks in advance.
In an open letter, Starbucks group president for the U.S. writes that these findings are "contrary to the expectations we have in place." Additionally, company spokeswoman Jaime Riley told the New York Times that "we're the first to admit that we have work to do, but we feel like we've made good progress."
When Delish spoke with a representative for the brand, we learned that any deviations from corporate policy should be reported to the company's Partner Contact Center, which offers baristas and other employees help in discussing concerns, working through scheduling challenges, and getting questions answered.
ORIGINAL POST: November 16, 2015 at 12:32 p.m.
It has been 15 months since Starbucks swore it would improve employees' working hours, but apparently things haven't changed enough for some baristas. While many workers report improved conditions, several new reports reveal that there hasn't been much progress overall.
Last week, while thousands of fast food employees rallied for better wages, a small group of Starbucks baristas gather in front of the chain's Seattle Pike Place location, where they demanded better schedules. And who can blame them? The coffee company is notorious for its "clopening"&mdashwhen a barista spends the night closing up shop, only to return several hours later to open, leaving little time for rest in between.
According to a new report from the Center for Popular Democracy&mdashan advocacy group that surveyed over 200 Starbucks employees about their working hours&mdashthat nightmare shift still very much exists. Additionally, workers reported receiving little advance notice on their schedules and expressed that managers' mentality is that "being sick is your fault."
Though working while sick is a problem that stretches well throughout the food industry, it's especially harmful when large chains reinforce it&mdashwhether inadvertently or not. Unfortunately, the company hasn't done much to address the situation of late. Probably because they're too busy with the silly red cup backlash.
4. Factory Farming
Most, if not all, meat, eggs, and dairy products used in fast food is produced at factory farms. In factory farms, animals are forced to endure inherently cruel and inhumane conditions that deprive them of all their basic instincts.
In efforts to make the fast food industry more profitable, animals are fed hormones that increase growth, milk, and egg production which can lead to painful inflammation of the udder known as mastitis, as well as crippling and debilitating conditions for poultry.
6. Assembly Lines
In the fast food industry, profit margins are slim and volume is everything, meaning workers are pressured to kill more animals in less time. Most facilities operate 24 hours a day seven days a week, slaughtering and processing hundreds of thousands of animals every hour.
How Shake Shack Is Rewriting the Rules of Fast Food
Shake Shack founder and powerhouse restaurateur Danny Meyer has spent a lot of effort making sure his customers can get the same level of food, hospitality, and service at each of the burger chain's 63 locations. His rapt focus on quality control explains why it took nearly five years to open a second Shake Shack location.
Meyer's Union Square Hospitality Group ( USHG ), which owns fine dining restaurants like Union Square Café and Gramercy Tavern, famously operated the first iteration of Shake Shack in New York City's Madison Square Park as a summer hot dog cart from 2001 to 2003. After USHG opened the first permanent Shake Shack as a kiosk in the park in 2004, Meyer's team spent years refining the craft: serving better-quality burgers, hot dogs, shakes, and fries treating guests with a level of hospitality more often found in restaurants than fast-food joints and making its cultish following of customers happy enough to endure those infamously long lines.
Then, Shake Shack started to grow.
In 2011, Shake Shack had seven locations in two U.S. cities. In under five years, it has expanded to 63 locations in nine countries and has close to 1,700 employees. Last month the chain spun off from USHG and debuted on the New York Stock Exchange as a public company, with Meyer as chairman of the board. According to the company's prospectus , Shake Shack will open 10 new domestic, company-operated locations per year. That means we could eventually see as many as 450 Shake Shacks in the U.S. alone (currently, there are just 31 company-operated American locations). The company's expansion plans have left some wondering if Meyer and Shake Shack CEO Randy Garutti can continue to inspire the same kind of frenzied demand that fuels regular, hour-long waits for what is, on the surface, just a burger.
