STOP Doing Exit Interviews SHRM 2015

SHRM 2015
ANNUAL
CONFERENCE &
EXPOSITION
June 28 July 1
Las Vegas
STOP Doing Exit Interviews &

START Doing Stay Interviews
Dick Finnegan
June 30th, 2015
Copyright C-Suite Analy3cs, 2015. All Rights Reserved
SHRM 2015
Finnegan Bio
Recovering HR director solved turnover for Siberian banks, African gold mines, Chinese mul=-na=onal
corpora=onsand the CIA

Author, Rethinking Reten*on in Good Times and Bad, excerpted by BusinessWeek;fresh
thinking for solving the turnover problem in any economy

Author, The Power of Stay Interviews for Engagement & Reten*on,

top-selling SHRM-published book in history
Author, The Stay Interview, published in 20 languages + audio book

Author, HRs Greatest Challenge, distributed free to top US HR execu=ves

www.c-suiteanaly3cs.com
SHRM 2015
Todays Agenda

Stay Interviews: What & Why?
Trust Building Essen=als
Stay Interview As A Process
Stay Ac=on Plan & Reten=on Forecast

What Makes People Happy?

SHRM 2015
Have Exit Surveys Made Your Company BeUer?

1. Please raise your hand if
your company conducts
exit interviews
2. Please raise your hand if
conduc=ng exit
interviews has made your
company signicantly
beUer
SHRM 2015
Have Exit Surveys Made Your Company BeUer?

1.
Please raise your hand if your

company conducts exit interviews
2.
Please raise your hand if

conduc=ng exit interviews has
made your company signicantly
beUer
! 6,900 HR execu=ves have

answered this ques=on

! 13 have said Yes, exit
interviews have helped my
organiza=on

! 6,887 have said No.
5
SHRM 2015
Why Do Exit Surveys Fail?

1. Too long
2. No truth
3. We accept beUer
opportunity
4. No accountability
5. Autopsies but not as
eec=ve
SHRM 2015
Stay Interviews
A Stay Interview is a structured discussion a leader conducts with
each individual employee to learn the specic ac=ons she must take to
strengthen that employees engagement and reten=on with the
organiza=on
Stay Interviews
o Bring informa=on that can be used today

Focus on individual employees including top performers
Put managers in the solu=on seat
SHRM 2015
U.S. Voluntary Quit Percentages, Post-

Recession U.S. Bureau of Labor Sta==cs

Young U.S.
workers
will hold
10-14 jobs
by age 38
SHRM 2015
Report Turnover in Dollar$

Actual client turnover costs by job:

"
"
"
"
Physician$225,808
Sokware engineer.$131,000
Call center representa=ve$29,447
Truck loader/unloader$4,955
SHRM 2015
Engagement Stuck
Bersin/Gallup
10
SHRM 2015
How Much More Do Engaged

Employees Produce?
#
#
#
Gallup: 22% more protability/lower

turnover (TO)/higher earnings per share
(EPS)
GPTW Ins=tute: 20% more produc=vity/
lower TO/higher EPS
HewiU: % engaged correlates with higher
shareholder returns (S/H)
Kenexa: double S/H returns
WorkUSA/Watson WyaU: 26% more
revenue per employee
11
SHRM 2015
Are Your Reten=on Eorts Driven By
Accountabili=es or Programs?
Reten=on Programs
Business Accountabili=es
driven by execu=ves from the top driven from the side like
town hall mee=ngs,
like service, quality, & safety
employee apprecia=on
week
86% of the =me

12
SHRM 2015
Supervisors Impact on Engagement

& Reten=on
If you have a turnover problem, look rst to your
managersGallup
Employees stay for managers rst and co-workers second
salary.com
Employees levels of engagement higher when their
supervisors had higher levels of engagementDDI
When employees stay, it is because of their immediate
managers Na=onal Educa=on Associa=on
Employees who stay primarily for their supervisors stay
longer, perform beUer, and are more sa=sed with their
payTalentKeepers
13
SHRM 2015
The Real Power of Supervision

A global consul=ng rm interviewed 1,000
recently-quit employees and asked about
pay, benets, development, advancement
and rela=onships with supervisorsand
found supervisor rela*onships inuenced
all other opinions, concluding

Oering a higher salary or
developmental/advancement opportunity
may not be enough to retain employees

14
SHRM 2015
Which Side MaUers More?

Pay, benets, bonuses,
Employee apprecia=on week,
Employee of the month,
Brown bag lunches,
Leaderboard winners, career
Ladders, employee surveys,
Exit surveys, onboarding,
Training monitoring sessions,
Team mee=ngs, all-hands
Mee=ngsand almost everything else
15
SHRM 2015
Which Side MaUers More?

