E794 | The New Staff Retention Playbook
Mar 04, 2025
How to Retain Your PT Staff & Stop the Turnover Cycle
Tired of Staff Turnover? Here’s the Fix.
Losing staff slows down your clinic’s growth, disrupts patient care, and hurts your culture. While some turnover is unavoidable, most of it is preventable—if you structure the right pay, benefits, and growth opportunities.
Here’s how to build a clinic where people want to stay.
1. Pay Stability = Job Stability
π Risky pay structures push employees to leave
π Prioritize a strong base salary over complex bonus structures
π Simple, predictable compensation leads to long-term retention
If employees don’t feel financially stable, they’ll look for a better offer. Keep things simple. A high base salary with achievable bonuses beats a confusing performance-based model every time.
2. Healthcare is Non-Negotiable
π©Ί The #1 question potential hires ask: “Do you provide healthcare?”
π° Even covering partial premiums makes a huge difference
βοΈ Offering healthcare reduces turnover & attracts better talent
For small clinics, full coverage might not be possible—but even covering a portion of healthcare costs is a major benefit employees will appreciate.
3. Invest in a Strong Clinic Culture
π’ People stay where they enjoy working
π― Build a team-oriented, positive environment
π‘ A great workspace doubles as a retention & recruiting tool
Your clinic’s culture is a major factor in retention. If employees love their work environment, they’ll be less likely to leave—even for a slightly higher paycheck. Create a space that feels like home.
4. Growth Opportunities Matter
π People want to know there’s room to grow
π Be clear about advancement opportunities & follow through
βοΈ If you promise growth, make sure you deliver
High-performers don’t want to feel stuck. Give them leadership roles, the ability to mentor, or a chance to take ownership in your business. If you’re not growing, they’ll grow somewhere else.
5. Accept That Some Turnover is Inevitable
π People will leave, and that’s okay
β
Focus on retaining the right people
π When someone moves on, use it as a chance to improve
Not every employee is meant to stay forever. But if you implement these retention strategies, you’ll keep the right people longer—and make hiring easier.
Final Thoughts: Build a Clinic People Want to Stay In
π₯ Stable pay + strong benefits = happy employees
π₯ A great culture keeps people engaged & reduces turnover
π₯ Growth opportunities ensure top performers don’t outgrow your clinic
Retention isn’t about locking people in—it’s about creating a workplace they don’t want to leave.
π Book a Free Call with Our Team → Click Here
π Join our free PT Entrepreneur Facebook Group → Click Here
Do you enjoy the podcast? If so, leave us a 5-star review on iTunes and tell a friend to do the same!
Ready to elevate your practice? Book a call at the link below with one of our expert consultants today and start your journey to delivering unparalleled physical therapy.
Podcast Transcript
Danny: βHey, real quick, if you're serious about starting or growing your cash based practice, I want to formally invite you to go to Facebook and join our PT entrepreneurs Facebook group. This is a group of over 6, 000 providers all over the country. And it's a pretty amazing place to start to get involved in the conversation.
Hope to see you there soon. Hey, are you a physical therapist looking to leverage your skill set in a way that helps you create time and financial freedom for yourself and your family? If so, you're in the right spot. My name is Danny Matta. And over the last 15 years, I've done pretty much everything you can in the profession.
I've been a staff PT. I've been an active duty military officer, physical therapist. I've started my own cash practice. I've sold that cash practice. And today, my company, Physical Therapy Biz, has helped over a thousand clinicians start, grow, and scale their own cash practices. If this sounds like something you want to do, listen up, because I'm here to help you.
I'm Dr. Danny here with the PT OnTour podcast, and today, we are talking about the playbook to retain staff members. How do you keep people around? How do you keep your staff happy and decrease turnover and churn in your own staff in your clinics? Here's the problem. when it comes to staff turnover.
Number one, it's gonna happen, regardless. And I'll give you a really good example. The clinic that we sold, I was talking to the the guy that, that owns it now, and they had a staff member that because he was offered a, just really a job he couldn't turn down, right? He was offered a job to work with NFL athletes, primarily doing a lot of combined prep stuff and sports performance work.
