Using Stay Interviews for Engagement by Dr. Beverly Kaye
So around this engagement and retention issue, let me ask you all a question.
When is it that a manager says, "What can I do to keep you?"
When it is, you all said it probably or thought it, it's at the exit interview.
It's the time that most managers, most leaders say, "Ahh, I don't want to lose this person.
What can I do to keep them?" And at the exit interview, it's usually too late.
So, what we're suggesting is instead of an exit interview, you consider a stay interview. And a stay interview merely asks the question, "Hey, you're really important to me. I don't want to lose your talent. I want you to stay on this team, and I need to know what can I do to keep you?"
It's that question that has such great quality to it and will draw out from your employee what's important to them.
Now, why do you think it is that most managers don't ask the question, "What can I do to keep you?"
They don't ask it because they're afraid of what their employee might say, and they're afraid they will not be able to deliver on what that employee wants.
Let's say I ask an employee, and I look deeply into her eyes, and I say, "I really want to keep you on my team. Your talent is important to me. What can I do to keep you?"
What if she says, "Twenty percent more," or "That other job," or "A move to that other department," and I can't deliver it.
Haven't I then opened a Pandora's box?
What we say is ask it anyway and tell the truth if you can't deliver. So, if the request is for more money and right now salaries are frozen, you have to say that.
You have to ask, "What else?"
And I promise you, if you ask three what else questions, you will get four to six things that is within your control.
I know that because that's what our research showed us that what a person wants often is more within the manager's control than one might think.
Now, there are lots of different stay interview questions, lots of different ways of asking it.
You can ask it any way that is comfortable for you. You can say, "What's important to you in your job?" "What's most important?" "What can I do to help?" You can ask, "Hey, what makes you want to jump out of bed in the morning, and what makes you want to press the snooze button?" "What would you most miss if you won the lottery and left your job?" Or maybe even, "Think of a job you had in the past. What about that job did you really love and do you miss now?" Or maybe, "If you had a magic wand and you could change any aspect of your job that will build your engagement and build your commitment, what would it be?"
It's any question that really pulls from the employee some statements about what it is they need and want.
And it's a conversation where you as a manager have to be locked in to what they're saying.
And you have to come from real curiosity. "Tell me more." "What would that look like?"
And then, while the buck does stop with you, it's about you and your employee talking about how that employee might get more of what they want.
And that, my friends, is all there is to a stay interview.
Try it.
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So around this engagement and retention issue, let me ask you all a question.
When is it that a manager says, "What can I do to keep you?"
When it is, you all said it probably or thought it, it's at the exit interview.
It's the time that most managers, most leaders say, "Ahh, I don't want to lose this person.
What can I do to keep them?" And at the exit interview, it's usually too late.
So, what we're suggesting is instead of an exit interview, you consider a stay interview. And a stay interview merely asks the question, "Hey, you're really important to me. I don't want to lose your talent. I want you to stay on this team, and I need to know what can I do to keep you?"
It's that question that has such great quality to it and will draw out from your employee what's important to them.
Now, why do you think it is that most managers don't ask the question, "What can I do to keep you?"
They don't ask it because they're afraid of what their employee might say, and they're afraid they will not be able to deliver on what that employee wants.
Let's say I ask an employee, and I look deeply into her eyes, and I say, "I really want to keep you on my team. Your talent is important to me. What can I do to keep you?"
What if she says, "Twenty percent more," or "That other job," or "A move to that other department," and I can't deliver it.
Haven't I then opened a Pandora's box?
What we say is ask it anyway and tell the truth if you can't deliver. So, if the request is for more money and right now salaries are frozen, you have to say that.
You have to ask, "What else?"
And I promise you, if you ask three what else questions, you will get four to six things that is within your control.
I know that because that's what our research showed us that what a person wants often is more within the manager's control than one might think.
Now, there are lots of different stay interview questions, lots of different ways of asking it.
You can ask it any way that is comfortable for you. You can say, "What's important to you in your job?" "What's most important?" "What can I do to help?" You can ask, "Hey, what makes you want to jump out of bed in the morning, and what makes you want to press the snooze button?" "What would you most miss if you won the lottery and left your job?" Or maybe even, "Think of a job you had in the past. What about that job did you really love and do you miss now?" Or maybe, "If you had a magic wand and you could change any aspect of your job that will build your engagement and build your commitment, what would it be?"
It's any question that really pulls from the employee some statements about what it is they need and want.
And it's a conversation where you as a manager have to be locked in to what they're saying.
And you have to come from real curiosity. "Tell me more." "What would that look like?"
And then, while the buck does stop with you, it's about you and your employee talking about how that employee might get more of what they want.
And that, my friends, is all there is to a stay interview.
Try it.
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