A massive crowd patiently waits for free Shack Burgers outside the New York Stock Exchange on IPO day. Photo: Alex Lau
From Fast Food to "Fine Casual"
But Meyer and Garutti are selling more than just burgers. With each new Shake Shack they open, they're trying to sell the world on a new kind of fast-food restaurant, one that they refer to as " fine casual ." A fine casual restaurant, they write , "couples the ease, value and convenience of fast casual concepts with the high standards of excellence in thoughtful ingredient sourcing, preparation, hospitality and quality grounded in fine dining." In other words, the actual food at Shake Shack might look pretty similar to what you can find at any "better burger" chain out there, such as Five Guys and Smashburger. But Meyer and Garutti’s emphasis on hospitality and good service is what will keep you coming back to Shake Shack over its competitors—at least, that’s the hope.
With any other restaurateur, you’re inclined to attribute a phrase like "fine casual" to carefully crafted PR. With Meyer’s team, you start to think they truly believe that better service plus better hospitality equals a superior fast food experience. In phone interviews with Bon Appétit , Meyer and Garutti talked about Shake Shack's role in turning the world on to better fast food, and the new rules they're pioneering along the way.
Treat Your Employees Like Owners
Invest in a good team, and your employees will treat your company (and your guests) like their own. This has been a cornerstone of the USHG management philosophy since the company's beginnings, but it's paramount in a company like Shake Shack, which employs nearly 1,700 people. Shake Shack is the only restaurant from USHG's portfolio that has been extensively replicated.
"Whether you’re a winemaker or a chef or a leader, your recipe is never going to taste any better than the worst ingredient you put into it," Meyer says. "If you look at your team as the ingredients you put into the recipe, obviously you want the best."
Meyer and Garutti have developed certain strategies to attract the best to Shake Shack. The company offers employees a monthly revenue-sharing program. At the chain's Manhattan locations, new employees start at $10 an hour rather than at the minimum wage of $8.75. When the company went public, every member of Shake Shack's management team, including regional managers, received stock options. Part-time and hourly employees were also given the option to purchase shares at the initial trading price of $21 (stock prices more than doubled by the end of the first trading day, to $45.90.)
The classic ShackBurger, with all the fixings. Photo: Alison Roman
Assume Your Customers Are Experts
Shake Shack, along with similar fast casual restaurants like Chipotle, Panera, and Noodles & Company, is catering to a consumer who is looking for an upgrade. Today's consumer is less likely to eat traditional fast food , drinks less soda , and will pay a premium for higher-quality food at fast casual joints.
"There’s a huge group of people today who understand food, and they require more from their food every day," Garutti says. "My kids aren’t going to grow up eating fast food, but they do love burgers."
Garutti's goal is to make Shake Shack simultaneously feel like a trade-up—a step above your average fast food burger—and a trade-down, delivering the same pleasure of dining out at a fancier restaurant, but at more affordable prices.
"I think everyone at every level has said, 'If I'm going out, I want it to be good, and I want to be able to tell my friends about it,'" he says. "We're doing that with the greatest mass-appeal product in the country."
Embrace Your Off Days
Like any restaurant, Shake Shack has its off days. In 2012, when New York Times restaurant critic Pete Wells reviewed Shake Shack , one of his main gripes after more than a dozen visits was the burger chain's lack of product consistency.
"Shake Shack wasn’t even consistently inconsistent," Wells wrote. "Once when I ordered a double burger, one patty was browned all the way through while the other was the color of a ripe watermelon inside."
Meyer doesn't point out specific examples of times when something has felt off at a given Shake Shack location. But he does concede that things have the potential to go wrong.
"It either smells right or it doesn’t. It sounds right or it doesn’t," Meyer says. "Does it happen 100% of the time at all of our restaurants? Absolutely not. We’re absolutely capable of having an off day just like the team that wins the Super Bowl championship doesn’t win every game of the season—they just have the best record."
Don't Try to Protect Your Existing Culture
When I ask Meyer how he'll try to protect Shake Shack's existing culture as the company grows, it's clear he's not looking to a single magic formula for the chain's expansion.
"You don't protect. If you play a game of trying to protect culture, you will kill culture," he says. "It took me a long time to figure this out with all of our restaurants. Instead of asking, 'How do we prevent our growth from harming our culture?' we switch the question to, 'How do we use our growth to advance our culture?'"
