Employee Turnover Quotes

When I joined Uber, the organization I was part of was over 25% women. By the time I was trying to transfer to another Eng. organization, this number had dropped down to less than 6%. Women were transferring out of the organization, and those who couldn't transfer were quitting or preparing to quit.

... fire fast when it's not working. It's better for the company, it's also better for the employee.

People leave their manager; they don't leave companies.

One thing that founders forget is that after they hire employees, they have to retain them.

Every first time founder waits too long, everyone hopes that an employee will turn around. But the right answer is to fire fast.

When I ran a small IT services business in the 1990s, it had strong recurring revenues - yet I couldn't accurately forecast cash flow for even the next few quarters. Small changes in the customer base or losing/hiring a few key employees could create massive swings in cash flow.

Vlad hated doing the paperwork as much as he did when a human employee quit, which was why they'd both made a promise not to eat quitters just to avoid the paperwork. As Tess had pointed out, eating the staff was bad for marale and made it so much harder to find new employees.

You never want to be in a place where an employee has vested 3 out of the 4 years of stock and they start thinking about leaving.

People leave managers, not companies

They change scapegoats at the networks more regularly than some people change socks.

When someone leaves an office, often there's a series of successors until you settle on one.

By and large, small companies don't want to settle for part-time employees over full-time positions.

If someone doesn't fit in your company, you have an obligation to get rid of them, because you're holding them back from excelling elsewhere.

To be honest, we spent many years at Warner, and in the very beginning, there was a very passionate team that worked alongside us on a daily basis. Every year that went by, we would lose just about every single person that worked directly with us, to the point that I honestly couldn't have picked up a phone and gotten one person who knew me.

Average people push great people out of a company.

The only thing worse than losing an employee you have trained is keeping an employee you haven't trained.

I would rather train someone and lose them, than not train them and keep them

People actually aren't moving on from companies much more quickly than in the past, but there's a perception that they do, so companies are investing less in talent on the assumption that young employees won't stay long.

A recent management study revealed that 46% of employees leaving a company do so because they feel underappreciated; 61% said their bosses don't place much importance on them as people, and 88% said they do not receive acknowledgement for the work they do.

Managers come and go, and first-team coaches and players can leave suddenly.

I've fired quite a few, but I've never had an employee quit on me.

It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.

Anybody can be replaced. I can be replaced.

I've always quit jobs without telling the employer that I was quitting; I just wouldn't show up one day.

I knew that everybody could be replaced. Nobody lasts forever. And if you work for somebody, he's certainly got the privilege and the right to fire you.