June 2, 2025
The Talent Revolution: How to Become the Employer of Choice in Your Industry
In this value-packed episode, Michael Barbarita and Chuki Obiyo reveal why most businesses fall into the destructive trap of competing on price. You'll discover the counterintuitive "Value Elevation Framework" that enables businesses to command premium prices even in challenging economic times. Learn how to position your products and services so customers willingly pay more while competitors continue undercutting each other's prices in a race to the bottom.
Powerful Business Strategies is broadcast live Mondays at 12 Noon ET Music on W4CY Radio (www.w4cy.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Powerful Business Strategies is viewed on Talk 4 TV (www.talk4tv.com).
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WEBVTT
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The topics and opinions expressed in the following show are
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solely those of the hosts and their guests and not
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those of W FOURCY Radio. It's employees are affiliates. We
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make no recommendations or endorsements for radio show programs, services,
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or products mentioned on air or on our web. No
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liability explicitor implies shall be extended to W FOURCY Radio
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or its employees are affiliates. Any questions or comments should
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be directed to those show hosts. Thank you for choosing
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W FOURCY Radio.
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Welcome to Powerful Business Strategies, where you will find out
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that everything you have ever learned about growing your business
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is wrong. Finally, a show where you'll learn the right
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way to grow your business by learning business and financial
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strategies that your competition isn't doing. And now here is
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your host. President of Next Step CFO Michael Barbarita and
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joining Michael for today's show as an executive moderator is
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chooky obia.
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Yes, this is shookey, and I believe that gratitude is
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undefeated and growth is about the next step. It is
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an honor for me to moderate today's discussion with my
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good friend Michael.
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Michael, how are you fantastic, Choky? Thank you, and my
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name is Michael Baberia, President of Next Step CFO, and
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next Step CFO is a fractional CFO and strategic implementation firm.
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Business owners hire us to double and triple their profit
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using business and financial strategies that their competition isn't doing,
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and our vision is to ensure that overwhelmed business owners
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achieve consistent profits that leads to time, freedom to build
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a legacy and the life that they desire. Our mission
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is dedicated to guiding small business owners to leveraging their time,
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exploding their profits, and building a meaningful legacy. And they
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show powerful business strategies and our book of the same
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name is a step toward accomplishing that vision and mission.
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So with that, I'd like to hand it back to
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my co author and modern for the showy obio, Michael.
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I am particularly inspired by today's episode The Talent Revolution
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how to become the Employer of Choice in your industry.
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So before we jump in, folks, Michael and I are
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both affiliated with a number of different organizations and I
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currently serve as the managing director of business development for
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Better Price, a global business focused law firm in addition
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to that, it's truly an honor to collaborate with Michael
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and modeling these great business roundtables where we document insights
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as part of our book called Powerful Business Strategies. But
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please note that the views expressed on this show are
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personal views based on those successful roundtable experiences and beyond.
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And my mission as a fearless moderator is to ask
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the right questions to help you, the listener, learn the
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best business strategies that the competition isn't doing.
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Michael, back over to you, Thank you, Chokey. So before
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we dive into to any critical topic, I do want
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to share something you know. As business owners, we often
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focus intensely on binding customers, managing operations, and driving profits.
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But there's a fundamental truth that many of us learn
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the hard way, and our business will never outgrow the
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quality of our team, the people we bring on board,
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the culture we create, and how we develop talent ultimately
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determines whether our vision becomes reality or remains forever out
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of reach. And the most successful businesses that I've worked
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with don't just have great products or clever marketing. They've
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created workplaces where exceptional people want to be Today We're
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going to show you how to do exactly that, how
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to become the destination workplace in your industry. Attracting people
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will help you take your business the heights you haven't
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even imagined yet, because when you get the people pot right,
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everything else becomes fit infinitely easier. So today we're tackling
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one of the most persistent challenges facing businesses of all sizes,
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how to attract and retain top talent in an increasingly
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competitive labor market. And I want to start by challenging
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a common misconception that most that cost most business owners
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millions in wasted recruiting expenses and loss of productivity. That
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misconception is that talent shortages are primarily about money, that
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if you just pay more than your competitives, you'll win
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the talent war. That reality is far more complex and
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provides tremendous opportunity for businesses willing to think differently. And
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I've worked with companies across dozens of industries, and I
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see and consistently see that employees make decisions based on
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much more than just compensation. And yeah, yes, pay needs
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to be fair and competitive, that's for sure, but beyond
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a certain threshold, other factors become far more important in
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attracting and keeping good people. So think about it your
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own experience. Would you take a job that paid ten
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percent more but required working for a toxic boss? Or
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would you stay at a company that offered good benefits
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but no flexibility or growth opportunities? See, most people wouldn't,
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and the data confirms this. Studies consistently show that after
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basic financial needs are met, factors like purpose, growth opportunities,
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work environment, and leadership quality matter more than additional compensation.
