Employee Retention: An innovative approach

Friday, 15th February, 2013 

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               Employee Retention: An innovative approach



If you’ve ever been blindsided by a valuable employee’s resignation and conducted an exit interview, you may have asked the right questions six months too late.

Like autopsies, exit interviews detail why employees leave your organization. In contrast, stay interviews – rarely done – provide a valuable tool for retaining valued employees.

Stay interviews
uncover what really matters for each key employee—is it a raise, dental as well as health benefits, decision-making autonomy, knowing their supervisor cares, challenging work or something you might not realize? You may learn your employees are looking for opportunities to grow faster or beyond what they see as achievable within your company when you have viable ideas for letting them gain additional skill and authority while remaining with your company. Stay interview responses give managers the ability to address factors that significantly increase employee discretionary effort and retention – before the employees hit the exit ramp.

Interested? You can start today, by calling in a consultant or handling the interviews yourself. If you conduct the interviews yourself, begin the interview by saying, "I want to talk with you today about the key reasons you stay with us, because we want our organization to have a great and satisfying work environment.”

During the interview really listen and don’t attempt to either guide the conversation toward what you want to hear or defend the status quo.

Ready to try? You can’t lose.

Let us know how it goes. Or your thoughts. Or your questions.

© Lynne Curry, 2012, www.thegrowthcompany.com



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Monday, 18th February, 2013 6:40 PM

We tried this last Friday, found out some things we didn't expect. And it felt good for everyone.

exit interviews

Wednesday, 20th February, 2013 11:27 AM

When I was laid off from a very unhealthy job situation due to budget cuts and being in mid management that was being reduced, I was given an exit interview on paper. I very carefully answered all the questions non emotionally and gave credit where it was due and revealed what needed to be revealed. It was time. Things were bad and I had a boss that was extremely ineffective in her job and made many things worse. She blamed others and things were a mess. I was then interviewed in person by the ED/CEO but now 14 months later it is hard to know what good it did. My one good friend still there complains of the same issues except now things are even worse. Sometimes management doesn't really want to know why things are bad. I am happy where I am now and appreciating the fact that I have a healthy boss.


Wednesday, 20th February, 2013 11:35 AM

I wrote the above comment but it isn't really relevent to the point of the article. I think the idea of an interview to staff to help people stay is a great one. I also think managers and supervisors should always try to talk to, smile at, eat with the employees that are below them in rank. These are the best bosses. That in itself helps to retain staff. I have been working for 30 years and I know. I have been on both sides and my staff stayed because I treated them like people I was interested in because I was but they also responded to me with respect and I got good productivity because they wanted to work hard due to the mission and the relationship we had.

your two comments

Sunday, 24th February, 2013 3:47 PM

I think both your comments are great. I empathesize with everyone who does their level best to give their former organization the gift of an honest exit interview and then learns it didn't make the needed changes. And -- truth -- I prefer stay interviews -- because they change life for everyone when it really matters -- you the information giver are still there. And most managers welcome learning how they can make employees more satisfied. And I'm very grateful to all who give their employers honest exit interview information. Lynne

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