How to conduct stay interviews to prevent employee turnover

Don't wait for exit interviews—conduct stay interviews regularly (quarterly or semi-annually) with all employees, especially high performers and flight risks. Frame these as separate from performance reviews, focused entirely on retention and satisfaction. Schedule them in advance so employees can prepare thoughtful responses.

Use questions that uncover genuine drivers: "What keeps you here?", "What would make you consider leaving?", "What makes a great day at work?", "What are you learning?", "Do you see a career path here?". Avoid yes/no questions. Listen more than you talk. Take notes and give the employee your full attention.

Analyze responses across the organization to spot patterns: are multiple people mentioning lack of growth, poor tools, or unclear direction? Look for early warning signs like decreased engagement, vague answers, or reluctance to discuss the future. Pay special attention when high performers express concerns.

Don't just listen—act on what you learn. If someone wants more responsibility, create a development plan. If they're frustrated with tools, address it. If patterns emerge, make systemic changes. Most importantly, tell employees what you're doing in response to their feedback. Inaction after a stay interview is worse than not asking.

Document stay interview themes in a centralized system. Track which issues are trending up or down. Monitor whether action plans are working. Look at retention rates for employees with different levels of satisfaction. Use this data to predict turnover and measure the effectiveness of retention initiatives.

Equip managers with the skills to conduct stay interviews effectively: active listening, asking follow-up questions, handling difficult feedback, avoiding defensiveness, and making commitments. Role-play scenarios where employees express dissatisfaction. Emphasize that the goal is retention, not justification of current conditions.