Dear Professionals
Request your inputs and suggestions in coming out with a Stay interview, process mechanism and metrics to measure the same, that I can use in my organisation immeidately.
your inputs will be valuable. If you can send it to me:
Regards
Joseph Gonsalo
BOSCH
Request your inputs and suggestions in coming out with a Stay interview, process mechanism and metrics to measure the same, that I can use in my organisation immeidately.
your inputs will be valuable. If you can send it to me:
Regards
Joseph Gonsalo
BOSCH
It’s a new trend to conduct Stay interview in order to avoid an Exit Interview in a business organization. When job-hopping has become a common practice and when employee retention has become a critical issue, every company wants to know about those factors that can keep an employee engaged and committed, and stay interviews help the organisations in gathering these hard facts.
Stay Interview
What do you like about your work?
What would keep you here?
What makes for a great day at work?
Is there anything you would like to change about your job?
Do you feel supported in your career goals?
Do you feel we recognise you?
What kind of recognition do you like?
Stay interviews are becoming a trend and they are used to reinforce good HR practices within the company. The concept is based on the ‘Hawthorne Effect’, which states that people who are given attention are a motivated lot. The employee needs to be heard since they feel good about being heard.
Employers have tough time in order to retain their employees. Traditionally, organisations used to hold exit interviews with employees who were resigning in order to get their perspective on the organisation and the work culture, it was of not much help to both the employee and the employer.
Listening to the Employees
Exit Interview is aimed at asking employees at the time of quitting why they are leaving. By that time it’s late. Stay interviews have been used all along but under different nomenclature - in the form of appraisals and consulting sessions. It is an employee sensing exercise, to detect early warning signals, to know about compensatory expectations so that the company can make a proactive correction at the right time before the employee announces that he/she is leaving.
Exit interviews find out why employees leave, while stay interviews focus on what makes employees stay with the company, and thereby an opportunity for the company to do more of those things employees like most.
The objective and purpose of conducting stay interview is primarily to listen to the employees’ views, aspirations and comfort levels, to identify the areas of improvement and read the pulse that is to map the expectations of employees. It is a “pull” strategy rather than “push”.
Conducting Stay Interview
A stay interview should aim at sensitivity listening, collecting feedback from employees, identifying the strengths as well as areas of improvements, developing trust and confidence with the employees and ensuring freedom of expression and problem sharing.
The concept of stay interviews is in-fact has an empowering approach. Stay interviews focus on what is going right, rather than what went wrong. Stay Interviews can help in attracting and retaining the right talent.
The need of Stay Interview is felt when the corrective action taken after exit interview is not able to contribute much on identifying the real cause of attrition. In some of the cases when the decision was deferred by addressing the significant few reasons of quitting the job, the insignificant many tends to pile up to backfire. There is a need for constant engagement with employees. Stay interviews help making employees feel appreciated and motivated.
Contrary to exit interviews, stay interviews are conducted to understand the reasons why the employees wish to continue working for the organisation.
Stay interviews should be conducted once in six months. However, this depends on the size of the organization.
Stay interviews are more proactive, focus on the positive emotions of people who are enjoying their stay in the company and are able to point to things that the company is doing and should do more of because they are very happy about those things.
The huge challenge of retaining talent can be solved to a large extent by adopting the concept of stay interviews and understanding the psyche and needs of the employees.
Thanks & Regards,
Bharathi Sarkar
From United States
28Stay Interview
What do you like about your work?
What would keep you here?
What makes for a great day at work?
Is there anything you would like to change about your job?
Do you feel supported in your career goals?
Do you feel we recognise you?
What kind of recognition do you like?
Stay interviews are becoming a trend and they are used to reinforce good HR practices within the company. The concept is based on the ‘Hawthorne Effect’, which states that people who are given attention are a motivated lot. The employee needs to be heard since they feel good about being heard.
Employers have tough time in order to retain their employees. Traditionally, organisations used to hold exit interviews with employees who were resigning in order to get their perspective on the organisation and the work culture, it was of not much help to both the employee and the employer.