At Shake Shack, a big part of "advancing culture" goes back to that idea of instilling employees with a sense of ownership, which is critical in a business often characterized by high turnover. Feeling ownership means feeling trusted, which is why Shake Shack doesn't use a "secret shopper" system to make sure people are doing their jobs correctly, even though the chain faces consistency issues from time to time. The idea is to troubleshoot guests' complaints as they arise, not scaring employees into not making mistakes in the first place.
"We try to instill a culture of people catching each other doing something right," Meyer says. "It's something we do in all of our businesses."
It’s Very Real, and Very Deadly
An email received yesterday emphasized a very real problem of pet food. Yesterday (3/13/19) a 3 year old dog died of diet-related taurine deficiency induced DCM (dilated cardiomyopathy). This dog (and another dog in the same household also diagnosed with diet-related taurine deficiency induced DCM) was fed Merrick Grain Free Kibble.
A video attached to the email (sent by the pet owner’s sister) was gut wrenching to watch. It showed this young dog struggling to breath. A ‘Complete and Balanced’ dog food destroyed her heart.
Another ‘Complete and Balance’ dog food destroyed a family.
How many dogs have to die before FDA takes action?
We don’t know. FDA has issued two statements to pet owners one in July 2018 and another in February 2019.
Of concern: the FDA has chosen to work ONLY with Big Pet Feed through their trade association Pet Food Institute on the DCM investigation. FDA has refused our requests to involve pet owners in the investigation. FDA has also refused the request of another pet food trade association that represents human grade pet food manufacturers to help aid in the investigation. Instead, FDA is choosing only to partner with feed grade pet food manufacturers (the very same companies whose pet foods have been linked to DCM sick or dead dogs).
What can you do to protect your pet?
Veterinarians are tending to instruct pet owners to stay clear of “boutique” (small brands) pet foods and attempting to lead pet owners back to grain based pet foods manufactured by Big Pet Feed. This ‘advice’ is bad for multiple reasons.
Merrick Pet Food – which was fed to the dog mentioned above – is owned by Purina. Purina or Merrick is NOT a “boutique” brand.
FDA refuses to allow “boutique” brands (human grade ingredient brands) to participate in the investigation of the diet-related DCM issue.
Grains are prone to mycotoxins (molds). Grains used in pet foods (feed grade) are not held to the same safety standards as those used in human food. Often the pet food (feed) industry receives the worst of the worst grains. When grains are contaminated with mycotoxins, they CAN cause serious health risks in pets. Click Here to read excerpts from a study of mycotoxins in pet food.
Just this week I spoke with a truck driver who used to deliver grain to pet food manufacturing (to one of the largest manufacturers of pet food in the world). He shared he was instructed to – “frequently” – deliver loads of rat infested grain (dead rats). When the load was delivered, pet food manufacturing employees would add wire grating over the pits where the grain was dumped (the ‘pits’ lead to augers which move the grain to bins). He witnessed “hundreds of dead rats” being pulled from the pile of grain slowly emptying into the pit. He stated often “the smell of rat urine in a load was overwhelming.” This man is no longer delivering grain to pet food manufacturing facilities, he is very ill – on disability – he believes is directly linked to the products he transported everyday to pet food manufacturing plants.
Most pet owners (and veterinarians) aren’t aware that most pet ‘foods’ are not food at all – they are feed. Most pet owners (and veterinarians) aren’t aware that the ‘Complete and Balanced’ claim stated on all pet food labels isn’t a factual claim. Most have no clue to the lack of regulations or the allowed violations of regulations in pet food.
Those of us that do know can encourage other pet owners (and our veterinarians) to try adding some fresh food to their diet – and with respect to the current DCM issue, fresh foods that include amino acids (Dogs use the amino acids Cystine and Methionine to produce taurine. DCM in dogs has been linked to taurine deficiency. However not all dogs that are taurine deficient have been diagnosed with DCM.)
