Management & Leadership
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Never Lose an Employee Again: The Simple Path to Remarkable Retention
If keeping employees is a challenge for you, Never Lose an Employee Again offers a proven framework for increasing retention, engagement, and in the process, profits.
Joey Coleman, one of the world's leading experts on employee experience, reveals practical strategies that will teach you exactly how to recruit top talent, bring them onboard successfully, and keep them engaged while they produce remarkable results for years to come.
Finding and keeping quality employees is one of the greatest challenges facing businesses today. With more people quitting their jobs each month than ever before and employees demanding flexibility, freedom, and advancement, companies are struggling to build a foundation with new hires that leads to long-term commitment. To effectively combat the hiring crisis and remain competitive, business owners and managers must design an employee experience program that begins on day one.
In Never Lose an Employee Again, Coleman offers a step-by-step playbook for creating a retention plan with long-term success. With more than fifty proven case studies from organizations on seven continents, Coleman details how you can forge a relationship with your people during each of the eight phases of the employee journey. For each phase, Coleman walks you through the six forms of communication integral to success (in-person, email, phone, mail, video, and even gifts) so you can better connect with your team. You'll learn how to:
• write job descriptions that attract the right candidates (and plenty of them);
• counter the "hire's remorse" that every employee feels (yet few businesses ever address);
• welcome someone on their first day in a way that will leave them talking about it years later;
• acclimate your people to get them up and running faster and more effectively;
• re-engage your existing employees to turn them into raving fans;
… and much more.
Never Lose an Employee Again will reshape the way you think about recruiting, hiring, onboarding, and retaining quality team members–whether you are an owner looking to hire your first few employees, an organization hoping to redefine an industry, or an enterprise that needs to keep growing on a global scale.
Joey Coleman, one of the world's leading experts on employee experience, reveals practical strategies that will teach you exactly how to recruit top talent, bring them onboard successfully, and keep them engaged while they produce remarkable results for years to come.
Finding and keeping quality employees is one of the greatest challenges facing businesses today. With more people quitting their jobs each month than ever before and employees demanding flexibility, freedom, and advancement, companies are struggling to build a foundation with new hires that leads to long-term commitment. To effectively combat the hiring crisis and remain competitive, business owners and managers must design an employee experience program that begins on day one.
In Never Lose an Employee Again, Coleman offers a step-by-step playbook for creating a retention plan with long-term success. With more than fifty proven case studies from organizations on seven continents, Coleman details how you can forge a relationship with your people during each of the eight phases of the employee journey. For each phase, Coleman walks you through the six forms of communication integral to success (in-person, email, phone, mail, video, and even gifts) so you can better connect with your team. You'll learn how to:
• write job descriptions that attract the right candidates (and plenty of them);
• counter the "hire's remorse" that every employee feels (yet few businesses ever address);
• welcome someone on their first day in a way that will leave them talking about it years later;
• acclimate your people to get them up and running faster and more effectively;
• re-engage your existing employees to turn them into raving fans;
… and much more.
Never Lose an Employee Again will reshape the way you think about recruiting, hiring, onboarding, and retaining quality team members–whether you are an owner looking to hire your first few employees, an organization hoping to redefine an industry, or an enterprise that needs to keep growing on a global scale.
Readers Top Reviews
Jay GreensteinJay
Joey Coleman's book, Never Lose An Employee Again is ground breaking! Using his incredibly successful formula from his first Wall Street Best Seller, Never Lose A Customer Again, he applied the same principles to help entrepreneurs and business owners to create remarkabel employee experiences which creates world-class culture, and raving fan customers. Too many business owners don't understand how to delivery remarkable experiences for the members of their team, but Joey breaks it down into a easy to understand and easy to execute formula, chock full of great case study examples! If you want an inspiring book to help you LEVEL UP your entrepreneurial game, BUY AND READ TODAY! You'll be so glad you did!