There was a very unique position. And ironically, he was poached from this clinic because the clinic that we sold has a bit more visibility than many other clinics just because of. The content channels that that I've had for years and that clinic in a lot of ways beneficial, they get a lot of people that reach out to them about wanting to work at that clinic, but in this scenario, the, one of, one of the staff members was posed for a job because he was there and they knew that, in order to work in our clinic we have a pretty high standard as far as clinicians are concerned.
And he got offered a management position running this this team that they were establishing and the difference in pay was like 30, 000 a year. So it was a pretty massive difference. In that scenario, Hey, what are you going to do? You're happy for that individual it's a really cool opportunity for them.
And and that's it. They get to move on and they move on to bigger and better things. And that's normal. That's going to happen. You're going to have staff turnover. What you don't want to do is you don't want to have staff turnover for, from people for reasons that you can that you can avoid.
And a lot of that has to do with work environment upward mobility, satisfaction. Benefits you can provide that maybe you're not A mentorship you can provide that maybe you're you're not in your team culture, right? And These are the things i'm going to talk about in order to help you retain as many people as you can Because if you have staff turnover consistent staff turnover there's nothing that I've found that slows a clinic's growth down and really negatively impacts the culture of the clinic then consistent staff turnover and And once that starts to happen, it can be a challenging problem to, to correct.
So when we look at the reasons that people are going to stay or people are going to leave, they can be very multifactorial, but if they decide to leave, what we do know is this number one it's going to slow down your growth significantly because the amount of time it takes for you to. Find a new person, train that person up, get them familiar with your processes, your systems the patient caseload that maybe they're taking over.
You're talking months. So during that time, you're flat lined as, as far as that clinician schedule would be concerned. The other thing is it can, it creates confusion for your clients. So you got to keep in mind, people work with your business, but they are individually working with.
And they're going to develop rapport with a clinician that is going to be far more a far deeper relationship than they may have with your business. They may not associate their care with your business as much as that provider. And I've seen this many times. It's one of the best things that happens.
It's also one of the more frustrating things that happens. As that person spends significant time with their clients, obviously they, They develop a relationship and and if that person leaves, it can be very confusing for the client. They may not want to get, moved around to multiple clinicians and it decreases your customer experience.
The other thing is it can negatively affect team dynamics. So you want your. Staff members to be friends with each other and that's great. It's a good sign It's a sign that you have a good culture But if they're friends with each other and one of their friends leaves that can negatively affect the dynamics of the clinic so that's something you have to keep in mind with turnover is if you have one person leave and that's that person's friend The other person might be on their way out.
They're relatively when we look at reasons that, that people stay and leave one of the big ones is benefits and pay. Now, the way that people structure pay it's changed quite a bit in the last 10 years. The first staff member that we hired, we had a very very sketchy. Like the structure was a base salary of 4, 000 and then basically 50 percent of their compensation was coming through performance.
How many visits they saw. And we did this because. Hey, we didn't know what the hell we were doing. It was also very risky. We felt very, it was very risky for us to hire somebody, but that's what you do as a business owner. You have to take on risk. So we were trying to offset as much risk as we possibly could with with that, that that person.
And I still see people that are building compensation structures out that are way, way too risky for the employee. And it's to keep in mind, if an employee is willing to take on a lot of risk. To take a pay structure like that then that means you're building you're essentially making them very risk tolerant or they're already very risk tolerant And that may not be who you want to hire as an employee And that may not be the habit that you want to try to develop as an employee You know, you want people to actually have like stability and be comfortable with the job that they have because if they're essentially taking on a bunch of risk and they see that they may look at this as why am I taking all this risk just to work here versus I could just take on?
Maybe just a little bit more risk and try to do my own thing. And that is actually what happens a lot is that people will leave and go do their own thing because you're setting it, you're setting it up in a way where it's very risky for them anyway. So why not, take on a little bit more risk and potentially have a bit more of a of an increased potential earning opportunity that, that is a discussion or an internal decision that a lot of people have to come to terms with.
So you don't want to do yourself. A disservice by putting together these sketchy compensation models. Because it feels you feel like it's less risky for you, but in the end result, it's quite a bit more risky for you. Because the turnover like I said, it's it'll slow your clinic down more than anything else.
You can pretty much do how do you? Struck correctly structure and incentivize Staff as far as pay is concerned. I think you need to have as much base salary If not a hundred percent base salary as possible. And I think of it like, like sports contracts, right? Everybody wants the most guaranteed money they can get.