Pay, benets, bonuses,
Employee apprecia=on week,
Employees trust
Employee of the month,
their direct
Brown bag lunches,
Leaderboard winners, career
supervisors on all
Ladders, employee surveys,
levels throughout
Exit surveys, onboarding,
your organiza=on
Training monitoring sessions,
Team mee=ngs, all-hands
Mee=ngsand almost everything else
16
SHRM 2015
Supervisors vs Programs
Good Programs + Good Supervisors =
Reten*on & Engagement

Good Programs + Poor Supervisors =
Turnover & Disengagement
17
SHRM 2015
Introducing the Power of Trust
18
SHRM 2015
Why Was Your Best Boss Your Best Boss?

My best boss ever was my best boss because
1.____________________
2.____________________
3.____________________
19
SHRM 2015
Why Was Your Worst Boss Your Worst Boss?

My worst boss ever was my worst boss because
1.____________________
2.____________________
3.____________________
20
SHRM 2015
The Fortune Top 100

#1 2012-2015
Baby bonding bucks, 12 weeks paid parental leave, horseshoe

pits, Africa volunteering, subsidized massages, 3 wellness
centers, 25 free cafeteriasand free eyebrow shaping
21
SHRM 2015
Two-thirds of a companys score is based on the results of

the Great Place To Works Trust Index Survey
Any company can be a great place to work. Our
approach is based on the major ndings of 20 years of
research that trust between managers and employees
is the primary dening characteris=c of the very best
workplaces. The Great Place to Work Ins*tute
22
SHRM 2015
Building Trust 1-1 Builds Prots
23
SHRM 2015
Googles Quest to Build A BeUer Boss
What Makes A Great Boss At

?

As published in The New York Times, March 12th, 2011
24
SHRM 2015
Googles Quest to Build A BeUer Boss

Technical exper=se the ability, say, to write
computer code in your sleep ranked dead last
among Googles big eight. What employees valued
most were (1) even-keeled bosses who made =me for
one-on-one mee=ngs, (2) who helped people puzzle
through problems by asking ques=ons, not dicta=ng
answers, and (3) who took an interest in employees
lives and careers.
25
SHRM 2015
One Big Lesson Learned

Its not what you give them
its how you treat them
and rstline supervisors
most inuence employees
rela*onships with managers,
colleagues, and du*es
26
Insanity: Doing the same

thing over & over again &
expec=ng dierent results
SHRM 2015
Stay Interviews
A Stay Interview is a structured discussion a leader conducts with
each individual employee to learn the specic ac=ons she must take to
strengthen that employees engagement and reten=on with the
organiza=on
Stay Interviews
o Bring informa=on that can be used today

Focus on individual employees including top performers
Put managers in the solu=on seat
27
SHRM 2015
3 Stay Interview Success Stories
Florida Hospital ZephyrhillsAll turnover

37%; nurse turnover 70%

Burcham Hills Re=rement Community

Nurse turnover 70%; 100% reten=on
rst 180 days

Novo 1 Call Centers Agent turnover

20%
28
SHRM 2015
To (1) Build Trust, (2) Gather Informa=on

Conducted by supervisors, not HR

Separate from Performance Review

Repeat each year for exis=ng employees /

2 =mes for new hires

Create individual Stay Ac=on Plans

Top-Selling SHRM-Published
Book In History
Managers Forecast Reten=on

29
SHRM 2015
Stay Interview Top 5 Ques=ons

1. What do you look forward to each
day when you commute to work?
2. What are you learning here? Want to
learn?
3. Why do you stay here?
4. What could cause you to leave us?
Book In History
5. What can I do to make your job beUer

for you?
30
SHRM 2015
Probing Builds Stay Plans!

"Communica=on
"Development
"New Role/Promo=on
"Pay
"Recogni=on
"Too Much Work
31
SHRM 2015
Subject

Communica=on
Probes
Solu=ons

" What informa=on do you " Schedule weekly individual
need?
mee=ngs
" How do you like to receive " Solicit input for team
informa=on? In mee=ngs?
mee=ng agendas
One-to-one? By email?
" Commit to communica=ng
" What are subjects for
specic informa=on more
which you want to provide quickly
input?
" Nominate employee for a

specic-topic input group
32
SHRM 2015
Subject

Probes

Development
Solu=ons

" If you could learn about " Assign a mentor for a

just one addi=onal topic,
specic number of hours
what would it be?
each week for a specic
period of weeks
" How do you learn best? By
listening? Observing?
" Work with employee to
Doing?
iden=fy relevant books and
websites
" How can I know that our
plan is working, that you " Recommend internal and/or
are learning what we both external courses.
want you to learn?

