I don’t have to tell you that employee turnover in the telemarketing field is rampant.

By the way, this is nothing new. It plagued us a few decades ago, and if anything, it has simply grown worse.

There are lots of remedies that have been tried to stanch the outflow of reps, and to keep them aboard.

Some businesses, especially in technology sectors, have build game rooms into the work place. I saw one a few weeks ago when I was touring a facility in Los Angeles.

Others have expanded the “Casual Fridays” concept to such a point that people can come to work in beachwear and what could even pass for club wear.

But these tonics, soothing as they may be, aren’t sufficient.

I’ve found there are two variables that are super-powerful, one obvious, and the second one I’ve never seen discussed in the way we’re going to speak about it, here.

Number One: Pay people extremely well, or make it possible that some can earn astonishing dough, and you’ll slash turnover. The same firm with the game room paid a commission of $60,000 the previous month to one of its telephone salespeople. He closed a big deal and he earned big bucks. Hearing of his success will keep others pitching in hopes of doing the same.

Number Two: PEOPLE HAVE TO LIKE PHONE WORK. If they don’t, you can almost forget about the potency of Number One.

This is the key employment screening question: “How much do you like phone work?”

This can be followed with:

“Does speaking to fifty or a hundred people a shift excite you or wear you out?”

And then: “How do you know this about yourself?”

True phone-folks will stand up and be counted, and the others, the great majority of people, will smile nervously and slink away.

Napoleon Hill said it well, many decades ago in the classic book, “Think & Grow Rich:”

“No one can succeed in a line of endeavor which he does not like.”