Now you can have all these bonuses for a thousand yard season or this number of touchdowns, or this number is a point scored or whatever games played, but that's not guaranteed. Everybody wants as much guaranteed money as they can. And your clinic is the same way, right? You know if you build this compensation structure where somebody could if they hit all their bonuses, they make a hundred thousand dollars but let's say you could just pay them 90 and and they have No, like performance bonuses, but they feel like that's very stable and you can still ideally get them to the same amount of production.
That person that's getting a base salary that is higher and doesn't have to worry so much about. Bonus significant bonus amounts that are coming to in into part of their pay. They're gonna be more stable They're gonna have more stability. That is That's just the reality and you may not be able to pay somebody A base salary or you may not feel you can pay somebody a base salary That's that is high enough to where you don't need to have all these, you know like elaborate bonuses and I see a lot of this stuff and i'll tell you right now It's very confusing when people try to they come up with these like five tiered bonus structures of all these different things.
Like I have value at these all time and if it's confusing for me, what do you think is going to happen if it's confusing for your staff member? Like they're not gonna understand it. And if they don't feel like it's achievable or if you set up a compensation structure structures that they're not achieving, it's very it's defeating to them.
It's not motivating. They feel like they're not making progress. They're not. Able to hit these bonuses and then that can make them shut down or they can feel animosity to you where it's you built these bonuses that are unachievable. And now it's I thought I was gonna make this much. And now I know I'm only gonna make this much because I can't hit these bonuses.
And that's a fair thing for your staff to, to feel, it's up to you to build a, put something together that's realistic. It's up to them, it's obviously do the work and there may be a component of both of those, but either way. the blame. So it comes back to the owner. So if you can build a compensation model that is, if not a hundred percent, just base compensation, vast majority of it based compensation that's going to be better for you.
So for instance, let's say you have one, one bonus for a staff clinician that if they see over a hundred visits a month, then they get like 500 bucks as a bonus. But their base salary is. 6, 500 or 7, 000 or something like that a month. So they know a small portion of their salary is going to come from that.
And, you can set it to where they should hit those. You want to set a bonus that they can hit 10 months, ideally. That way they feel motivated to, that they're making progress on it. They know they're going to be able to count on those. And it's not something that they feel is unachievable.
So that, that's the first thing. Make the salary. Stable if you want to create stability in your staff, a second thing is benefits and this is where it gets really hard If you're an individual clinician and you're trying to build a staff past yourself The very first hire is the hardest. It's the absolute hardest because You don't have as much revenue to be able to have shared, costs covered and what I mean by that is like when we start looking at some of these other benefits for instance Absolutely.
The number one question we see business owners get is do you provide healthcare? And that may not mean that you're paying for everyone's healthcare and each state is different in terms of how much of the healthcare plan you are supposed to pay for. But for us, what we did is we paid a hundred percent of the premium for an individual.
And whatever that amount was for a family, we covered whatever the individual amount was. And then if they had a family, they covered the difference. So let's say it was 500 a month for a individual and their family was 800 a month. We would cover 500 a month. They would pay the other 300. If they were just individual, then we would cover their premium.
So that's a huge benefit. By the way, massive. And it's not just the fact that there's some amount of cost savings associated with that. There's a headache you're taking away from them. Trust me. Being self insured and having to deal with that on an annual basis sucks. And if you're not providing health care and somebody doesn't have that through their spouse, that is a burden that they have to take on.
And it does, it is, challenging to deal with. And if you can have that is a massive retention tool. That is a massive recruiting tool. If you want to get people that are, going to be more qualified candidates, that is the number one benefit that we see people really Concerned with and that they value the second thing.
And this is an interesting one is people will talk a lot about a 401k and a match and all this stuff. And I really don't see that as a huge need for clinics of this size, mainly because most of our saying that because that's what their friends and family have told them that they need to do.
But if you go and work for Microsoft, yeah, sure. They're going to have a 401k with a match and all this stuff. Like a lot of big companies will do that. You're talking about a small company. Like this is very small. If this is you and you're hiring your first one or two staff clinicians, you're definitely under a million in revenue on an annual basis.
