Make the Case for Change

Transforming your company often means starting with making a case for change. This can be done by taking account of the urgency for change and also identifying the financial, competitive and moral reasons that are linked to the Good Jobs Strategy.

 

See why leaders from H-E-B, Costco, QuikTrip, Mud Bay, and Managed by Q are choosing to offer good jobs and what benefits they get from the Good Jobs Strategy.

Good Jobs Scorecard: Identify The Opportunity

We have developed a scorecard with three equally important components: employees, customers, and operational performance. The scorecard allows you to determine the value your organization creates for employees, customers, and investors. You can use the data from the operational performance component to quantify the financial  opportunity to be gained with the Good Jobs Strategy. You can use data from the customer and employee components to align on the competitive and moral arguments for change. 

ACCESS SCORECARD
Financial Opportunity

How much are high turnover, operational and customer service problems, low productivity, and waste costing you? Where would your performance be if you achieved operational excellence through the Good Jobs Strategy?

Competitive Argument

Are you providing a compelling reason for customers to buy? Can you adapt to changes in the environment, including changes in customer needs and technology, and to higher minimum wages?

Moral Argument

Do you believe meeting your employees' basic needs is the right thing to do? Are you comfortable as a leader if a significant portion of your workforce is on public assistance?

  • “We think it's part of our duty to be great employers.  We think that's important to our business and we think that's important to our community.”
    Craig Boyan, President of H-E-B
  • “We wanted people at the front lines who took care of our customers to not have the kind of stress associated with being able to provide health coverage for their families and food for their families, worrying while they were on the job.
    Mark Bertolini, CEO of Aetna on why he increased minimum wages to $16/hr in 2015
  • “We didn’t want to make money off the backs of our employees”
    Jim Sinegal, Co-Founder of Costco

Case Study: Quest Diagnostics

Quest Diagnostic's call center organization was facing high rates of turnover and operational problems. To make a case for change, they identified the financial costs of turnover and determined that it was costing their organization $10.5 million a year.

Learn More about Quest's Good Jobs Strategy in its Call Centers →

Next Steps: Determine What Needs to Change

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