Book Notes: The Power of Stay Interviews

This book by Richard P. Finnegan discusses the shortcomings of exit interviews and employee surveys, but really focuses on the solution: stay interviews. The premise is that direct supervisors have the greatest impact on whether an employee stays with or leaves an organization.

What is a Stay Interview?

It's an annual one-on-one interview between a supervisor and each of his employees, with the aim of determining employee motives for staying or leaving, and how the leader can help them meet their goals. It is not a performance evaluation, and should probably be held 6 months away from any performance evaluation so that they are kept totally separate. There are at least 3 major benefits to stay interviews:

  1. Immediate guidance: no waiting months for survey results
  2. Individual needs can be discussed
  3. Independent solutions can be planned

Why Do Stay Interviews Matter?

When you're conducting an exit interview, the person has already left. They have no vested interested in telling you what they think. When you're conducting an employee survey, the result is average responses and company-wide programs that do little to drive retention. Good supervisory skills matter far more than "feel-good programs" when it comes to engagement and retention. Disengagement and turnover cost real money, and every organization should figure out how much these cost them.

How to Increase Retention

Think about what makes your organization unique, and use that to keep employees. Remember that supervisors have the greatest impact on E&R. Therefore, they - not HR - should be held accountable for specific retention goals. The most important quality in a supervisor is trustworthiness; build this quality in yours. "Narrow the front door", that is, be more selective about who you hire in the first place. Have a clear course of events during a new hire's 1st 90 days, concluding with a stay interview. Supervisors should accept responsibility for company policies ("I/we" not "they"), but should also challenge policies to ensure retention. Workstyle and schedule flexibility are the #1 policy reasons people leave.

The Saratoga Institude found that poor leadership causes over 60% of all staff turnover.

What's That About Trustworthiness?

Trust is the most critical characteristic employees want in their supervisors, followed by fairness, care, and concern. Have managers reflect on trust-breaking experiences in their career and how it changed them. Make them reflect on whether any of their staff view them that way.

Trust is about behavior, not character.

How to Make the Most of Them

Use open-ended questions. What makes you stay? Why would you leave? What are your goals? What does a good day look like? How can I, as your supervisor, help you succeed? The management team can tailor these questions to specific concerns that short, frequent employee surveys reveal.

Take notes, listen, and don't be content with initial responses - probe for the truth. Develop an effective stay plan for each employee. Remember than challenging work is the best way for employees to learn and grow. Have standard form (for data purposes), but be ready for the conversation to develop in unexpected ways.

Your 3 Tools and How to Improve Them

Employee surveys procure engagement data that serves as a benchmark (eg. "On a scale of 1-10 how would you rate internal communication?"). Stay Interviews allow supervisors to dig into the concerns uncovered by employee surveys. Exit surveys confirm the data.

Exit Surveys

  1. Short and focused, look for trends
  2. Report comprehensive data - length of service, performance level, voluntary and involuntary resignations; KPI: Number of leavers and their performance level by manager (you should know the company-wide data, too)
  3. Ask the "net-promoter" question: "How likely are you to recommend this company as a place to work to your friends and colleagues on a scale of 1-10?" 9-10 is a promoter, 6-8 is passive, 1-6 is detractor. Subtract detractors from promoters to get your score.
  4. Require managers to meet with their supervisor after every exit interview. Review what can be learned, and possibly withhold approval for new hires until this is done.
  5. Track improvement. If you've done 1-4 and there's no improvement, stop wasting your time on exit interviews.

Employee Surveys

  1. Short and frequent - these are benchmarks, about broad issues, and should be kept to about 10 questions, but regularly
  2. Do them about 1 month before your Stay Interviews, and use the data to tailor these. Then wait about 6 months before a performance review.
  3. Ask the "net-promoter" question here, too.
  4. Be Quality Control for Action Plans - they should be specific, not vague, and actually work toward a better employee
  5. Hold Managers Accountable for Achieving a Survey Standard

Also, implement Manager Scorecards for perusal by the CEO. They should cover things like:

  • manager's survey score vs company score vs standard
  • manager's turover vs company turnover vs standard
  • turnover by reasons
  • turnover by performance level
  • turnover by length of service
  • net promoter scores for current employees and leaving employees

These things are just as important as revenue and profit per employee, customer satisfaction, etc.

T-Mobile One

T-Mobile trying to phase out its Simple Choice plans, replacing them with ONE. The tagline:

One price. All unlimited. For everyone.

One Price?

But of course, that's not totally accurate. It's $70 per month per line, but tethering is only up to 3G speeds, video is limited to 480p, and international roaming, while technically available, is limited to 128kbps. So how do you get around this?

With a second price, called One Plus. For $25/month/line, you get unlimited LTE tethering, HD video, and international roaming up to 3G speeds - a feature that used to come with Simple Choice plans.

All Unlimited?

So other than the limits above, there's one other limit. If you use more data than the 97th percentile of customers (currently 26GB), you will see your speed throttled.

For Everyone ... Or Else

Sure, you can keep your Simple Choice plan if you want, but you'll miss out on special offers, and at some point we'll phase them out anyway. It really is for everyone.

Pretty Sneaky, Sis

I wanted to avoid switching to T-Mobile One, but alas, I took too long trying to decide on ordering an iPhone 7, and they changed their special offer to require the new plan if you wanted the trade-in deal. Hopefully they'll continue to adjust the plan favorably for customers; international 3G as a standard feature would be a great start.

iCloud Drive's Folder Picker

After recently reading about Dropbox's shady behavior on the Mac (asking for your admin password, storing it, then using it enable Accessibility without your permission and constantly prompting you if you don't), I decided to uninstall it and move anything important to iCloud Drive. Alas, my GIF library is still on Dropbox; maybe GIFwrapped will update with iCloud support at some point.

Anyway, I have to say that I'm quite annoyed with iCloud Drive's subpar method of selecting where to save a document. When you tap Add to iCloud Drive, a picker pops up with all folders expanded. This greatly increases the time and frustration it takes to save a document to the right folder. I really would prefer to drill down through folders when saving. Please fix this, Apple.

AirPods

Apple is officially positioning AirPods as the beginning of the end of wired headphones. I would go much further. AirPods are the latest clue that the post-iPhone era is approaching. The writing is on the wall. A pair of AirPods (or even just one AirPod in an ear) and an Apple Watch with cellular connectively will eventually be able to handle many of the most popular tasks currently given to an iPhone.

-- Neil Cybart of Above Avalon, via kottke.org