There's not a ton of money for you to then spend on, administrative costs with running a 401k and matching and all this stuff or whatever. My advice as far as this goes, people are obviously like it is something that they should have. And if you're not gonna do a match, it doesn't really matter whether they have some sort of IRA that they set up themselves.
It's more about the plan that they have in place. So we recommend, getting somebody that's like a fee for service financial planner to come and work with somebody and build a plan out with them, as a one off service that you provide that allows them to set up their own retirement accounts and start to work towards whatever those goals might be.
The other thing too, that's advantage with that is if they do decide to leave and go somewhere else it's very difficult to like to move a 401k from one company to another. And maybe that's. Intentional from a retention standpoint, but for them like, to have an ira that is theirs and it's just theirs, right?
There's no issue with the company and there's no additional paperwork and stuff associated with it So I think it's a much better fit than people trying to set up these these more complex. 401k Options until the business gets bigger, then they can look at those for sure. If you're under a million dollars in revenue, you probably don't need to spend too much time on that.
And in our experience too, very few staff are going to participate in that. If it if there's not a match and you really probably don't have the profitability to have a match at a size business that's under seven figures in the first place, you should really focus on other things like healthcare is far more of an important option.
The third thing I would say is continued education. So continue education budget that's a huge draw for staff, right? So it's good for you. You want to reinvest in them as a clinician. It's good for them. They want to, continue to improve their clinical skill set. So being able to have a budget in place for continued education and really focus on continuing to continue education that's a really good retention tool and benefit that will help a lot as far as keeping your staff around and keeping them.
Keeping them really happy. So as far as benefits and salary and that goes make it stable make sure you're getting health care taken care of and then don't worry so much about 401ks and con ed I would say is also a priority But not nearly as much as health care. So the next thing would be culture.
So your culture it's it's the way that you're Your company functions, right? It's how it feels, how it interacts. It's the things you do in and outside the business, right? It's how you run your meetings. It's how you interact with each other. It's everything of the organism of the company in a nutshell.
And everybody's culture is different. You dictate what that's going to be. You dictate whether that's, hard charging culture or more laid back culture a culture that there's a lot of joking around or a culture is more serious, like all this is up to you, but either way, defining a culture and having a very healthy culture and appealing culture is important because people will stick around if they feel like they're in an environment that they enjoy being in.
Nobody wants to go to work and hate what they do, right? Plenty of us have done that, and many of you have probably done that, and that's why you started your own clinic. Don't build a a work culture that people don't want to be a part of. So when we look at. Part of that is a culture of growth because there's businesses that are more stagnant.
They're not changing much. They're not growing much. They're just flatlined. And excuse me, if that is the business that you are setting up, you're going to attract certain people that are looking for like stability and to do the bare minimum. And that may not be what you want to establish now on the flip side, if you want to establish a fast growing culture, an exciting culture, more of a startup culture you got to come through with results, you got to grow and the growth of the company is also a part of the culture because it creates excitement, it creates opportunities and it also creates a feeling of momentum.
Yep. And momentum is, it's something people feel that they feel that when the business has momentum, it's clicking and it's moving the right direction. And they also feel it when it goes the opposite direction, or if it stalls and it flatlines, that's a difficult thing to manage as a business owner, because how you can't, even if that does happen and it's not what you want.
Hey, sorry to interrupt the podcast, but I have a huge favor to ask of you. If you are a longtime listener or a new listener and you're finding value in this podcast, please head over to iTunes or Spotify or wherever you listen to the podcast, and please leave a rating and review. This is actually very helpful for us to get this podcast in front of more clinicians and really help them develop time and financial freedom.
So if you do that, I'll greatly appreciate it. Now back to the podcast. Let the team know that's going on, right? You have to focus on being positive and optimistic and continuing to try to solve problems to work towards whatever the goal it is, even if you're hit a rough patch and that can be a hard thing for a business owner, but as you grow, it's very important that you grow your business to a point where.
It's big enough to sustain multiple clinicians in a clinic. And here's what I mean by that. Most clinicians are used to being around other clinicians. So you go to a PT clinic and it's usually not just one. In fact, when people start a clinic. This is one of the things they struggle the most with is they've isolated themselves from other clinical peers.
We like to bounce ideas off each other of patients that we're seeing. We like to talk to other people at lunch, we like to have conversations. We're people, right? Like we like to be around other people. And if you have one person by themself that, that can be isolating and that could feel very lonely.
