In an industry that suffers an 80%-plus turnover rate, The Beryl Companies’ Dallas-based call center loses just 17% of its employees each year.
Founder and CEO Paul Spiegelman attributes the low turnover to what he calls his “Circle of Growth” philosophy: If he invests in his 300 employees, they’ll be more loyal and offer better service to customers. In turn, the customers will be more loyal, which means profits for the organization. Some of those profits are invested back into the culture.
“Visitors feel the positive energy from the moment they walk through our doors,” says Spiegelman, author of Why Is Everyone Smiling? The Secret Behind Passion, Productivity and Profit. The call center boasts a 95% client retention rate year after year.
To keep his employees smiling, Spiegelman had the 24/7, health care specific call center painted in bright hues of blue and green; brightly colored lockers line the walls, and it’s not unusual to see the place decorated with birthday balloons or new-baby banners.
An intranet feature called “Beryl Cares” allows employees to alert HR when they’re celebrating a special occasion or having a rough time, and Spiegelman responds with handwritten greetings and gifts.
He paid for one employee to fly out of state to visit his dying mother and replaced a pair of glasses that another one lost in a car accident.
And he gave his own Camry to a worker who was walking seven miles to work each day after giving his car to his mother when hers was totaled.
Contact: Carol Stevenson, spokeswoman, at (818) 597-8453.
- Managing the workplace rumor mill: 4 ways HR can tame the beast
- When religion is crux of workplace problems, base discipline on behavior--not belief
- Benchmark your recruiting site: 4 questions to ask
- Do the math before taking action <br/> against employee on FMLA leave
- Use media to boost the organization's stature (and yours)