By John Borrowman, CPC
Borrowman Baker, LLC, BV Staffing + Consulting
Gallatin, TN

Every BV practice uses hiring interviews to find people to join them. Some practices use exit interviews to learn why people are leaving and what changes might be necessary in the practice. Almost no one bothers to conduct a “stay” interview. Why not?

Using a stay interview is good for you and for your employees. By finding out why your employees haven’t left for other practices, you will learn your strengths as an employer. You can then build on those strengths and use them as part of your effort to attract new employees. At the same time, the concerns that your employees may voice will give you clues to how you need to improve.

Stay interviews are best done in a one-on-one setting. After asking your own questions, give your employees the chance to ask some. Invite them to talk about career goals, their likes and dislikes of their positions and working within the practice as a whole.  The stay interview is a great way to show your employees how valuable they are to your practice.

And don’t overlook doing a stay interview with those who are higher in the pecking order in your practice. You’ll get the same benefits as with lower-level employees, plus you can model the proper way they should conduct the stay interview with their team.

What should you ask? Here are a few suggestions:

  • What do you like best about your job? Least?
  • Do you think your current position fully utilizes your talents? What would you change about it if you could?
  • What would be a specific reason that would cause you to leave us?
  • What have you learned since working here? Do you have anything new you’d like to learn this year?
  • Do you feel recognized for your contribution to the practice? If not, what kind of recognition would be meaningful for you?
  • What can I do to help you stay longer?

As a BV practice leader you may have to swallow hard the first time you do a stay interview. You’re not accustomed to asking questions like this. What’s more, your employees aren’t accustomed to hearing them. But, you might be surprised at the positive impact you create if only you would ask.

John Borrowman