Retaining and keeping dedicated staff is paramount in senior care. A key strategy for this is implementing the “stay interview,” a proactive approach to understanding employee experiences, concerns and motivations. 

Rather than waiting for valued employees to exit and then seeking feedback as to what went wrong, the stay interview focuses on the present, ensuring that employees feel heard and valued and that concerns are addressed in real time.

The benefits of stay interviews include gathering new insights and building trust. By directly asking, managers can obtain genuine feedback on what motivates employees to stay or consider leaving. These discussions also foster trust and a deeper connection between managers and their teams that can grow over time.

Implementing the stay interview process

To best implement your new stay interview tool to lead your team more effectively, consider these steps and questions:

1. Kick-off: Initiate the process with brief, informal 5-minute chats to get comfortable with the process and build rapport.

2. Plan: Develop a more comprehensive 90-day plan to implement stay interviews systematically.

3. Who is responsible: Decide if managers, HR professionals, or a mix of both will conduct the interviews.

4. Selection process: Determine which employees to start with. Consider beginning with those in pivotal roles or longer-tenured staff.

5. Frequency: Decide on the regularity of these interviews. Will they be monthly, quarterly, or based on other factors?

6. Feedback action: Strategize how to utilize the feedback. Aim for immediate acknowledgment and timely action on concerns.

Beginning the stay interview

Begin each conversation by expressing genuine interest in learning why your employee continues to work with your organization. This approach helps create a supportive environment where they can share their unique perspective. When getting started, it’s important to reassure them that this is simply an informal check-in to understand their current experience in their role and see how you can better support them. That’s the purpose and the goal, to better support them.

Questions to ask

Engaging employees meaningfully is key. Here are some suggested conversation initiators and questions to ask during your stay interview to gain insights into their perspective:

1. What do you look forward to when you come to work?

2. Describe a recent great day at work.

3. Tell me about a challenging day you had.

4. If you could change an aspect of your job, what would it be?

5. Do you feel adequately recognized for your work?

6. How do you prefer to be recognized?

7. How can we ensure you’re treated with trust and respect?

8. Would you like more frequent company updates?

9. Are there any new skills or topics you’d like to explore this year?

10. How can I better support you in your role?

11. Are there skills or talents you feel aren’t being utilized?

12. What motivates you to continue working here?

Remember, this is not a “defend yourself interview” so do not waste time trying to justify the actions behind your employees’ frustrations or concerns. Just listen and answer any specific questions they have for you.

Closing the stay interview

After the discussion, summarize the key reasons they’ve provided for their continued engagement or potential reservations in their position. This allows for clarity and shows the employee that you’ve truly listened. If concerns are raised, collaborate on a “stay plan”, detailing steps to address and remedy any issues. Conclude by reaffirming your commitment to improving their work experience and overall environment.

Scheduling the stay interviews

Start early: Begin with genuine check-ins at week one, week two and week three, then begin stay interviews at 30, 60 and 90 days of employment. This captures fresh perspectives and any initial concerns they may have upon entering the organization.

Avoid annual review time: Mixing stay interviews with performance reviews can dilute the purpose and make employees hesitant to speak freely. We recommend conducting a stay interview with each employee at the half-year mark, such as six months into the job, then again at 18 months, if your annual reviews are done after one year, for example.  

Create a rotation: Schedule time on your calendar for stay interviews monthly to ensure ongoing conversations are had with all team members throughout the year.

Additional considerations:

Confidentiality: It’s essential to assure employees that their responses will remain confidential or at least anonymous. This creates an environment where they feel safe to share candid feedback without fear of repercussions.

Avoiding bias: It’s essential to approach each interview with an open mind. Managers should be trained to avoid confirmation bias or any preconceived notions about the employee or their feedback.

Analysis and trends: Over time, managers should analyze feedback from multiple stay interviews to identify patterns or recurring themes. This provides insight into broader organizational issues that might need addressing on a larger scale, beyond that particular manager’s role or department.

Feedback loop: Managers should communicate back to employees about any changes made based on feedback from the stay interviews. This reinforces the value of the interviews and acknowledges the employee’s contribution to positive change.

By considering these additional dos and don’ts, managers can further refine the stay interview process, making it more impactful and beneficial for both the organization and its employees.

To improve retention and create a thriving work environment in senior care, the stay interview is a simple, yet powerful tool for managers. And remember, genuine engagement and prompt action are the keys to making the most of this process.

Workforce thought leader Cara Silletto, MBA, CSP, is president and chief retention officer at HR consulting firm Magnet Culture. She works with organizations of all sizes to reduce unnecessary employee turnover by bridging generational gaps and making managers more effective in their roles. She is the author of the book, Staying Power: Why Your Employees Leave & How to Keep Them Longer.

The opinions expressed in McKnight’s Long-Term Care News guest submissions are the author’s and are not necessarily those of McKnight’s Long-Term Care News or its editors.

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