stay interview template pdf

Strategic Employee Retention Interview Protocol

Document Control

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

1. Purpose & Scope

This procedure establishes a standardized framework for conducting proactive retention discussions. The objective is to identify engagement drivers, mitigate turnover risk, and foster professional alignment for employees at [Company Name]. This protocol applies to all [Department/Division] personnel.

2. Prerequisites

• Access to the [Company Name] secure document repository.
• A private, neutral meeting space or a secure video conferencing link.
• Digital or physical copy of the retention inquiry questionnaire.
• Access to the employee’s historical performance reviews and [Internal HR System].

3. Roles & Responsibilities

4. Step-by-Step Procedure

Phase I: Preparation

• Schedule the discussion at least [__________] days in advance.
• Send the meeting agenda to [Employee Name] to ensure transparency.
• Review the employee’s [__________] months of performance data.
• Select a location free from interruptions.

Phase II: Execution

• Open the session by stating the intent: "I value your contributions and want to ensure your experience here remains positive."
• Ask: "What keeps you working at [Company Name]?"
• Ask: "If you were to consider leaving, what would be the primary catalyst?"
• Ask: "What is one thing we could change to make your job more fulfilling?"
• Document responses verbatim in the [__________] template.

Phase III: Follow-up & Action

• Synthesize notes within [__________] hours of the meeting.
• Identify one "quick win" improvement to implement within [__________] weeks.
• Schedule a follow-up check-in for [Date] to review progress on agreed-upon actions.
• Securely file the document in the [Employee Name] personnel folder.

5. Quality Assurance & Pro-Tips

• Pro-Tip: Focus on active listening. If the employee provides a generic answer, use the "Five Whys" technique to uncover the root cause.
• Common Pitfall: Treating this as a performance review. This is a discovery session, not a critique of the employee's output.
• Quality Check: Ensure all action items are SMART (Specific, Measurable, Achievable, Relevant, Time-bound).

6. FAQs

Q: How often should these discussions occur? A: For high-potential or high-risk employees, semi-annually. For the general population, once per year is the institutional standard.

Q: What if the employee provides negative feedback about their direct manager? A: The interviewer must remain neutral, document the feedback objectively, and escalate to [HR Department/Senior Leadership] for impartial review.