Listening to the Employees
Exit Interview is aimed at asking employees at the time of quitting why they are leaving. By that time it’s late. Stay interviews have been used all along but under different nomenclature - in the form of appraisals and consulting sessions. It is an employee sensing exercise, to detect early warning signals, to know about compensatory expectations so that the company can make a proactive correction at the right time before the employee announces that he/she is leaving.
Exit interviews find out why employees leave, while stay interviews focus on what makes employees stay with the company, and thereby an opportunity for the company to do more of those things employees like most.
The objective and purpose of conducting stay interview is primarily to listen to the employees’ views, aspirations and comfort levels, to identify the areas of improvement and read the pulse that is to map the expectations of employees. It is a “pull” strategy rather than “push”.
Conducting Stay Interview
A stay interview should aim at sensitivity listening, collecting feedback from employees, identifying the strengths as well as areas of improvements, developing trust and confidence with the employees and ensuring freedom of expression and problem sharing.
The concept of stay interviews is in-fact has an empowering approach. Stay interviews focus on what is going right, rather than what went wrong. Stay Interviews can help in attracting and retaining the right talent.
The need of Stay Interview is felt when the corrective action taken after exit interview is not able to contribute much on identifying the real cause of attrition. In some of the cases when the decision was deferred by addressing the significant few reasons of quitting the job, the insignificant many tends to pile up to backfire. There is a need for constant engagement with employees. Stay interviews help making employees feel appreciated and motivated.
Contrary to exit interviews, stay interviews are conducted to understand the reasons why the employees wish to continue working for the organisation.
Stay interviews should be conducted once in six months. However, this depends on the size of the organization.
Stay interviews are more proactive, focus on the positive emotions of people who are enjoying their stay in the company and are able to point to things that the company is doing and should do more of because they are very happy about those things.
The huge challenge of retaining talent can be solved to a large extent by adopting the concept of stay interviews and understanding the psyche and needs of the employees.
Thanks & Regards,
Bharathi Sarkar
From United States
Conducting a “Stay Interview”
Want to know if your employees are going to stick around—or when they’re able to handle a promotion? Then ask—whether it’s during a job interview, performance review, a professional development review, or even a staff meeting. You’re no doubt familiar with “exit interviews” conducted when people are leaving positions. We call this version a “stay interview”—which you conduct before people even consider leaving, to help you learn what you can do to avoid having to conduct an exit interview.
This form can help. Print it out, and then add your notes after you’ve asked the questions!
What interests you the most? (This question encourages employees to think about their core interests. You can then talk together about how well their current role lets them express their core interests.) Giving employees a framework to use may help—see the eight core interests reviewed in the Managing Your Career topic.
What motivates you? (This question gets at work reward values. For an increasing number of employees, factors other than a big paycheck are important—especially in economic boom times, when a healthy pay stub is readily available. Note: Don’t assume that your employees value the same work rewards that you do.) Again, it may help to give employees a framework to use—see the sections on assessing values in the Managing Your Career topic.
Example: If you learn that an employee puts family life first, offering flex-time may earn his loyalty. Another employee may crave a sabbatical to do volunteer work in her community.
What do you do best? (This question helps employees assess their skills. You can then talk together about how well their current roles match their skills or provide opportunities for them to “stretch.” Then you can define any necessary skill-development efforts.)
What are your short-term goals? (During an interview, see how these objectives fit with a current job opening. Over time, keep an eye on how they change—so you can help the employee keep improving. By monitoring changes in goals, you can sense what kind of employee you’ve got: driven, steadfast, creative, and so forth)
What are your long-term goals? (If the answer requires skills your employees don't have, suggest appropriate training or “stretch” opportunities.)
How do your short-term goals fit your long-term goals? (The first time you ask this one, the employee may not have an answer. But the question prompts people to start thinking about how to get from point A to point B—which is good for their careers and useful in their current responsibilities.)
