Whether you’re new to a company or a long-time employee, you should always feel comfortable voicing your concerns and having open and honest conversations with your direct manager. Employers who don’t cultivate a culture of trust are likely to experience high employee turnover because employees can’t remove core issues without seriously harming their work experience.
To research from the UKG’s Workforce Institute supports this notion, noting that 74% of employees who felt listened to by their employer were more engaged at work and effective in their role. Therefore, not only does listening to workers improve their overall experience, but it will also have a positive effect on business performance.
So how can employers ensure that they are giving their staff ample opportunity to speak up? The concept of “stay maintenance” is one-sided.
A stay interview is an open and honest conversation in which an employee provides insight into their day-to-day experiences and gives them the opportunity to voice concerns and suggest ideas that could improve their overall experience. This is valuable information for managers because it lets them know what steps they can take to retain staff and make them feel more comfortable.
It’s also important for employers to act on the feedback they receive during a stay interview – there’s no point in encouraging workers to speak up if their concerns are never addressed.
Ultimately, this should be a mutually beneficial process, with employees seeing positive changes in the workplace and companies rewarded with a more productive workforce.
The statistical case of residence interviews
The statistical thesis in favor of residence interviews is difficult to dispute, as underlined by a recent report from the UKG’s Workforce Institute on the Big Quit, where 76% of respondents said their manager fostered an environment in which they could vent their feelings or frustrations, compared to only 47% in workplaces without them.
Additionally, the report found that almost 2 in 5 people leaving their jobs who had not had a stay interview said it would have had an impact on retention. The tangible impact of stay interviews in reducing employee turnover is very clear, employees will not hesitate to head out the door if they feel their concerns are being overlooked.
The data collected in the report all points to live interviews being an essential tool for creating a healthy and collaborative workplace, where all staff members feel settled and safe. A culture of trust, belonging and open communication will undoubtedly inspire loyalty throughout the organization, so it’s hard to understand why more people managers aren’t turning to on-going interviews as a method of retaining staff. personal.
Carry out an effective residence interview
The best stay interviews are one-on-one interactions between an employee and their manager, as this creates a safe and confidential environment to speak up without fear of judgment.
It is important to empower staff members to speak up. If they give their honest thoughts and opinions about life in the company, it becomes valuable feedback that can be acted upon to boost the morale of all staff. Sometimes criticism can be hard to take, especially if it involves the manager conducting the interview, but it’s important to remember that the whole process is for the good of the company and all of its employees.
Staff managers should emphasize throughout the interview that the employee’s feedback is greatly appreciated, reassuring the staff member that they are looking for sincere answers.
They should also provide insight into what the company intends to do with the comments shared by the interviewee. It is essential that employees feel that their feedback will lead to change and ideally that they can see this in practice as soon as possible, otherwise they will be reluctant to voice their concerns again.
When developing a list of talking points, managers should focus on the interviewee’s perception of the company, how they think the company works on a day-to-day basis, and what motivates them. (or demotivates it). Managers should not be afraid to be explicit in their questions and address issues, such as why a worker might choose to leave the company, directly.
Other helpful tips include keeping the interview between 25 and 45 minutes, giving employees advance notice and tips on how to prepare, and offering anonymous answers to questions. survey for all employees who are not comfortable answering questions face-to-face.
Overall, the key is to make sure employees feel comfortable enough to voice their opinions. Companies should not fear real answers; rather, it is a sign of trust and a way to build healthy relationships with employees in the future.
Don’t get sucked into a performance review
It is essential to realize that the structure, tone and line of questioning of a residency interview differs from a standard performance appraisal. Mentioning performance will piss employees off, and they may even think that their answers might influence their progress within the company.
If employees share doubts about their own performance, managers should engage, but instead of being critical, they should allow the interviewee to reflect and assess where they can improve.
In response, managers should provide solutions that will reassure the employee, for example by arranging additional training or coaching on areas that may need development. This approach will engage staff members and motivate them to improve on their weaknesses, as they will be encouraged by a supportive employer who is willing to invest time and resources in their growth.
Managers should keep in mind that trust is not built overnight, it should develop slowly over time. Therefore, if employees seem hesitant or hesitant initially, it is important to persevere with stay interviews, as this rapport will grow stronger with each encounter made.
The merits of stay interviews are clear and for the limited time and resources they require, scheduling regular check-ins should be a top priority. Above all, they can transform the culture of a company, promoting open communication between all staff members. And that value extends to business decision makers, who can effect positive change by listening to employee feedback.