Dr. Karen Becker provides a great snack recipe for cats and dogs made from sardines. Click Here to read. Pet owners can make pet food at home as the primary diet, or to add as a topper of minimally processed foods. Balanced pet food recipes can be found here for cats and dogs for a very nominal fee. Click Here for a dog food recipe on YouTube. Click Here for cat food recipes and tips to adding fresh food to a cat’s diet.
Because EVERYTHING is different with feed grade pet foods/feed grade ingredients, adding some fresh ‘food’ (real food not feed) to your pet’s diet daily is a great and simple thing to do. Not everyone can afford to provide their pet with minimally processed food as the sole diet, but we all can add some.
My sympathies to the many families who lost their beloved dog (or cat) due to diet-related taurine deficiency induced DCM. You have been betrayed by a pet food label claim and a lax regulatory system. I am very sorry for your loss.
Wishing you and your pet(s) the best,
Pet Food Safety Advocate
Author Buyer Beware, Co-Author Dinner PAWsible
Association for Truth in Pet Food
Become a member of our pet food consumer Association. Association for Truth in Pet Food is a a stakeholder organization representing the voice of pet food consumers at AAFCO and with FDA. Your membership helps representatives attend meetings and voice consumer concerns with regulatory authorities. Click Here to learn more.
What’s in Your Pet’s Food?
Is your dog or cat eating risk ingredients? Chinese imports? Petsumer Report tells the ‘rest of the story’ on over 5,000 cat foods, dog foods, and pet treats. 30 Day Satisfaction Guarantee. Click Here to preview Petsumer Report. www.PetsumerReport.com
The 2019 List
Susan’s List of trusted pet foods. Click Here to learn more.
List of Catchy Fast Food Restaurant Slogans, Taglines
Chicken for your tastebuds
A chicken nugget is what you need
It is cheat day, do not shy away
Driveaway your hunger pangs
Instant Food, for Instant Hunger
Choose the Quality of Food
What’s your eating Mood today?
Hot Recipes for hot peoples
Fat Food made Responsibly
Meet the good taste today
Luxury food,luxury restaurant!
Making Food great again and again
Fresh taste at Best Price
Mouthwatering Food in your Budget
its Our Sign of Good taste
Welcome to delicious Treat
Good tastes Gives good mood
Mood Twisting Fast Foos Fun
Joy the instant Food Minutes
Think different, eat Differently
Where taste is its Identity
Food and You , are Friends
Faster than your imagination
Food comes first, a slim waist comes second
Better taste to make you better
The fastest food, for instant hunger
Making your taste buds work
Fast food with not so fast recipe
Where taste and health can not meet
The hallmark of the good taste
Converting mood with food
Big taste for every small fun
Instant food for instant hunger
For those who live to eat
Eat butter to feel better
The fast-food gives the best feeling
Observe the food, feel the taste
The fast-food which lasts well
Don’t think of fast food, have it here
Fast your day with our food
Making time a good time by making food the good food
Enjoy the taste that differs
Taste that makes you go UMMMMMMM
The flavors inspired from dinner of Heaven
Welcome to the world of tasty food
Giving food senses some sense
Delicious delite with every bite
Responsibly prepared recipes
Luxurious taste at an inexpensive price
Putting a grain of salt on your taste
Our fast-food taste better than your salad
No one can make it like us
Making fries your favorite song
The taste that rhymes with your cravings
A rhythmic pattern of food and taste
Celebrating the season of food for the whole year
Taste with quality sounds better
All we do is magic with flavors
Different spice for a different taste
No east, no west, our food is best
Guess the taste, before tasting it
Happy food promotes a happy life
fast food Shop where food finishes fast
There are many things are needed to start the Fast Food Business. You need not only Just Food Stalls with Persons but also specialized equipment, Skills to manage Customers, Effective Product catlogues etc to make your marketing plane Effective.
If you want to effective your marketing then you should value your slogans of Fast Food Business advertising.
Slogans are a vital part of marketing just like Logo, These are perceptions about your business and Product you want indelibly etched into the minds of consumers, such as trust, innovation,and quality.
An effective advertising slogan it gives an accurate picture of what your Fast Food Business is all about.
