The Power of Staying Interviews | theHRD – The HR Director Magazine | Region & Cash

Whether you are new to a company or a veteran employee, you should always feel comfortable raising concerns and having open and honest conversations with your line manager. Employers who do not cultivate a culture of trust can expect high turnover, since employees cannot suppress fundamental issues without severely affecting their work experience.

Research from UKG’s Workforce Institute supports this assumption, showing that 74% of employees who felt listened to by their employer were more engaged at work and more effective in their role. Therefore, listening to employees not only improves their overall experience, but also has a positive impact on business performance.

So how can employers ensure they are giving their employees ample opportunity to speak up? The concept of the “residence interview” is one possibility.

A residency interview is an open and honest conversation in which an employee shares insights into their day-to-day experiences and gives them an opportunity to raise concerns and suggest ideas that could improve their overall experience. This is valuable information for managers as they know what steps they can take to retain employees and make them feel at home.

It’s also important that employers act on the feedback they receive during an in-person interview – there’s little point in encouraging employees to speak up if their concerns are never addressed.

Ultimately, this should be a mutually beneficial process, with employees seeing positive changes in the workplace and companies being rewarded with a more productive workforce.

The statistical case for resident interviews
The statistical case for stay-at-home interviews is difficult to dispute, as revealed by a recent UKG Workforce Institute report on the Great Resignation, in which 76% of respondents who had stay-at-home interviews said their manager encourages an environment in which they Able to express feelings or frustrations, compared to just 47% in workplaces without them.

In addition, the report found that nearly 2 in 5 job leavers who were not interviewed for a residency said it had had an impact on employee retention. The tangible impact of residency interviews in reducing staff turnover is evident, employees will not hesitate to seek exit if they feel their concerns are being neglected.

The data collected in the report all indicate that interviews are an important tool in building a healthy and collaborative workplace where all employees feel comfortable and safe. A culture of trust, belonging, and open communication will undoubtedly foster loyalty across the organization, so it’s hard to understand why more HR managers aren’t using interviewing as a method of employee retention.

Conducting an effective residency interview
The best job interviews are face-to-face meetings between an employee and their manager, as this creates a safe and confidential environment in which they can voice their opinions without fear of judgement.

Empowering employees to speak openly is important. When they share their honest thoughts and opinions about life in the company, it becomes valuable feedback that can be used to boost the morale of the entire workforce. Criticism can sometimes be hard to take, especially when it relates to the manager conducting the interview, but it’s important to remember that the entire process is for the good of the company and all of its employees.

Throughout the interview, hiring managers should emphasize that the employee’s feedback is valued, thereby assuring the employee that they are seeking honest answers.

You should also provide a high-level outline of what the company intends to do with the respondent’s feedback. It is crucial that employees feel that their comments are leading to change and ideally can see this in practice sooner rather than later, otherwise they will be reluctant to raise their concerns again.

When creating a list of talking points, managers should focus on figuring out how the interviewee perceives the company, how they think business is going on a day-to-day basis, and also what motivates (or demotivates) them. Managers should not be afraid to ask their questions explicitly and address problems directly, e.g. B. Why an employee might leave the company.

Other helpful tips include keeping the interview between 25 and 45 minutes, informing employees in advance and offering advice on how to prepare, and any employees who feel uncomfortable answering questions face-to-face, Provide anonymous survey responses.

Overall, it’s important to ensure that employees feel comfortable enough to speak their mind. Businesses should not fear real answers; Instead, it’s a sign of trust and a means of building healthy relationships with employees who are developing.

Don’t get sucked into a performance appraisal
It is important to realize that the structure, tone, and nature of the questioning in a residency interview differs from a standard performance appraisal. Mentioning performance will put employees behind, and they may even think their responses could affect their progress within the company.

When employees express doubts about their own performance, managers should embrace it, but instead of being critical, they should allow the interviewee to reflect and evaluate where they can improve.

In response, managers should offer solutions that reassure the employee, e.g. B. Organizing additional training or coaching in areas that may need further development. This approach will engage employees and motivate them to improve on any weaknesses as they will be backed by a supportive employer willing to invest time and resources in their growth.

Managers need to remember that trust cannot be built overnight, it must be built slowly over time. Therefore, if employees initially seem timid or hesitant, it is important to keep the conversation going as this relationship will grow stronger with each meeting conducted.

The benefits of on-site interviews are clear, and given the minimal investment of time and resources they require, scheduling regular check-ins should be a top priority. First and foremost, they can change the culture of a company and promote open communication between all employees. And that value extends to the company’s decision makers, who can create positive change by listening to employee feedback.

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