Residence interviews: what should we talk about?

According to a Quantum Workplace study, one in three employees prefer to have some type of one-on-one conversation with their manager on a weekly basis and 27% prefer a monthly basis. Of those who have a weekly one-on-one, 71% are highly engaged, compared to 59% who have one-on-one maybe three times a year.

Although HR can conduct both retention and exit interviews, Maltese advises making managers a more active participant in retention interviews. “It’s a key opportunity to build trust and a strong relationship,” says Maltese. “When this happens, you can have more honest conversations with your employees. They’re more likely to say, “If I can’t see x, y, and z, that might cause me to leave.” If you have this conversation in real time with honesty and transparency, the manager is in a much better position to help you and figure out how to retain the employee. If HR is having this conversation, employees can hold back.

In addition to retention and exit interviews, another effective measure for learning more about employees is the engagement survey (aka pulse). These short surveys – usually run online – ask participants to share their opinion on a certain topic, giving the employer insight into employee sentiment. One of the benefits of engagement surveys is that as employees respond to them, the company can analyze the data and uncover trends that may lead to quitting.

Quantum Workplace has a tool called Flight Risk, which predicts what percentage of employees are likely to leave and why they are likely to do so. The tool relies on engagement surveys, identifying what people who left the organization responded to differently, as well as what feedback they may have left.

“We are able to build a profile of people who might be more at risk of leaving,” Maltese says. “It’s an invaluable insight. For example, with a manufacturing organization we work with, we noticed that when employees commented on safety issues, that location had a much higher risk of turnover. »

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