Seven Reasons to Implement Stay Interviews in Your Organization

"A stay interview is a structured discussion a leader conducts with an individual employee to learn specific actions the leader can take to strengthen the employee's engagement and retention with the organization," wrote Richard Finnegan in The Power of Stay Interviews for Engagement and Retention, Second Edition (SHRM, 2018). The organization derives value from a stay interview by hearing directly from the employee in a one-on-one discussion—not related to performance—about issues, concerns and opportunities for leadership improvement.

Stay interviews give leaders the opportunity to engage and communicate with their workers, and they are an effective way for employees to hear directly from their supervisor that they care and want them to stay and grow with the company, according to Finnegan. Through these discussions, supervisors take responsibility for their employees' retention and engagement. Employees, in turn, are more likely to work hard to stay with the organization, and trust grows between the worker and manager.

I have used stay interviews effectively in my work. Here are some thoughts on implementing them: 

1. Start at the top. The leader at the top of the organization should set the tone and conduct stay interviews with their direct reports. The process should cascade down throughout the rest of the organization to front-line supervisors and employees.  Employees at every level should take part in a stay interview to ensure an effective and successful process. 
2. Talk in person. Stay interviews should not be conducted over the phone or via a video conferencing system, if possible. Remote workers should have the opportunity to sit one-on-one with their supervisor and have a discussion.  
3. Set expectations. Ensure the employee understands the reason for the stay interview and how these interviews will focus on areas that the manager can influence. Not all of us can change company policy, mission statements and strategic goals.  However, if a trend in these interviews is consistent, then managers can communicate that to leadership. 
4. Schedule sufficient time. "Most stay interviews take 20 minutes or less to conduct, but some will carry on longer. Leaders should consider telling employees to allow 20 minutes for their meeting, but even then, leaders should allow 30 minutes on their calendars," Finnegan wrote. Treat the employee as you want to be treated during the stay interview. 
5. Leave performance out of it. There is a time and place to discuss performance expectations.  Stay interviews should remain focused on engagement, retention feedback, communication and concerns. Scripted, open-ended questions are necessary to keep the dialogue going. 
6. Don't offer questions in advance. This can limit the conversation to a list of memorized demands and responses. Taking notes, listening and probing for additional information while the employee gives impromptu answers will add tremendous value to the stay interview. 
7. Stick to the script: The pre-drafted script is a great way to open the meeting. This will provide additional information to the employee on what the process will look like and the direction of the interview. The messages will be consistent throughout the organization. An example follows. 

Stay Interview Template

To open the stay interview, a manager may use the following (or similar) statements:

• "I would like to talk with you about the reasons you stay with our organization, so I can understand what I might be able to do to make this a great place to work."
• "I'd like to have an informal talk with you to find out how the job is going and how the job will change, so I can do my best to support you as your manager, particularly with issues within my control."
• "I will be taking notes throughout our discussion and might ask you to repeat yourself if I do not capture everything."
• "Do you have any questions before we get started?"

Next, review the job description and any changing expectations. Discuss the reporting structure and communication expectations within your team. Ask for the employee's questions or concerns.

Keep the conversation going by asking these questions during the stay interview. You should have several open-ended questions on hand. Be sure to note the employees' responses to the following:

• Tell me specifically, what factors cause you to enjoy your current job and work situation (including people, the work, rewards, job content, co-workers, management etc.), and how they contribute to you staying at our firm as long as you have?
• What gets you excited to come to work here every day?
• What do you look forward to when you come to work each day?
• What do you like most or least about working here?
• What keeps you working here?
• If you could change something about your job, what would that be?
• What would make your job more satisfying?
• How do you like to be recognized?
• What talents are not being used in your current role?
• What would you like to learn here?
• What motivates (or demotivates) you?
• What can I do to best support you?
• What can I do more or less of as your manager?
• What can we be doing differently as a management team? 
•  If you were the manager, what would you do that I, as your current manager, don't do?
• What might tempt you to leave? 

This advice provides a basic road map for you to implement stay interviews in your organization. Add elements that are unique to your culture; adjust according to your needs. Leverage the power of your staff to provide valuable information and feedback to help better manage your team and retain your employees.

Matthew W. Burr, SHRM-SCP, is owner of Burr Consulting LLC in Elmira, N.Y., and McKinney, Texas; a co-owner of Labor Love LLC; an HR consultant; an adjunct professor; and an on-call mediator and fact finder for the New York State Public Employment Relations Board.