What do you need from me? How can I—or the company—help? (Asking this question is a powerful move. It shows employees that you’re interested in their future and their personal development, and it gives you the information you need to manage them well.)
From United States
Want to know if your employees are going to stick around—or when they’re able to handle a promotion? Then ask—whether it’s during a job interview, performance review, a professional development review, or even a staff meeting. You’re no doubt familiar with “exit interviews” conducted when people are leaving positions. We call this version a “stay interview”—which you conduct before people even consider leaving, to help you learn what you can do to avoid having to conduct an exit interview.
This form can help. Print it out, and then add your notes after you’ve asked the questions!
What interests you the most? (This question encourages employees to think about their core interests. You can then talk together about how well their current role lets them express their core interests.) Giving employees a framework to use may help—see the eight core interests reviewed in the Managing Your Career topic.
What motivates you? (This question gets at work reward values. For an increasing number of employees, factors other than a big paycheck are important—especially in economic boom times, when a healthy pay stub is readily available. Note: Don’t assume that your employees value the same work rewards that you do.) Again, it may help to give employees a framework to use—see the sections on assessing values in the Managing Your Career topic.
Example: If you learn that an employee puts family life first, offering flex-time may earn his loyalty. Another employee may crave a sabbatical to do volunteer work in her community.
What do you do best? (This question helps employees assess their skills. You can then talk together about how well their current roles match their skills or provide opportunities for them to “stretch.” Then you can define any necessary skill-development efforts.)
What are your short-term goals? (During an interview, see how these objectives fit with a current job opening. Over time, keep an eye on how they change—so you can help the employee keep improving. By monitoring changes in goals, you can sense what kind of employee you’ve got: driven, steadfast, creative, and so forth)
What are your long-term goals? (If the answer requires skills your employees don't have, suggest appropriate training or “stretch” opportunities.)
How do your short-term goals fit your long-term goals? (The first time you ask this one, the employee may not have an answer. But the question prompts people to start thinking about how to get from point A to point B—which is good for their careers and useful in their current responsibilities.)
What do you need from me? How can I—or the company—help? (Asking this question is a powerful move. It shows employees that you’re interested in their future and their personal development, and it gives you the information you need to manage them well.)
From United States
Regardless of when you start this dialogue, remember to set the context by telling your employees how critical they are to you and your team and how important it is to you that they stay. Then find out what will keep them. Listen carefully to their responses. Most of this chapter focuses on the questions “What keeps you?” and “What might entice you away?” But there are other questions you might ask to try to engage and keep your employees in a Stay Interview --Here’s some ideas:
é What about your job makes you jump out of bed in the morning?
é What makes you hit the snooze button?
é If you were to win the lottery and resign, what would you miss the most?
é What would be the one thing that, if it changed in your current role, would make you consider moving on?
é If you had a magic wand, what would be the one thing you would change about this department?
é If you had to go back to a position in your past and stay for an extended period of time, which one would it be and why?
There are other times when you can also “weave” the stay interview concepts into existing processes. Here’s a few more ideas:
At Orientation
é Find out from new employees what motivates them and what will make them stay on the job.
é Begin getting to know them as individuals.
é As questions about what is important to them and why they accepted the position.
é Ask them to tell you the work they feel they are best at, what they most enjoy doing, what they value, what they need to learn to work at their best, and the results they feel they can be expected to deliver.
é Show respect for their previous experiences and encourage them to provide insight and suggestions from their fresh perspective.
During Performance Appraisals
é What makes for a great day?
é What can we do to make your job more satisfying?
é What can we do to support your career goals?
é Do you get enough recognition?
é What can we do to keep you here?
Let these ideas serve as catalysts for your own thinking. Create a list of your favorite questions. Ask them of your talented people in a Stay interview. And ask them again, listen carefully, and customize your retention efforts. And if you need “tips for the asking” …
3 Tips for the “Asking”
Conversation Starter
“You’re a valued member of our team and company. I want to be sure that we’re doing everything we can to help you be satisfied and productive…so let’s spend a few minutes talking about that.”