Fast-food workers across U.S. rally for $15 hourly pay
LOS ANGELES and NEW YORK — In the aftermath of the recession, hundreds of workers in low-wage industries have tried to call attention to how difficult it is to survive on the minimum wage.
Thursday might have been their biggest effort yet.
Fast-food workers in an estimated 60 cities protested outside 1,000 stores, turning out at the crack of dawn to call for union representation and a wage of $15 an hour. Organizers of the effort, bankrolled largely by the SEIU and promoted by a slew of community groups, said it was the largest protest ever to hit the fast-food industry.
“The economy is doing poorly. Everything is expensive. With high taxes, we’re not going to be able to pay rent,” said Domino’s worker Francisco Zuniga, 34, who brought his 3-year old son, David, to a Hollywood protest.
The South Los Angeles resident said he can’t support his family on $8 hourly pay from his pizza-making, order-taking and delivery job at Domino’s. His bosses won’t give him full-time hours because of looming healthcare law changes — “they don’t want to pay for the insurance,” he said. His rent is $850 a month, utilities are $100 and other costs spring up unexpectedly.
Teenagers used to dominate fast-food jobs. Now, many older workers, out of a job because of the stagnant economy, have gravitated toward the industry. They’re ripe for organizing because they’ve seen the economy improve around them while their pay has remained the same and they continue to work without benefits.
This is good news for the SEIU and other labor groups, which have faced years of declining membership. Unions are finding that fast-food workers are all too happy to protest, figuring that their jobs are bad enough that if they lose them from protesting, they haven’t lost much.
“Marx said, ‘Workers of the world unite, you have nothing to lose but your chains,’ and when it comes to fast-food workers, they really have nothing to lose,” said Nelson Lichtenstein, a UC Santa Barbara labor expert. “There’s no career prospects from a fast-food restaurant, high turnover, unpredictable hours.”
The marches, happening just before Labor Day, extended to Atlanta, Boston, Chicago, Dallas, Detroit, Las Vegas and many other urban centers. California was a hotbed of protests, with events in Berkeley, Fremont, Oakland, San Diego and elsewhere.
But the impetus for fast-food change originated in New York, when hundreds of workers and supporters banded together in late November to picket quick-service giants. Thursday’s protests marked the fourth round of minimum wage rallies in the city.
Derrick Langley, 27, of Brooklyn, has burns on his arms and legs from a fryer at the KFC where he works. The lanky man, who towered over the crowds of protesters on Fifth Ave in Manhattan, showed the scars to news crews while complaining about the way his managers treat him.
“There’s not just one, not just two, not just three reasons I’m out here today,” he said. “I’m out here taking a stand for all the fast-food workers around the world.”
It’s a sentiment echoed by Tamara Green, 26, of Brooklyn, a Burger King worker who said she makes $7.25 an hour and works 19 hours “on a good week.”
“These strikes and these movements, they’re not just for us. They’re for another generation of those who won’t be able to survive in this economy.”
The National Restaurant Assn. argues that many employees are young part-timers who aren’t responsible for their own households.
But Arne L. Kalleberg, a sociology professor at the University of North Carolina at Chapel Hill, said the median age for fast-food workers is more than 28 for women it’s 32. And low-wage jobs are among the fastest-growing in the country, he said.
“These protests are a cry for help,” he said. “It’s a microcosm of a larger phenomenon. It reflects the growing frustration of these folks who have for a long time seen the gap between what they’re earning and the tons of money the corporations and the CEOs are making.”
Tilesha Rice, 36, was at a protest in South Los Angeles. The mother of four works at a Burger King, and says she can barely pay her bills.
“I don’t want to be homeless with my kids in the streets,” she said. “I thank God I have a job to help me and my family, but every check that I get I just pay rent. I don’t have money left over to pay for my kids’ school clothes or nothing.”
Companies such as McDonald’s have recently stood behind their pay practices. At Burger King, more than 99% of all U.S. restaurants are owned by franchisees, who control wage decisions for employees, the company said in a statement.
Workers in the system receive compensation and benefits “that are consistent” with the quick-service industry, according to the statement.
