stay interview template free

Employee Retention Engagement Protocol

Document Control

• Document ID: HR-RET-001
• Version: 1.0
• Effective Date: [Date]
• Review Cycle: Annual

1. Purpose & Scope

This procedure establishes a standardized framework for conducting proactive retention discussions. The objective is to identify friction points, confirm alignment on career trajectory, and reinforce organizational commitment to high-performing talent. This protocol applies to all [Department Name] personnel.

2. Prerequisites

• Access to the [Company Name] Human Resources Information System (HRIS).
• Calendar access for scheduling a 45-minute private session.
• Digital or physical copy of the employee’s current role profile and performance history.
• A designated secure location (physical or virtual) to document findings.

3. Roles & Responsibilities (RACI)

4. Step-by-Step Procedure

Phase 1: Preparation

• Review the employee’s last [Number] performance evaluations.
• Verify the employee’s tenure and current compensation band.
• Send a meeting invite with the agenda: "Discussing your experience and future growth at [Company Name]."
• Prepare a list of open-ended questions focused on engagement and growth.

Phase 2: Execution

• Establish psychological safety at the start of the meeting.
• Ask: "What keeps you working here?"
• Ask: "If you were to leave, what would be the primary driver?"
• Ask: "What is one thing we could change to make your work life better?"
• Document all responses verbatim in [System/Tool Name].

Phase 3: Action & Follow-up

• Synthesize feedback into a summary report.
• Identify immediate "quick wins" (e.g., tool access, process changes).
• Schedule a follow-up meeting within [Number] days to review proposed solutions.
• Update the employee’s personnel file with the outcome.

5. Quality Assurance, Pro-Tips, and Pitfalls

• Pro-Tips:
  • Conduct these sessions outside of the annual performance review cycle to ensure the focus remains on retention rather than evaluation.
  • Listen for "passive" signals—if an employee is quiet about their future, they may be disengaged.
• Common Pitfalls:
  • The Defensive Trap: Do not justify company policies when an employee provides negative feedback; simply document and acknowledge.
  • The Over-Promise: Never commit to raises or promotions that have not been pre-approved by [Finance/HR Department].

6. FAQs

Q: How often should these meetings occur? A: For high-potential or high-risk employees, conduct these every 6 months. For the broader team, an annual cadence is sufficient.

Q: What if the employee refuses to provide feedback? A: Reiterate that the goal is to improve their individual experience. If they remain silent, document that the conversation occurred and revisit the topic in 3 months.