But even there, the solution is simple: treat your employees like human beings and accept that you can't squeeze every ounce of profitability out of them if you want them to stick around.and my margins are razor thin.” That’s unfortunate; sadly, the corporation you’re a franchisee to is likely making money hand over fist because none of your costs of doing business arecosts; they just get to keep the money you made them.
“But Liz”—you might be shouting now—“if profits go down, our stock price goes down. If our stock price goes down, the board will come for my head.” And they will continue to watch the price go down as employees bolt to companies that acknowledge reality and customers pivot away from understaffed establishments begging for teenagers to apply.
This isn’t complicated, even if it’s difficult. Chasing profit at any and all costs is not the formula for a company capable of staying competitive in an era where demand for labor vastly outstrips the supply. Keeping workers living paycheck to paycheck is only going to guarantee that none of them remain, and it’s very hard to make money if you don’t have anyone working the counter. More and more Americans are wising up to that fact.
You have to make peace with reality. Think about it like this; more money in your team’s pocket means more discretionary spending, which means increased consumer demand, which means increased business. We can’t expect to make money off of cuts anymore; it’s time to start investing in our businesses by investing in the people who make them profitable: our teams.
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