Administrative Assistant's Update

JUNE 2016 6 6 "Stay" interviews push aside barriers to dialogue In contrast to the post-mortem nature of the exit interview, the "stay" in- terview promotes dialogue between employer and employee, with a goal of retaining and nurturing talent. Ultimate Software, which special- izes in software for human capital management (HR, payroll and talent management), offers "10 Stay Inter- view Questions You Can Use Now," available as a pdf. Ultimate points out that it costs an average of 20 per cent of an employ- ee's salary to replace the employee – and that's just for low- to mid-level employees. High-level and specialized positions cost even more. Further, an increasing number of jobs are being filled by virtual/ remote employees who seldom come into the office, says Ultimate, "and many businesses simply have not adapted to their unique needs in fos- tering engagement and retention." The stay interview seeks to identify weak links in the employer-employee relationship. Unlike the evaluative na- ture of a performance review, it probes for the employee's perception of the work environment. Here are the 10 stay interview questions suggested by Ultimate: 1) What do you like about your job? It's a simple and positive start to the interview, yet it may yield surprising information, such as areas of interest or competence that could add dimen- sions to the existing job. 2) Can you tell me about a good day of work you had recently? The particulars that emerge from the description of such a day could form the baseline for an effort to make every day more like that day. If the employee cannot recall such a day, this will indicate a lack of en- gagement that needs to be addressed. 3) Do you feel you're being used to your full potential in this job? Although this ques- tion invites a yes/no response, the follow-up questions can suggest ways to utilize more of the employee's potential. A yes answer indicates an engaged employee who is likely to stay. 4) Is there something new in particular you want to learn this year? This question serves two purposes: (1) can provide a simple, direct route for a retention push, and (2) puts the employee in a frame of mind to imag - ine continued employment. 5) Do you feel you are appropriately recognized for your contribution? At this point, says Ultimate, there is a transition from "stay factors" to "pain points" or "frustration factors," which could explain an employee's desire to leave. This question may be especially relevant for virtual employees, who may feel less recognized than in-office counterparts. 6) Do you have the right resources to perform successfully? This transfers the burden of initia - tive from the employee, who may be reluctant to suggest perceived deficiences, to the employer. This is another question that may especially relate to the work experience of vir- tual employees. 7) Do you feel like you're in the know when it comes to company information or departmental changes? Again, virtual employees may be dis- proportionately affected. Causes of dis- connects can be studied and remedied through improved, inclusive team or organization-wide communications. 8) Can you describe a recent frustrating experience or day on the job? Moving past generalities to a specific instance offers detailed examples of what might be avoided in the future. 9) Do you feel as though you are treated with trust and respect in your position? Again, the initiative for opening up on potential issues is borne by the employer. In taking that initiative, the employer is creating an atmosphere of mutual respect. 10) If you had the power, how would you change your day-to- day job to be more enjoyable? This question once again addresses the pain points but brings the conver - sation around to constructive ways to address them. You can tailor your questions to specific situations and individuals. Encourage interviewees to be candid. Credit:alphaspirit/Shutterstock

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