This happens when we start a clinic. If we're starting a clinic by ourself, obviously you're starting by yourself and you have to grow that clinic. If you have a hybrid set up to where let's say you have you have a main office and then you have like satellite offices and if you put somebody in a satellite office by themselves, to be very careful about how many days you do that, because if you do it too much and they feel separated from the team, then the culture, it affects their feeling of being a part of the culture.
And that can cause them to leave and turn over. So being aware of the fact that like these people want to be around each other is really important. And what we see is if you can build a clinic into a, like one bigger location, and then maybe you scale that to another bigger location or multiple ones, if you really want to grow a big company, but one.
Clinical location that can really house Somewhere in the range of I don't know five to eight to maybe even ten It depends on how big of a clinic you want to have but more than two three clinicians like a bigger space It's a space that they enjoy going to so spending the extra money the extra time and building a space that's like really Fun to work in a cool place that they enjoy going to a place that they would want to show their friends and family, a place they're proud to say that they work.
We underestimate that as a retention tool. Not only is that a retention tool, that is also a recruiting tool. So and I came to this realization. When we submitted a job offer to the first PT that we were trying to hire, and he ended up not taking our job offer. And I remember we had a, we had this, it was our first office, it was a subleased office in the CrossFit gym.
And you got to keep in mind I was coming out of the military, right? Sometimes I would see people in a fucking tent or, in the back of a Humvee. The office that I had was, Just this little office connected to a laundromat in a company building. Whenever I was a brigade PT, like I didn't actually think much of anything in terms of whatever the space looked like, not even on my radar.
And I remember We had this job offer that we submitted and this clinician came down with his fiance at the time. And I remember when they walked in to our office, not so much him, but I remember his fiance's face. You could just tell she was like, what is this shit? Like this is not like this doesn't even look like a clinic.
This literally is just a little room that somebody's rented in the corner of a. Not that nice of a CrossFit gym. So and that stuck with me. I, that's definitely something that changed my view on the aesthetics of what a business to look like, because to me, it didn't matter to many of my patients.
It didn't matter. Maybe it did. They never said anything to me. And we grew our clinic pretty well in this little space. But when we did reinvest in a bigger space, it was so interesting, like it was so much easier for us to recruit people to when we would sign up, or let people know we were hiring, we'd have a ton of job applications and it made such a big difference when we had a space that was, that felt.
More unique. It felt like a real business. It and it was branded well and it flowed well, it looked good. When they wanted to be there, they would come in on the weekends and work out and stuff like that. That's what I'm talking about with your space is like looking at your space as a tool to reinvest in to both.
Maintain your culture, retain your people and recruit new people like that is a massive ROI and something that if let's say I was, I still had the clinic that we sold to say I still had it today. I would definitely, look to probably double the size of it just for this one reason, because I would want more people together, and I would want to have that as really a showpiece of why people want to be there and why they would want to stick around.
And, but that costs money, right? And I see, I completely understand why people can't do that, or maybe they don't feel like they can do that because. Of, the financial constraints of growing their business. But you got to look at your space as a retention tool and a recruiting tool. It's not just where your people come to work and where your patients come to work with your staff.
It is also a reason to stick around and it's part of your culture. In a bigger sense, so that brings me to the third portion, which is growth opportunities. And this is a catch 22. So here's the thing. If you say, yep, we're going to, uh, we're going to have three locations in the next five years are going to be this size.
And we want to dominate this niche and we're going to do this and this or whatever, five years down the road, you're in the same spot. People are going to get frustrated. So you, you can't you can't say things that you don't end up doing because people will hold you accountable to that.
And especially if it involves their career, keep in mind, everybody's a free agent. If they can go take a job and that catapults them into a better career position. They're going to do it. This isn't the 1950s. No one has loyalty to your business. Okay. No one's sticking around so you can give them a gold watch one day.
It's not how it works. If you keep somebody for three to five years, that is impressive. Okay. That is actually like really good. Because everybody is jumping around and it, for whatever reason, that's just the culture. It's not just PTs. It's just. People in general, they're switching jobs more frequently.
I guess it has something to do with probably, improving upward mobility. But if you if you can keep somebody around for three to five years, like that's pretty good. And if you want to keep them around longer than that, you're going to really give people growth opportunities because some people are cool to just chill and be a staff clinician.
