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The Stay Interview
Richard Finnegan
- 128 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
The Stay Interview
Richard Finnegan
About This Book
Of all the obstacles and surprises managers know are heading their way each day, the one they least anticipate and prepare for is the resignation of a seemingly happy and extremely valued employee. It's the cement truck they never saw coming their way--but they could have.This invaluable resource introduces managers to a powerful new engagement and retention tool that they absolutely must begin utilizing ASAP: the stay interview. Smart companies and managers who have realized the importance of being proactive with their employees and not taking anything for granted have begun conducting these periodic reviews in order to discover why their important talent might leave and to solve any problems before they actually quit.Written by the retention expert who pioneered the process, The Stay Interview shows managers how to: • Prepare for the stay interview• Anticipate an employee's top issues• Respond to difficult questions• Listen effectively and dig deeper• Craft a detailed and effective stay plan complete with timeline• Assess each employee's level of engagement, predict potential exits, and communicate results to upper managementWhen you have the right people in place, you can't risk losing them. Complete with the five best questions to ask and sample scripts for different situations, The Stay Interview provides the key to saving yourself unnecessary headaches and surprises.
Frequently asked questions
Information
CHAPTER 1
The Stay
Interview
What Are Stay Interviews?
- They are not team meetings or focus groups. They are private, individual meetings with each employee.
- They are not conducted by HR because supervisors are “too busy.” They are conducted by direct supervisors, who must own their talent.
- They are not intended to craft development plans. They aren’t based on the assumption that all employees want to grow. And they don’t prioritize professional growth over schedules, colleagues, input, and other aspects of work. They reveal what is important to the employees and how their desires can be satisfied.
- They are not focused on job performance. They are aimed instead at making employees’ work lives more rewarding and comfortable.
- They are not something faddish to be done occasionally. They are a management priority conducted on a specific schedule with required follow-ups.
- Performance reviews, during which employees wonder if they’re being treated fairly and managers dread giving uncomfortable feedback
- Engagement surveys, from which we get scores for our teams, assume they all think the same way, then guess at the correct solutions
- Exit surveys, from which we learn how we could have kept an employee, based on the assumption that the employee has told the truth
- Management training classes, the so-called soft skills training, where techniques seem easy to apply until we slide back into the reality of our jobs and working with real people
- Rounding, or management-by-walking-about, which is based on the idea that superficial, “How’s it going?” chitchat will inspire the troops
What’s in It for You?
- You are accountable for producing work that is measured in numbers that you must achieve.
- Your main method to achieve these numbers is to get more productive work from your team.
- Your achieving these numbers consistently, year after year, puts you in position to retain your job and get promoted to a higher job.
- Your achieving these numbers consistently also positions you for even better jobs with other companies.
- Your failing to achieve these numbers, though, reduces your chances for better jobs and increases your chances of losing your job.
- And besides, winning at work makes you happy. Gallup has begun a survey of the world that will last one hundred years in order to learn what makes people happy, and the leader after the first six years is “a good job.”4
- Work happiness leads to life happiness, too, whether in the form of better relationships, better vacations, or just knowing your life is stable.
What Traits Do Stay Interviewers Require?
What Stands in My Way?
- “You just don’t know how many meetings I have and the deadlines on my plate.”
- “We have survey data. Isn’t that enough?”
- “I run a really strong team meeting each month and I’ll ask the questions there. That’s the best I can do.”
- “Shouldn’t HR be doing this?”
- “I have too many direct reports to have more meetings.”
- “Let’s tack these questions on the end of the performance review since we already have the employee in the room.”
- “Shouldn’t employees be in charge of motivating themselves?”
- And they’re probably also thinking: “My boss never talks about my turnover rates or engagement scores so why should I care?”