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- What triggered that switch?

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For hiring people into a job

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and hiring them for a career?

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Because that's a fundamental
shift in perspective.

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- We had to do 'cause the turnover-

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it was tremendously
inefficient for turnover.

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And people, and that had to
do with why we raised wages.

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We raised them because we
think it's right to do.

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We make enough money, go
on all let's share it.

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We also did because the practical reality

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is the turnovers dropped by 60, 70%

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in these high volume jobs.

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Call center operators, branch employees,

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you know, and over 10
years just think about

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the calmness of the
franchise when you're not

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you know, and it was never,

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you didn't have a hundred
people and if there was

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a 30% turnover rate,
you know, it turned over

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30 of those, you know, 30,
60, 90, and had 10 left.

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What happened is the same
30 turned over and over.

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So the idea was that
we shut down turnover.

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The 70 have stayed with us
for 30 years were great.

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And the 30 that, you
know, that stayed with us

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and then did not try.

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And so we just, it was
just business necessity.

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- Can I, can I ask you Brian on that?

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Sorry to try to peel the
onion a little bit further.

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Cause turnover didn't all,
all of a sudden jack up.

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- Right.

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- So it was fairly high for some time.

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So at some point, so yeah,

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so someone at some point
said this is actually,

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if you do the math, it doesn't
really work out, right?

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So like, why did it
happen when it happened

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and not like before?

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Was it just how happenstance

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or just- was it you, was it

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- 2 things.

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Your point about that
dynamic was exacerbated

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by the impacted of technology.

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Cause the skills that you could hire

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you could hire and absorb the turnover.

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In other words you could
train people fast enough

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to competency and then
you could, they could-

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are gone away.

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They're all done by the consumer

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with our digital
platforms are automatedly.

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So, when you start to think about that,

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that skillset that you could
absorb high turnover rates

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and still have decent
customer satisfaction.

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Now our customer scores have gone up

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from x like 60% to 90% since then.

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So it's had an impact,

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but you could keep 'em pretty high

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because the tasks were
so sort of trainable.

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For lack of that, change
my address system-

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that's all done for you now.

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So the task left it out complex.

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So what do you need experience,
experience and complexity.

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What do you need, duration?

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What do you need, life experience?

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If you can't make a mortgage loan

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unless you may been around long enough

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to have one, right?

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And so, you know, so when
you're talking to customer

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it's more credible, you
said, "I got a loan.

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I could understand,
you know, the craziness

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of all the paperwork and every-"

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And you know, there's an element to it

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that's different if you've
worked for 15 years for us

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and then you come in and go.

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And so we recognize
that the necessity was,

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all the economics that you said McKayley,

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but secondly, is the task
that you could train to

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in three months and get
the person competent

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for six months a year,
and if they left you

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for 50 cents an a hour, are gone.

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And then-
- You know, one of the things-

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I'm sorry, keep going

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- No problem.

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Then go back to societal
obligation that we all

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talk about is we, I feel
we have an obligation

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to the company to try to re skill people.

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You know, because otherwise, you know

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somebody leaves as voluntary
and gets another job

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any place, I'm not happy about that,

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but frankly, they got
a job someplace else.

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They didn't, you know.

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But so we need to retrain
some people so that

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given a 5% unemployment
rate, 6% unemployment rate

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in the United States,
the turnover we have,

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is turnover that's going
to work somewhere else.

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For another company, we trade a per-

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I don't like it, but that's not bad.

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But if they're just being
put onto the street,

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shame on us as management.

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So the skills also absorb, you know

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the ability to not have
those people just disappear.

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As we, as we do more, going back

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to your point of ideas and
engineering and entrepreneurship

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and frontline ownership of
tasks to process and strat-

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it's stuff, you know,
they're delivering us

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thousands of ideas a
year to take out jobs.

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And the part of the quid pro
quo is you won't lose your job

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because we'll train you to do another job.

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So give us more ideas so you
can do the work you wanna do

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and not the work you're doing.

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