Ask
· What keeps you—what contributes the most to your job satisfaction?
· What might entice you away?
Deepen Your Understanding
· What talents or skills do you have to contribute, that I’m not aware of or haven’t recognized?
· Are you recognized for your accomplishments?
· Do you feel challenged in your work?
· Are you getting enough feedback?
· What aspects of your job do you like best..least?
· How can we help you develop on-the-job?
· What are your current job and career goals?
· What can I do to support them?
· What are you struggling with? What would make your life easier?
· Yours __________________________________________________ __________________
· Yours __________________________________________________ __________________
1. “Double Click” on the blinking word
- Tell me more about…
- How do you see…
- When do you find that you…
- What’s a recent example…
2. Hints
· Use positive body language to show that you’re listening.
· Make comfortable eye contact.
Deepen your understanding
- What else should I know…
3. Confirm priorities
- What’s important to you is…
- What I heard is…
- So if we continue to…
- If we started to…
You’re happy. Your star employees are happy.
At least you think they’re happy. Have you asked them lately?
Never underestimate the power of positive communication in a relationship. The Easy Stay Interview™ will obtain vital information from your employees about what they like and don’t like about their jobs, while most importantly, letting them know that you value their skill and dedication.
From United States
é What about your job makes you jump out of bed in the morning?
é What makes you hit the snooze button?
é If you were to win the lottery and resign, what would you miss the most?
é What would be the one thing that, if it changed in your current role, would make you consider moving on?
é If you had a magic wand, what would be the one thing you would change about this department?
é If you had to go back to a position in your past and stay for an extended period of time, which one would it be and why?
There are other times when you can also “weave” the stay interview concepts into existing processes. Here’s a few more ideas:
At Orientation
é Find out from new employees what motivates them and what will make them stay on the job.
é Begin getting to know them as individuals.
é As questions about what is important to them and why they accepted the position.
é Ask them to tell you the work they feel they are best at, what they most enjoy doing, what they value, what they need to learn to work at their best, and the results they feel they can be expected to deliver.
é Show respect for their previous experiences and encourage them to provide insight and suggestions from their fresh perspective.
During Performance Appraisals
é What makes for a great day?
é What can we do to make your job more satisfying?
é What can we do to support your career goals?
é Do you get enough recognition?
é What can we do to keep you here?
Let these ideas serve as catalysts for your own thinking. Create a list of your favorite questions. Ask them of your talented people in a Stay interview. And ask them again, listen carefully, and customize your retention efforts. And if you need “tips for the asking” …
3 Tips for the “Asking”
Conversation Starter
“You’re a valued member of our team and company. I want to be sure that we’re doing everything we can to help you be satisfied and productive…so let’s spend a few minutes talking about that.”
Ask
· What keeps you—what contributes the most to your job satisfaction?
· What might entice you away?
Deepen Your Understanding
· What talents or skills do you have to contribute, that I’m not aware of or haven’t recognized?
· Are you recognized for your accomplishments?
· Do you feel challenged in your work?
· Are you getting enough feedback?
· What aspects of your job do you like best..least?
· How can we help you develop on-the-job?
· What are your current job and career goals?
· What can I do to support them?
· What are you struggling with? What would make your life easier?
· Yours __________________________________________________ __________________
· Yours __________________________________________________ __________________
1. “Double Click” on the blinking word
- Tell me more about…
- How do you see…
- When do you find that you…
- What’s a recent example…
2. Hints
· Use positive body language to show that you’re listening.
· Make comfortable eye contact.
Deepen your understanding
- What else should I know…
3. Confirm priorities
- What’s important to you is…
- What I heard is…
- So if we continue to…
- If we started to…
You’re happy. Your star employees are happy.
At least you think they’re happy. Have you asked them lately?
Never underestimate the power of positive communication in a relationship. The Easy Stay Interview™ will obtain vital information from your employees about what they like and don’t like about their jobs, while most importantly, letting them know that you value their skill and dedication.
From United States
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Stay Interviews.ppt
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