factors that may result in employee quiting the organisation.
it is opposite of exit interview .In exit interview employee is asked the reasons and the feed back is taken and studied the reasons why the employee is quitting .That will help to control the furture attriation and help to improve the existing system.Stay in interview is done when the employee is still working with the company.
Hope i am not going wrong .please clarify
Stay interviews are conducted when an employee is currently working in the organization and helps the HR to ascertain the following factors:
* Is the employee happy with the organization?
* What motivates him?
* Any training required for the employees?
* Any concerns and grieviances of the employees etc.
Share you e mail id will send you the formats..
Stay Interview is a really good concept I just came to know.
Usually, these types of interaction between the employee and HR dept takes place when there are retention programs by HR dept by which star performers are being encouraged to discuss with the HR dept regarding any issues which are probable discomfort zones for them...
I would like to know for what other reasons this Stay Interview is being done...
Worried a key member of your team could leave? Hold a stay interview and hope you’ll never need to do an exit interview.
Stay interviews can help head off an employee’s decision to quit a job. By holding a one-on-one meeting with your employee, you can explore their feelings about their position and uncover what might make them stay. You can use a stay interview with a disgruntled employee – but a stay interview can also help you keep on top of the needs of a seemingly happy employee. In fact, a stay interview may aid in preventing that employee from ever becoming disgruntled.
Take your prize employee to a neutral setting, like a coffee shop or restaurant. Take some time to get to know them better. Then ask questions about how they feel about their job and career path.
Stay interview questions could include:
- What do you like about your work?
- What would keep you here?
- What makes for a great day at work?
- What do you want to learn this year?
- Is there anything you’d like to change about your job?
- How about your team or department?
- Am I using your talents? Fully?
- That would make your job more satisfying and rewarding?
- Do you feel supported in your career goals?
- Do you feel we recognize you? What kind of recognition do you like?
This is a format from- Harvard
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.)
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