enough to develop important work skills, to know what a good job looks
like, or to get good at their job. Many of these teenage workers often don't
have the kind of supervisor that encourages them to stay at their jobs and
instill high levels of pride in their work, which is essential to achieving
success and to consistently provide quality service.
Check out page 33 of The Teenage Worker Retention and Motivation
Study and you will see how important this is to retention and doing a great
job. Teens that have high levels of pride in their work care about
outcomes. They care about making sure customers receive quality food
and are pleased with the service they provided.
provided.
For one more eye opener turn to page 64. This chart shows that teens really want to build a career with
an organization when they perceive it to be one of the best. That perception is relative to the quality of the
relationship that they have with their manager. This is a significant finding given the expected growth of
industries that employ teenage workers (quick serve restaurants, amusement parks) and the need for
people who want to build a career there.
from ordinary ones? Why are some companies unique and uncommonly
different? Ask yourself, is your company an extraordinary company? How
unique are you in the market place? How would your customers and
employees answer that question?
suddenly find that your company has become stagnated, outdated, and will struggle to catch up.
As many retailers close their doors unable to match Wal-Mart’s low prices, our study of customers who
shop at Wal-Mart, clearly shows that low-prices are just one of ten reasons why customers shop there
and that retailers can successfully compete without matching their prices. The competitive edge among
retailers who thrive is that they thrive with people—the ultimate competitive edge.
