I need an Article review. The assignment details are in the attachments

All right. So I'm standing here downtown Lynchburg on the corners of Main Street and ninth street, out in front of the bank of the James building. Behind me you'll see a large building actually, I want to point that out really quickly. This building is empty. If you see that the red for lease signs on it. Some wealthy company built it at some point and they're not there anymore. Probably because they were unsuccessful. And according to most people, particularly James see Collins, who's the author of Good to Great, One of my favorite books, probably the only business book I would say is a must read. Every one of his good to great principles is based on Human Resources. It's based on getting the right people in the company. Maybe they didn't get the right people in the company. I'll tell you if you're going to be an HR management at some point, you're probably going to be the most important person at that company. Doesn't get paid like the most important. But what you're going to end up doing is choosing who gets into that company. And, uh, and according to James Collins, the most important thing that a business is making sure that you get the right people on the bus and the wrong people off of the bus and the bus, it says metaphor for the business. One of the things that, that even says is it's more important to get the right people on the bus then to steer the bus in the right direction. So as you bring people into the company, you're going to be the one person, the soul contact for ensuring that you have the right personnel working for the company. In fact, it's better to have the right people there than it is to fill positions with people with some sort of task doing that same job. As I look through different recent human resource commentaries and comments and books and talk to people here in the community over and over. I hear that that what somebody can do, somebody's potential is far more valuable than what they have done. And as an HR person, actually, you all know that, that it's expensive to bring somebody in. You have to pay them according to what their past experience has been, how successful they've been in the past. And if you can get people who are young and energetic and have great potential, who are the right people. You can get them at a bargain as long as you're getting them based on what they can be and not what they've already proven to be. And that also gives you the opportunity to train and to work with each of your individual employees to help mold them into what your business needs most. One of the really interesting things that I, I was able to find was that there's, there's an incredible cost to turnover. Here in Lynchburg. We have a lot of businesses. I work for a company called Region 2 thousand. It's an Economic Development Partnership. And we have dozens of businesses that donate somewhere in the area of $800 thousand a year to what we do. Because they know that what we're doing is specifically creating standard of living, a quality environment that allows them to retain their employees better. So why is that important to local businesses that they'd be willing to spend hundreds of thousands of dollars to to retain some employees. Well, let's just take a $50 thousand employee for example. If you lose that person, I wrote down a couple of the costs associated with losing that, that employee. You're going to encounter recruitment costs. You're gonna encounter training costs, lost productivity costs, new higher costs, and lost sales costs, which will add up to, on average about $75 thousand if you lose a $50 thousand employee. Lot of reasons why somebody like that might leave a company. They might not be happy with the work environment, but they also just might not be happy with the city they live in. It might not be fun for them when they get off work. Maybe they don't see opportunity to meet other people like them. Maybe they don't see opportunity to eat the kind of food they like. So they might look for a larger C or a different type of community. And, and what the employers in this area have said by writing checks is we want this to be a community where we don't have turnover. We want to be able to keep our employees because we think we've got the right people on the bus. So I'd encourage you all to maybe look into the opportunities your community provides for attraction and retention of the right people. There are a couple other things that I think are really important to point out. One is just scripts surely proverb says that there's wisdom in a multitude of counselors. And by that, to me, I think that says surround yourself with the right people. Don't surround yourself with the wrong types of folk. So you bring in employees. You're also bringing coworkers. And, and as he bringing coworkers, make sure they're the kind of people that will be good counsel for the people around them. I think. Let me double check my notes real quick. I might have just burned through my information for you, but you know it. Another thing I do have another point. Our local colleges and universities here anyway. I don't know if where you live, you got local colleges and universities, but here, they're supported by our local businesses. I know that our community college locally has a whole wing that was provided for by a local engineering company. They put up hundreds of thousand dollars to create this place where people are trained to be the kind of people they want. And at that, at that location, at the community college, what's happening is they're saving themselves turnover. They're already creating the kind of people they need. And you think, well, gee, that costs a lot of money, half-a-million dollars, maybe a million dollars. But you know, if they're able to keep 12 people from leaving their company, it's paid for itself. So businesses are thinking long-term about attraction and retention, are thinking long-term about getting the right people on the bus. And one thing that I haven't talked about that you'll probably want to consider is getting the wrong people off the bus. A lot of times there might be somebody in an organization who is good at their job, but their attitude just stinks and they're pulling a whole division down or a whole office area down. And that person, although they might be good at their job, is not good for the company. So keep that in mind too, that you want to get the wrong people off the bus. I appreciate you all listening to me. Good luck in your course and have a great afternoon.