The National Retail Federation called Thursday’s protests a “publicity stunt” in a statement, saying that they’re “just further proof that the labor movement is not only facing depleted membership rolls, they have abdicated their role in an honest and rational discussion about the American workforce.”
Looking ahead, Brent Giddens, managing partner in the Los Angeles office of employment and labor law firm Carothers DiSante & Freudenberger, said he’s skeptical of protesters’ chances of success.
“I can’t see the federal minimum wage rising to anywhere near $15 an hour,” said Giddens, whose firm’s clients have included Taco Bell and Jack in the Box. “It would have a devastating effect on the economy and can only have the effect of driving labor out of the country.”
However, Giddens said he “would not at all be surprised” to see a minimum wage increase in California, where the lowest legal hourly pay is $8.
“The political climate here is very favorable toward employees and historically always has been,” he said. “Nobody can argue that California is not among the most protective of employee rights among all the states.”
Amina Hall hopes it stays that way. The high school senior, protesting in South L.A., said she wanted a raise from her current $8-an-hour pay at the store so she could help her jobless mother support her large family while also padding her college tuition fund. The 17-year-old works part-time, mostly as a cashier, but doesn’t see a future in the gig.
“It’s not something I want to do long-term,” said Hall, who dreams of becoming a criminal justice attorney. “I want to make a career for myself.”
9 Bad Manager Mistakes That Make Good People Quit
It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.
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.
The sad thing is that this can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part.
Organizations know how important it is to have motivated, engaged employees, but most fail to hold managers accountable for making it happen.
When they don’t, the bottom line suffers.
Research from the University of California found that motivated employees were 31% more productive, had 37% higher sales, and were three times more creative than demotivated employees. They were also 87% less likely to quit, according to a Corporate Leadership Council study on over 50,000 people.
Gallup research shows that a mind-boggling 70% of an employee’s motivation is influenced by his or her manager. So, let’s take a look at some of the worst things that managers do that send good people packing.
1. They overwork people. Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap. Overworking good employees is perplexing it makes them feel as if they’re being punished for great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more.
If you must increase how much work your talented employees are doing, you’d better increase their status as well. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. Raises, promotions, and title-changes are all acceptable ways to increase workload. If you simply increase workload because people are talented, without changing a thing, they will seek another job that gives them what they deserve.
2. They don’t recognize contributions and reward good work. It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.
3. They fail to develop people’s skills. When managers are asked about their inattention to employees, they try to excuse themselves, using words such as “trust,” “autonomy,” and “empowerment.” This is complete nonsense. Good managers manage, no matter how talented the employee. They pay attention and are constantly listening and giving feedback.
Management may have a beginning, but it certainly has no end. When you have a talented employee, it’s up to you to keep finding areas in which they can improve to expand their skill set. The most talented employees want feedback—more so than the less talented ones—and it’s your job to keep it coming. If you don’t, your best people will grow bored and complacent.
4. They don’t care about their employees. More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your production yield.
5. They don’t honor their commitments. Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?
6. They hire and promote the wrong people. Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse. When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top, it’s a massive insult. No wonder it makes good people leave.
7. They don’t let people pursue their passions. Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction. But many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies show that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.
8. They fail to engage creativity. The most talented employees seek to improve everything they touch. If you take away their ability to change and improve things because you’re only comfortable with the status quo, this makes them hate their jobs. Caging up this innate desire to create not only limits them, it limits you.
9. They don’t challenge people intellectually. Great bosses challenge their employees to accomplish things that seem inconceivable at first. Instead of setting mundane, incremental goals, they set lofty goals that push people out of their comfort zones. Then, good managers do everything in their power to help them succeed. When talented and intelligent people find themselves doing things that are too easy or boring, they seek other jobs that will challenge their intellects.
Bringing It All Together
If you want your best people to stay, you need to think carefully about how you treat them. While good employees are as tough as nails, their talent gives them an abundance of options. You need to make them want to work for you.
What other mistakes cause great employees to leave? Please share your thoughts in the comments section, as I learn just as much from you as you do from me.
Want to learn more? My book Emotional Intelligence 2.0 is a great resource.
The inspiration for this article came from a piece authored by Mike Myatt.