danjrussJay Green
In his last book, Joey pointed out that it costs businesses 10X as much to get a new customer than sell to an existing customer. In this new book, it was made abundantly clear that losing an employee costs an order of magnitude more than what you pay to get customers. So, it makes sense to invest the same amount of energy, time, and money into retaining the people who are keeping our businesses running. Never Lose an Employee Again is a testament to how Joey's way of thinking (and frameworks) can be applied in even more valuable contexts. I particularly enjoyed reading the case studies of all kinds of businesses who incorporate his principles - this is the way I like to learn. Seeing example after example of high-retention practices helps my brain interpret the lessons and see how they can be applied in different ways. 100% highly recommended! A great, thorough, and well-thought out book from Joey Coleman
TBdanjrussJay Gre
This is a great guide for improving your employee experience and retention for both your existing employees and new hires. Joey lays out a clear 8-step process for creating a unique experience for employees from when they read the first job posting to years into the job. A couple of parts that stood out: -The section on creating a job posting that's a story and gets the type of people you want to hired excited to apply - Building an interaction plan for the time between when an employee says yes to an offer and the first day. This helps overcome buyer's remorse or worry employees feel, wondering if should have accepted a different offer. - Creating intentional moments on an employee's first day so they have a story to tell when they answer the question that night, "How did your first day go?" Joey has great energy, and the book is engaging and funny throughout and takes what could be a boring subject and makes it entertaining but still very useful.
Brittany HodakBri
This book is so good that it makes me want to send a copy to every boss I’ve ever quit a job from just for spite! Employee retention has never been more important… and it’s never been easier to achieve than with the roadmap Joey outlines in this book. Don’t mess up the first 100 days of your team members’ journeys— or any of the days after that! If you have employees, you need this book. Period.
Short Excerpt Teaser
Chapter 1
The Cost of Losing an Employee
(and How to Avoid It)
Because every organization operates a little differently, let's consider a few questions to anchor our exploration of the costs associated with employees coming and going:
When you need to hire a new employee, do you wait until you have their salary in the bank or do you start looking first and figure out paying later?
How much time do you spend searching for qualified candidates, conducting initial interviews, narrowing the field to a few finalists, and then deciding which one to hire?
Once you've extended an offer, how much back-and-forth does it take before being accepted?
How much time, money, and energy do you spend getting a new employee up to speed on your way of doing business?
How long does it take before a new employee is meaningfully adding to your business in terms of personal productivity and cultural contributions?
Now let me ask you a much more important question:
How much time, money, energy, and effort do you spend trying to retain this new employee who you worked so hard to bring into your organization and get up to speed?
Most businesses overemphasize the beginning of the employee journey, investing significantly in the hiring process while presuming that after a day or two on the job everything else will magically sort itself out. It's not that hiring isn't an integral part of bringing a new employee into the fold-it's just that the effort can't stop there if the organization hopes to retain an engaged, active employee over the long term.
YOU MUST Own Employee Experience
from the Start
Nearly every large business has an entire department (often called Human Resources) focused on recruiting and hiring employees. The challenge most businesses face is that they start hiring employees without the support of an individual solely dedicated to employee recruiting, onboarding, and retention . . . let alone an entire department focused on these crucial considerations.
Research findings and anecdotal experiences show that the typical enterprise will hire more than a dozen employees before feeling justified in hiring a dedicated human resources professional to oversee employee-related topics. The problem with this all-too-common approach? Who looked out for everyone who was hired before the human resources manager showed up on the job?!
By the time someone is hired to focus solely on the employees, the culture and operation they inherit usually requires major attention and repair-and often a complete makeover. Most companies have picked up bad habits, bad procedures, and even bad employees (in terms of their fit with the long-term mission and purpose of the enterprise).
Is it possible to avoid this scenario by owning the employee experience earlier in the organizational life cycle? Absolutely. But it requires a commitment to employee experience from the outset and ongoing dedication to keep honing the interactions as new employees are added to the mix and the organization grows in size, scale, and scope of responsibility.
From the moment a prospect first learns of a job opening, through the application/hiring process, into training, and then ongoing employment . . . who is waking up every morning with that employee's journey as their primary focus and concern?
If you don't immediately think of someone, don't feel bad. You're not alone. Most organizations around the world either have multiple people looking at their own siloed aspect of the journey (recruiters, interviewers, trainers, managers, HR personnel, etc.) or they have no specific person who is directly responsible for these crucial milestones along the employee life cycle. Rarely, if ever, is one person paying attention to every step in the employee journey.
