NEVER LOSE AN EMPLOYEE AGAIN
NEVER LOSE AN EMPLOYEE AGAIN
What is the employee journey with a company?
There are eight phases, with one change from the client journey in name but not in experience.
The first is the assessment phase, where prospective employees evaluate whether they want to work for us. They're checking our job listings, the "About Us" page on our website, LinkedIn connections, and Glassdoor reviews. They're deciding if they want to work for us, just as we're deciding if we want to hire them.
Next is the accept phase, which differs slightly from the customer phase (where we call it the admit phase). Here, we extend an offer, and ideally, they accept it, transitioning from candidate to employee.
Then comes the affirm phase. Just like customers experience buyer's remorse, new hires experience new hire's remorse—a scientifically proven feeling of doubt after accepting a job offer. What are we doing to reassure them that they made the right choice?
The fourth phase is the activate phase, the first official day on the job. We should remember the words of country music legend Reba McEntire: "Let's give them something to talk about." After their first day, new employees will go home, and their loved ones will ask, "How was the first day?" Knowing this, why aren't we more strategic in shaping the answer we want them to give? This is a huge missed opportunity for most companies.
Next is the acclimate phase, which starts on day two and lasts for weeks or months as the new employee acclimates to our way of doing business. What's their role? What are their responsibilities? How should they interact with colleagues? Too many businesses overwhelm new hires with information and are then surprised when they quit after two weeks. They quit because they're overwhelmed. We need to be more intentional about how we onboard our people.
Then we reach the accomplishment phase, where the employee achieves the goal they had when they accepted the job offer. Here’s a pro tip for all business owners: the goal isn’t just a paycheck. Yes, we need to pay people well and on time, but the people you want on your team are looking for more. They want growth, learning, new responsibilities, flexibility, a vision of the world, and to be part of something bigger. We need to track our employees' goals and celebrate those accomplishments.
Next is the adopt phase, where the employee becomes loyal to us and only us. They’re not considering other offers or answering headhunter calls. However, these are often the employees we take for granted. We need to do better because if they leave, we lose institutional knowledge and potentially clients—huge problems.
Finally, we reach the advocate phase, where our employees become raving fans, singing our praises far and wide.
What strategies can businesses implement to reduce turnover and increase loyalty?
There are a few key phases to focus on. First is the affirm phase, also known as the new hire’s remorse phase. Recent research from Gartner looked at 3,000 people who accepted job offers. On their first day, they were asked how it went, and the research revealed that 50% of those who accepted job offers didn’t show up because they had accepted offers elsewhere. This reflects the current job market, where there are 2.3 job openings for every one available worker in the U.S. This is a significant demographic issue that won't improve anytime soon. We need to understand that the landscape has changed.
The second phase where things often fall apart is the acclimate phase. Many companies try to teach new hires everything about the role in just two days, which is a mistake. More than 50% of companies spend less than two days on onboarding. If you're one of the few companies that offers a week or a month of onboarding, consider yourself best in class. Only 5% of companies globally spend more than a month onboarding. Here’s a question: if you want an employee to stay for more than a month, shouldn’t you invest more than a month to get them up to speed? This seems logical.
Finally, the adopt phase is another area where things can break down. Think of the two or three employees who are most important to your business, the ones your business couldn’t function without. When was the last time you acknowledged them in a meaningful, tangible way? A handwritten note, a video message, or a thoughtful gift with a card can go a long way. Quick, insincere acknowledgments don’t have the same impact. We can do better.
How can business owners foster personal and emotional connections with their team members?
The best way to create joy for the people we interact with is by leaning into personal and emotional connections. There’s a difference between a coworker and a colleague. With a coworker, you might say, "Hey Chaz, how was your weekend?" But with a colleague, you’d say, "Hey Chaz, how was your aunt's birthday party?" The difference is that I knew how Chaz was spending his weekend because I asked on Friday and then remembered to ask about it on Monday. It’s a personal touch that shows you care about what's going on in their life, not just your own.
I try to do this with my team all the time. For example, my Director of Details—what some might call a personal or executive assistant—has a son whose birthday is this week. My family and I are sending presents to her home for his birthday. I’m not sharing this to say, "Look how amazing Joey is," but to show that you are only limited by your creativity when it comes to showing your employees that they matter. The gift isn’t for my Director of Details; it’s for her child. As any parent knows, when someone does something nice for your kids, you appreciate it—and them—more.
Who else is giving gifts to your kids, besides immediate family? Probably no one. So, when a gift arrives from "Mommy's boss," it adds context for the child. It becomes easier for her to navigate work commitments when her child understands that this is someone who cares about them and is part of their circle.
Why should business owners support the personal growth of their employees?
There are many ways to celebrate employees, but most employers default to giving a check. While that can be nice, research shows that simply giving a check doesn’t have a lasting impact. Employees often don’t remember it long-term, and it doesn’t have the same effect as a thoughtful gift or experience. Additionally, many employees use unexpected bonuses or checks to pay down debt. While paying down debt is responsible, it doesn't bring the same excitement as receiving a meaningful experience or recognition.
Instead, employers should focus on giving experiences and acknowledging personal growth and development. This requires time, but it's worth it, as research supports. Every six months, employers should meet with each team member to discuss their goals for the next six months.
For example, I recently met with my Director of Details, and she mentioned that her role has evolved to include project management tasks, but she lacked formal training in this area. She wanted to take a course on project management. This was a gem of an opportunity because she was proactively seeking education that would benefit the business directly.
She found a course but was concerned about the cost. When she mentioned it was $400, I was surprised—in a good way. I immediately agreed to pay for the course and encouraged her to sign up using the company credit card. The course lasts three months, requiring two to three hours a week. I told her to find those hours within her existing workday rather than using personal time. This investment in her development is for the betterment of our business, and I wanted to ensure she could focus on it without sacrificing her personal life.
*This interview has been edited and condensed for clarity.*
