Losing people in your organization cost money! Frankly, the money part is only a fraction of the problem when staff members leave your company. The effect on your entire business can be painful.
At KRTS, we have a pretty good track record and a low turnover rate. It hasn’t always been that way. Being in business for over 25 years, you learn a few things along the way. You constantly learn from your mistakes. Our business has evolved over the years, but we have managed to maintain our team with limited turnover. I am quick to point out that we don’t move freight – what we really move is people. We move people into new careers and over the years we have helped approximately 10,000 people with their new career. The job for our team is very demanding – the competition is stiff, and like most industries, there is a “Red Light District” that we stay away from. There are some real bandits in the industry that take advantage of people and their lack of knowledge of the commercial license or heavy equipment certification process. If potential clients are lucky (or smart) enough to speak to our team, they can help them navigate that minefield and steer clear of these licensing mills.
It is the job of our team to ensure our potential customers get the proper information in a timely fashion. Once a potential client becomes an actual client, then we need to live our motto “Our Core Value is People”. I believe our low turnover rate has to do with our culture, and more importantly, it has to do with our people who have created that culture. Our inside team genuinely care and want the best for every customer. They don’t get wound up about the day-to-day hiccups in our business – they are calm, cool and extraordinary problem solvers. Their personalities and the way they conduct themselves is contagious. It resonates throughout our team and translates into a fantastic training experience for our customers. I know it has really affected me over the years. I love being in the office, although I am not an office person. I love bringing potential corporate clients and students into that atmosphere – the tunes are playing, people are smiling and having fun, yet getting the job done at a very high level of competency. It is very gratifying from an owner’s perspective.
Every once in a while, I get caught up and poke my nose in where it shouldn’t be, and offer up a directive or opinion that really doesn’t require my attention. I find myself stepping back now and offering up a sincere apology since I know that I have taken the time to hire competent people that don’t need (or like) to be micromanaged.
There really is no magic potion – no secret recipe. Here is some of what I have learned:

Kim Richardson
Kim Richardson

Hire the proper people
Give them the tools they need to do the job
Pay them properly
Be sincere and appreciative
Discipline in private/ Praise in public (sincerely)
Communicate often
Get the Hell out of their way!
In our particular organization, our entire family is involved in our success. They get it, work hard and have skin in the game. Our extended family, the people on our team – they get it too. I am often asked, “What are the most important ingredients to success in business?” Without a doubt – people are the most important ingredients. And like any good chef, you need to treat those ingredients with care and respect every day. So, do you admire your team? Are they appreciated? Let them know. Say “Thank you – you did a great job on that project/ with that client/ with that issue”. Whatever it may be, thank your team for their extra efforts. When you hear good things about them, don’t hang onto the information, make sure you share it – with them and everyone else.
What is your take on this subject? How do you value your team? How do you deal with turnover? I am always interested in hearing what my readers have to say – I like your comments and opinions, so please continue to share your thoughts.
But for now, it’s time for me to open the office door, listen to the tunes and see some smiling faces! Bring on the business!!

About the Author
Kim Richardson is a husband, proud dad, friend, loves Caledonia, and is involved in a couple of businesses, KRTS, Transrep, The Rear View Mirror. Currently the Chairman of the Board OTA Allied Trade Division. Executive Director, PTDI and TTSAO. Anyone who knows Kim knows he has been in the industry and transportation runs in his blood. Kim can be reached through his business websites at KRTS Inc, and Transrep Inc, Kim Richardson on Linkedln, krichardson@krway.com