They want to do that and they want to go home. Other people, not so much. And they want to be able to grow into senior positions. So for you, the easiest one that most people think of within clinics is clinic directors, right? So, somebody that's managing the clinic, somebody that's helping with developing the staff and taking some of the administrative burden off of your plate while still also seeing patients.
That's the obvious first step for a lot of people for some folks, and they want to have multiple locations. It might be, you know where there's owner operator partners, and this is somebody that is looking to be more Entrepreneurial or intrapreneurial kind of within a business and really grow a new territory But also be able to have some shared upside with that as well, right?
So that might be something that is part of your plan and whatever it is that you, whatever it is you say and how you're conveying your vision to them, you have to keep in mind that if you don't show the growth. They're not going to stick around. That's pretty self explanatory, right? So be careful what you say, be careful how you say it and make sure that if you say something that you actually follow through that people will be patient with you until they're over it, because if you're like, yep, we're doing this, it's going to be here, whatever's going to take this long. And if they give you that time and you haven't grown into whatever you say you're going to do, they're probably gonna get frustrated and they're probably going to leave. Keeping that in mind is really is really important.
And there's other ways that you can even facilitate opportunities for them outside of it. Maybe it's for them. To stand up different portions of the business. So maybe they have their clinical schedule, but they take over running your semi private training at your facility.
So maybe you have small groups that are trained together and this person is spearheading the programming for that. They're managing the coaching of that. They're really taking point on trying to drive sales and marketing initiatives to get people into that. So they can actually have like a profit center that they're in charge of, that they can then get some amount of additional income from.
But also have a slightly different way of using their brain in a more creative way and and not necessarily just clinical work and that helps, keep them around and keep them happy. Maybe it's remote work. Maybe they want to be able to just manage people more remotely and they want to grow a schedule.
Part time, in the office, part time remote and they want to grow to, to that point, you can put them in charge of running that portion of of the business or growing a clinical schedule that's more remote like that, right? There's many different ways that you can you can set these things up and it just depends on your staff and depends on your vision and what they're interested in.
And if you can match up things that they're interested in with what your vision is it's a win it's fantastic. The challenge that we run into sometimes is. Your vision doesn't align with what they want. And then inevitably you're going to split ways like, and that's okay. It's normal for people to leave.
And sometimes the best thing to do is it is best when someone leaves, it's like pruning a plant, right? You cut away the dead branches so that the ones that are healthy can grow even better. And I've seen this every single time we've had to let somebody go, or if we've coach somebody out, if you put somebody that's underperforming on a performance improvement plan, and they're just like.
It's too much for them and then they leave that's coaching somebody out. It's always better afterward and whatever. There's like obviously a little bit of a challenge in transition, in the short term, it's so much better that the culture gets better. All these things improve when somebody that shouldn't be there leaves or you let that person go.
So don't be afraid to let people go to, don't try to hold on to everybody forever. That's not the way this works. And also, Be okay with the fact that you are going to have some some turnover. You're going to have staff leave that's normal. Don't take it personally. Okay. People are going to do what's best for them and their families.
That's it. Keep that in mind. They're not going to, they're not going out of their way to say, you know what? Oh man screw Danny. I'm going to go do this thing that no one's going to hurt his business. That's not what they're thinking. They're thinking, I want to be able to better afford my mortgage.
I want to be able to take my family on a nicer vacation. I want to be able to pay my student loans off. I want to be able to do whatever that's important to them. So yeah, if I take this job and I make 30, 000 more somewhere else, like. Why should they feel bad about that? Why should they feel bad about leaving your clinic to go do something else?
They're not going to feel bad about that and you can't take it personally and hold it against it. It doesn't do you any good just got it cool move on and understand and accept the fact that's a part of running a business and In a service based business we work closely with people we develop close relationships And it can hurt when somebody leaves like especially if somebody leaves And let's say they go down, down the street and they open a competing business that in particular I've experienced and it does not feel good if it actually is like very painful.
It sucks because, you put this effort into trying to develop people. And I don't know if, I don't know, you shouldn't necessarily feel this way, but to me I have I have expectations of other people to uphold standards that I would do myself. And when I don't see them do that, and And there are people that I know and I have a personal relationship with.