The Cost of Finding, Training,
and Then Losing an Employee
Anyone who has ever run a business, managed employees, or read a book on HR is familiar with the staggering costs of the "people" portion of an organization.
Recruiting Costs
The Society for Human Resource Management (SHRM) is one of the world's foremost experts on all things related to work, workers, and workplaces. With over 300,000 members in 165 countries, SHRM member companies' constituents represent more than 115 million workers globally. SHRM's most recent benchmarking research looked at data collected from 2,400 member organizations around the world and found that the average cost per hire was nearly $4,700. The challenge with this number is that most organizations fail to accurately include the soft costs of recruiting a new employee, such as time spent by managers supporting the hiring process. When these are factored in, a better estimate of th...
The Cost of Losing an Employee
(and How to Avoid It)
Because every organization operates a little differently, let's consider a few questions to anchor our exploration of the costs associated with employees coming and going:
When you need to hire a new employee, do you wait until you have their salary in the bank or do you start looking first and figure out paying later?
How much time do you spend searching for qualified candidates, conducting initial interviews, narrowing the field to a few finalists, and then deciding which one to hire?
Once you've extended an offer, how much back-and-forth does it take before being accepted?
How much time, money, and energy do you spend getting a new employee up to speed on your way of doing business?
How long does it take before a new employee is meaningfully adding to your business in terms of personal productivity and cultural contributions?
Now let me ask you a much more important question:
How much time, money, energy, and effort do you spend trying to retain this new employee who you worked so hard to bring into your organization and get up to speed?
Most businesses overemphasize the beginning of the employee journey, investing significantly in the hiring process while presuming that after a day or two on the job everything else will magically sort itself out. It's not that hiring isn't an integral part of bringing a new employee into the fold-it's just that the effort can't stop there if the organization hopes to retain an engaged, active employee over the long term.
YOU MUST Own Employee Experience
from the Start
Nearly every large business has an entire department (often called Human Resources) focused on recruiting and hiring employees. The challenge most businesses face is that they start hiring employees without the support of an individual solely dedicated to employee recruiting, onboarding, and retention . . . let alone an entire department focused on these crucial considerations.
Research findings and anecdotal experiences show that the typical enterprise will hire more than a dozen employees before feeling justified in hiring a dedicated human resources professional to oversee employee-related topics. The problem with this all-too-common approach? Who looked out for everyone who was hired before the human resources manager showed up on the job?!
By the time someone is hired to focus solely on the employees, the culture and operation they inherit usually requires major attention and repair-and often a complete makeover. Most companies have picked up bad habits, bad procedures, and even bad employees (in terms of their fit with the long-term mission and purpose of the enterprise).
Is it possible to avoid this scenario by owning the employee experience earlier in the organizational life cycle? Absolutely. But it requires a commitment to employee experience from the outset and ongoing dedication to keep honing the interactions as new employees are added to the mix and the organization grows in size, scale, and scope of responsibility.
From the moment a prospect first learns of a job opening, through the application/hiring process, into training, and then ongoing employment . . . who is waking up every morning with that employee's journey as their primary focus and concern?
If you don't immediately think of someone, don't feel bad. You're not alone. Most organizations around the world either have multiple people looking at their own siloed aspect of the journey (recruiters, interviewers, trainers, managers, HR personnel, etc.) or they have no specific person who is directly responsible for these crucial milestones along the employee life cycle. Rarely, if ever, is one person paying attention to every step in the employee journey.
The Cost of Finding, Training,
and Then Losing an Employee
Anyone who has ever run a business, managed employees, or read a book on HR is familiar with the staggering costs of the "people" portion of an organization.
Recruiting Costs
The Society for Human Resource Management (SHRM) is one of the world's foremost experts on all things related to work, workers, and workplaces. With over 300,000 members in 165 countries, SHRM member companies' constituents represent more than 115 million workers globally. SHRM's most recent benchmarking research looked at data collected from 2,400 member organizations around the world and found that the average cost per hire was nearly $4,700. The challenge with this number is that most organizations fail to accurately include the soft costs of recruiting a new employee, such as time spent by managers supporting the hiring process. When these are factored in, a better estimate of th...