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This is actually good news for small to medium sized
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businesses competing against larger companies. With those big budgets, you
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could create advantages in these other critical areas that make
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you the employer's voice in your industry, even if you
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can't match the highest salaries.
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You know, Michael, that's an interesting perspective. But with unemployment
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rates relatively low and skilled workers in high demand, when
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you say that most businesses are forced to compete primarily
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on wages store track talent.
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Well that's a great question, Choky, But you know the
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current labor market is indeed challenging. You know, I heard
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it recent statistic in the construction industry that's every year
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or I'm sorry. Every month, five people retire and only
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two people come into the labor market. So that's a
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depleting statistic for sure. And that's what business owners are
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up against in a lot of industries, not just the
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construction industry, but competing primarily on wages is actually a
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losing strategy for most businesses, especially smaller ones that can't
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win a bidding war against the larger competitors. And here's
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the reason. That's a good point. We know, when you
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attract people primarily through high compensation, you create three significant problems. First,
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you essentially attract mercenaries. These are people who will leave
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the moment someone offers them slightly more money. Second, you
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create unsustainable compensation structures that hurt profitability. And third, you
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miss out on attracting people who are looking for more
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than just a paycheck. And by the way, these end
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up being the most dedicated, creative and productive employees. Instead,
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smart businesses are implementing what I call the employer of
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choice framework. And this approach recognizes that employees, like customers,
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have specific problems they're trying to solve and outcomes they're seeking.
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When you understand these deeply, uh, you know these issues
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deeply and position your business as a solution. You can
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attract better talent even without paying those premium wages. So
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let me share a quick example. So a manufacturing company
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was struggling to find skilled technicians, and they were competing
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against larger manufacturers offering higher wages and losing most candidates
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as a result. And when they analyzed the situation, they
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discovered that many experienced technicians in their industry were actually
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frustrated by rigid shift schedules that interfeared with family life
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and personal interests. So this company introduced a flexible scheduling
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system that allowed technicians to create their own schedules within
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certain parameters, and they didn't increase their wage rates, but
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they promoted this flexibility very heavily in their recruiting messaging,
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and within three months, their applications rates tripled and they
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were able to fully staff their operation with qualified technicians,
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many of whom came from those higher paying competitors. And
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this example illustrates the power of understanding what potential employees
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really want beyond just compensation. And the company identified a
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significant problem that these technicians had with traditional employers, and
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they position themselves as the solution to that problem, and
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our Employer of Choice framework helps businesses replicate the success
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through a systematic approach with three key components. First, employee
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problem and solution identification deeply understanding the specific problems and
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frustrations that your ideal employees face with typical employers in
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your industry and developing innovative solutions to these problems. Second,
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employee value proposition development, Creating and articulating a compelling statement
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that clearly communicates how working for your company solves these
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problems and delivers unique benefits that employees can't find elsewhere.
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And Third, attraction and retention systems implementing specific processes to
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attract ideal candidates, efficiently convert them to employees, and keep
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them engaged for the long term. So I introduced our
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Employer of Choice framework and the importance of understanding what
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employees truly value beyond just compensation. So let's dive into
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the first component of the framework, which is employee problems
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solution identification. This is about deeply understanding the specific problems
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and frustrations that your ideal employees face with typical employers
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in your industry and developing innovative solutions to these problems. Now,
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most business owners approach hiring with a self centered perspective,
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here's what we need from employees. Now. The employer of
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choice framework flips that around to an employee senate perspective. So,
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here's what employees need from us is the shift and thinking,
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and that shift opens up tremendous opportunities to differentiate your
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company in the talent marketplace. So how do you identify
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these employee problems and frustrations? Well, there are four primary
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research methods that I recommend. First, conduct what I call
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stay interviews with your best current employees. So unlike exed
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interviews that happened too late to retain talent, stay interviews
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focus on understanding what keeps your top employee and top
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performance engaged and what might cause them to leave. So
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you would ask questions like, what do you enjoy most
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about working here? What frustrates you about your job or
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our company? What would what would make your work experience better?