It's hard not to take that personally, but you just can't, again, you got to keep in mind, people are going to do what's best for themselves and their family, everybody, for the most part, almost everybody's going to be selfish about that because it's what puts them in a better position for their life.
And you have to respect that, right? You may not have to accept it as your standard, but you have to accept it as the fact that's what a lot of people are going to do. And hopefully that stops you from being so frustrated about it. But turnover is going to happen. People are going to leave.
People are going to go set up clinics, in or around where you're at. But if you can build a culture of excellence, you can build a culture of a fun work environment and a work environment that people want to be a part of a clinic that is a great space for them to work that they're proud to to go to that they want their family to see, where they work, they want to be there, on their off days, whether it's working out on the weekends or, coming in the evenings and and being able to bring friends and family in, and for them to be like this is a cool place to work.
I wish I worked at a place like this. That's a massive retention tool. That's something not to underestimate. And it's a fun place to, to be as a business owner as well. Like you're building this thing that is this living, breathing thing that you get to define yourself. And and you should do that intentionally.
Don't do it accidentally. Build the culture that you want and that will help retain people more than almost anything. So in summary, number one your benefits make their pay stable. All right. Don't give them these sketchy contracts because then you're just going to basically have massive turnover just because of that.
Healthcare is the number one benefit people are always concerned with create stability and take headaches away from them. As far as finding healthcare. Don't worry so much about 401ks and stuff like that. You can always just set them up with an independent advisor. They can help them get squared away with their own individual plans.
Con Ed would be the second biggest one that people are very concerned with. Culture, make sure you're creating a culture of of a unique place where people want to stay and be a part of build into a space that's big enough to really have a unique culture, to have a great location that people want to they want to come to work they're proud to say they work there and it's a unique place that they get to be a part of a culture of excellence too, that they're a part of this really.
Excellent team like that. That was it. That's a huge draw like think about like special, Different groups in the military like these small more elite groups. You have to go through a lot more Testing and challenges to get there. Those are very appealing to people to the right kind of people So build something similar within your own culture as of excellence and being elite and the last thing is to give people growth opportunities Make sure what you're telling you're going to do you're actually doing so sometimes you're forced to grow In order to create room for your people, otherwise they will leave.
And if you don't want to grow, that's fine too, but understand that you're going to have a different type of culture and and it's going to be more about people that are sedentary people that are not trying to move move up there. You're going to attract a slightly different type of of an individual that's looking for more stability and unnecessarily.
Fast growth or maybe more work and that's okay too if that's the direction you want to go. But if you say you want to grow you better grow because your people are listening and if you don't follow through on it, they'll get frustrated So I hope this helps staff retention, turnover huge issue.
It's going to slow your business down Dramatically if you can get this right you're going to a see much faster growth But also you're going to deal with a lot less of the business challenges around somebody leaving that can be challenging on your clients It can be challenging on your culture. And and it just puts you in a better position to build a grow with less undulating sort of turbulence along the way.
So hope this helps as always. Thanks so much for listening and catch you on the next one.
Hey, peach entrepreneurs. We have big, exciting news, a new program that we just came out with. It is our PT biz part time to full time five day. It's a challenge over the course of five days, we get you crystal clear on exactly how much money you need to replace by getting you ultra clear on how much you're actually spending.
We get you crystal clear on the number of people you're going to see and the average visit rate you're going to need to have in order to replace your income to be able to go full time. We go through three different strategies you can take to go from part time to full time. You can pick the one that's the best for you based on your current situation.
Then we share with you the sales and marketing systems that we use within our mastermind that you need to have as well. If you want to go full time in your own practice. And then finally, we help you create a one page business plan. That's right. Not these 15 day business plans. You want to take the small business association, a one day business plan.
It's going to help you get very clear on exactly what you need to do and when you're going to do it to take action if you're interested And sign up for this challenge. It's totally free. Head to physicaltherapybiz. com Challenge get signed up there. Please. Enjoy. We put a lot of energy into this. It's totally free It's something I think is going to help you tremendously As long as you're willing to do the work if you're doing the work you're getting Information put down and getting yourself ready to take action in a very organized way.
You will have success, which is what we want. So head to physicaltherapybiz. com forward slash challenge and get signed up today.