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Increasingly, Chris, I wonder how many of our readers will understand the concept of a Rolodex.

Several years ago, I read about a tech company that approached recruiting and retention with the mantra "We want to hire you THREE times!" It was a recognition that they wanted to instill an employer brand loyalty so that employees would keep coming back to them. It permeated how they engaged with employees at every stage in the lifecycle - in the process, addressing many of the loyalty principles you cite. The key takeaway for me was that an organization has to align and integrate its strategy throughout its practices (and I can hear your Claude Rains as Captain Renault impression warming up).

In marketing language, you need to consciously create and sustain your brand.

In talent management language, it is not your employee value PROPOSITION that matters, it is your employee value EXPERIENCE that matters and that drives brand loyalty.

Funny, as this idea coalesced, I did pause and reflect on the use of the term Rolodex. Ultimately, I just couldn't make myself use some modern day equivalent like, contactless Near Field Communication (NFC) listing - or at least not to the say effect.

Yes, we've talked about the need to "re-recruit" our employees, but without making much progress, so far.

Perhaps we'd have more success if we just invoked the more familiar phrase, ". . . round-up the usual suspects"?

A friend who ran a very large BBB unit once did a groundbreaking study for a Japanese automaker that overwhelmingly proved that their product complaint department was a potentially significant money-maker.

Fast customer feedback generated retention. The shorter the time duration between initial complaint and response, the more loyalty the customers reported. Speed of attentive feedback was critical while the nature of the problem disposition was essentially IRRELEVANT. People whose complaints were settled to their advantage after long waits were actually less loyal to the vendor than those customers whose complaints were immediately rejected. With courtesy, of course.

The firm proceeded to intensify the quality of their CSRs and to accelerate their complaint response times. Repeat buyers increased. It was a VERY profitable decision.

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