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Have you ever considered leaving and if so, what prompted that?
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And what would another company have to offer to entice
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you away? And these frank conversations often reveal very surprising
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insights about what your employees truly value and what problems
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they're experiencing that you might not be aware of. Second,
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analyze data from former employees, whether it's reviewing exit interviews,
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resignation letters, departure patterns to identify recurring themes. Why did
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people leave? Was it always for more money or were
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there other factors like a lack of flexibility or a
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lack of growth opportunities or management issues. Third, research your
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industry's specific pain points. Different industries and roles have very
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unique frustrations. For example, retail employees often struggle with unpredictable scheduling,
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I TAM professionals frequently cite lack of development opportunities, and
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healthcare workers report burnout from administrative burdens. So understanding the
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common pain points in your industry provides a starting point
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for differentiation. Four. Monitor online employer reviews on platforms like Glassdoor,
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and indeed, look at reviews of both your company and
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your competitors. What patents do you see that in these
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negative and any negative reviews? What do employees consistently praise
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or criticize. These public forums often contain candid feedback that
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you know that wouldn't be shared directly, So let me
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share a real example of how powerful this research could be.
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So if business in the accounting industry was struggling to
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attract and retain skilled professionals, and that's another industry with
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a retirement rate is a lot faster than the incoming rate.
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And through state interviews and industry research, dis accounting for
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discovered three primary frustrations among accountants. Number one was the
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traditional busy season created extreme work life and balance for
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several months each year. Second, most firms provided limited client
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interaction for junior staffs, longing professional development, and remote work
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flexibility was inconsistent or non existent at many firms owned.
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With this knowledge, they completely reimagined their employment model to
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address these specific pain points, and they implemented year round
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tax planning to flatten workloads. They created client exposure opportunities
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for all staff levels, and adopted a remote first approach
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with optional office space. So these changes they did require
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pa higher salaries. In fact, they were able to offer
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slightly below market compensation while still becoming a preferred employer
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in the region, and within a year they reduced turnover
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by sixty two percent and built a waiting list of
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qualified candidates refer it by existing employees.
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Michael, it's always interesting to gauge the amount of engagement
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that we have. So we've got a good number of
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listeners today. We do have one question from a listener,
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and I'll go ahead and sort of ask that question, Michael,
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if you've got a minute. So look, I imagine here's a question.
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I imagine many business owners might worry about the cost
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of implementing these kinds of solutions. Michael, how do you
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even sure that becoming an employer of choice remains financially viable.
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Well, that's a critical concern about cost. You know, the
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goal isn't to create employee benefits that bankrupt the business.
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It's a design and employment experience that attracts and retains
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talent while remaining financially sustainable. And there are three key
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approaches to achieving that balance. First, you focus on value creation,
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not just cost. When evaluating potential solutions, consider both the
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cost and the financial benefits, because you've got to consider
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that reduce turnover. That reduced turnover alan can save substantial money.
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The fully loaded cost of replacing an employee typically ranges
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between fifty percent and two hundred percent of their annual salary,
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after your account for recruiting, training, loss, productivity, and customer impact.
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For example, the company in the IT services industry implemented
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a four day work week for their technical staff, and
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while this represented a theoretical theoretical twenty percent reduction in
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available billable hours, the reality was far different. Turnover decrease
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from twenty eight percent to nine percent that was on
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an annual base, saving tremendous replacement costs, and then productivity
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during the full working days increased, and their improved reputation
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as an employer led to higher quality applicants, further enhancing
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productivity and client satisfaction. Second, design solutions around trade offs
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rather than just pure digit So instead of simply adding
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benefits on top of current operations, look for creative restructuring
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that delivers value to employees without significantly increasing the costs. So,
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