Stay Interviews (Retention interviews)

What it is

A stay interview is conducted before an employee submits their resignation, aiming to identify turnover risks earlier. A manager or HR discusses with the employee what aspects of their work maintain their interest, what causes frustration, and what conditions might prompt them to seek other employment. This practice is beneficial where there is trust in the conversation and a willingness to address recurring reasons, rather than merely collecting complaints.

When it helps

High-performing employees show less initiative or express fatigue with their current role.
The risk of attrition is increasing within the team, but the reasons are currently only evident through rumors and isolated signals.
Managers only learn about issues during exit interviews, when it's too late to intervene.
Employees do not see clear reasons to remain with the company or team.
HR needs to understand what conditions retain people in different teams without conducting a mass survey.

How to start

1 Select a group of employees where the risk of departure is particularly sensitive for the team or business.
2 Appoint an owner for these conversations: typically, this is the direct manager with HR support.
3 Prepare a concise set of questions about what retains, what hinders, and what changes are important to the employee.
4 Conduct a one-on-one conversation and distinguish personal commitments from topics that need to be addressed at the team level.
5 Document recurring risk factors and select several actionable steps that can realistically be implemented.

Expected effect

This practice helps managers identify potential reasons for departure earlier, without waiting for exit interviews. The team receives more accurate signals about workload, development, recognition, or working conditions, which can be addressed before the employee begins actively seeking a new job.

Common pitfalls

Conducting the conversation as a formal questionnaire, leaving no room for genuine employee responses.
Gathering expectations but failing to follow up with information on what will be done and what is currently not feasible.
Promising rapid changes in compensation, role, or workload without alignment with decision-makers.
Using responses against the employee: this leads people to conceal the true reasons for their dissatisfaction.
Only engaging with employees who are already on the verge of leaving, thereby missing early signals from others.

FAQ

Who should conduct stay interviews?

Most often, the direct manager conducts the conversation, as they influence the employee's work daily. HR assists with questions, training, and analyzing recurring themes.

Can one start without a consultant?

Yes. It is sufficient to select a small group, prepare a few open-ended questions, and agree on how to document themes without excessive personal details.

What if an employee raises issues that cannot be resolved quickly?

Acknowledge the limitation directly, explain who owns the solution, and agree on the next step. It is crucial not to promise the impossible and not to leave the conversation without a follow-up.

How can one determine if the practice is effective?

Observe whether recurring risk factors emerge, if owners are taking action on them, and if managers follow up with employees. The mere fact of conducting interviews is not sufficient.