33
SHRM 2015
Subject

Probes

New Role/
Promo=on
Solu=ons

" Tell me the perfect job for " Ask employee to meet with/
you.
shadow incumbent in
desired job and report back
" Why is that job so
on 5 most important skills
appealing to you?
" What skills do you have " Give employee specic
feedback on her skill levels
that qualify you for that
job? What skills would you and skills needed.
have to build?
" Build plan to develop skills
via mentoring, coursework,
and feedback.
34
SHRM 2015
Subject

Probes

Pay
Solu=ons

" How much money do you " Check employees pay

think you should be
against same-performing
making?
peers
" What ac=ons do you see
that you can take to
increase your pay?
" Design development plan

targeted toward more pay if
employee has talent
" What skills can you build " Ensure employee knows all
that would make you more incen=ve opportuni=es for
valuable to our company?
shorter-term rewards
35
SHRM 2015
Subject

Recogni=on
Probes
Solu=ons
" Tell me a =me when you

should have been
recognized but you were
not?
" Commit to lending a sharper

eye to iden=fy achievements
& recogni=on opportuni=es
" How do you like to be

recognized? In public or
privately?
" Ask employee to tell you

about achievements you
might overlook or not be
visible
" How does recogni=on

mo=vate you to perform
beUer?
" Consider employee for

monthly or annual
achievement awards
36
SHRM 2015
Subject

Probes

Too Much Work
Solu=ons

" Which assignment gives " Address stress rst by

you the most stress?
coaching on skills

" What are the three most " Eliminate unnecessary
assignments
important assignments in
your job?
" Re-assign less important
assignments that are lesser
" What can you stop doing
ts with employees skills
that wont be missed?
37
SHRM 2015
Reten=on Forecast HeatMap

Leader: Rodriguez Perf Ra=ng/ 5 Hi,
1 Lo
Green 1+ yrs
Yellow 6-12
Months
Red 0-6
Months
Reten=on Plan
Kim Johnson
Provide mentor for
Burt Brown
Develop skills for possible

promo=on to
Cindy Stone
Pleased with current role &

circumstance
Ralph Jimenez
Coaching for performance
38
SHRM 2015
A BeUer Way: The Manager/Supervisor Exit Interview

1.
Why do you think this employee lek?
2.
What reten=on forecast did you assign to this employee?
3.
Did you fully carry out your stay plan with this employee?
4.
What lessons can you learn from this exit?
5.
Might there be other employees on your team who plan to

leave for the same reason?
39
SHRM 2015
Prac=ce The Top 2 Ques=ons

1. What do you look forward
to each day when you
commute to work?
2.What are you learning here?
Want to learn?
Book In History
40
SHRM 2015
Gallups 100 Year Commitment

Surveying ci=zens of the world over 100 years to learn what is
most important, brings most happiness. So far the answer is
which?
a.
b.
c.
d.
e.
Good health
A good job
Love and respect from others
Money for needs and more
BeUer life for your children
41
SHRM 2015
Gallups 100 Year Commitment

a. Good health
b. A good job
c. Love and respect from others
d. Money for needs and more
e. BeUer life for your children
42
SHRM 2015
Blunt Finish
Jim Clikon, CEO, Gallup

Lets get rid of managers from hell, double the number of

great managers & engaged employees, and have those
managers lead on what actually maUersThe countrys
employees will be twice as eec=ve, theyll create far
more customers, companies will grow, spiraling healthcare
costs will decrease, and desperately needed GDP will
boom like never before.
43
SHRM 2015
Book Signing 8:15 AM

44
SHRM 2015
To Obtain
" How to Cost Turnover & Engagement
" Engagement Correla=ons to Produc=vity
" The Stay Interview Manager
Training Game
" The Best Engagement & Reten=on Job Descrip=on

Please Give Me Your Business Card

Include # of Employees
DFinnegan@C-SuiteAnaly=cs.com
45
SHRM 2015

STOP Doing Exit Interviews SHRM 2015

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SHRM 2015

STOP Doing Exit Interviews &

Copyright C-Suite Analy3cs, 2015. All Rights Reserved

Author, The Power of Stay Interviews for Engagement & Reten*on,

Stay Ac=on Plan & Reten=on Forecast

Have Exit Surveys Made Your Company BeUer?

Have Exit Surveys Made Your Company BeUer?

Please raise your hand if your

Please raise your hand if

! 6,900 HR execu=ves have

Why Do Exit Surveys Fail?

Focus on individual employees including top performers

Put managers in the solu=on seat

U.S. Voluntary Quit Percentages, Post-

Report Turnover in Dollar$

How Much More Do Engaged

Gallup: 22% more protability/lower

Are Your Reten=on Eorts Driven By

86% of the =me

Supervisors Impact on Engagement

The Real Power of Supervision

Which Side MaUers More?

Which Side MaUers More?

Introducing the Power of Trust

Why Was Your Best Boss Your Best Boss?

Why Was Your Worst Boss Your Worst Boss?

The Fortune Top 100

Baby bonding bucks, 12 weeks paid parental leave, horseshoe

Two-thirds of a companys score is based on the results of

Building Trust 1-1 Builds Prots

Googles Quest to Build A BeUer Boss

What Makes A Great Boss At

Googles Quest to Build A BeUer Boss

One Big Lesson Learned

Insanity: Doing the same

Focus on individual employees including top performers

Put managers in the solu=on seat

3 Stay Interview Success Stories

Florida Hospital ZephyrhillsAll turnover

Burcham Hills Re=rement Community

Novo 1 Call Centers Agent turnover

To (1) Build Trust, (2) Gather Informa=on

Separate from Performance Review

Repeat each year for exis=ng employees /

Create individual Stay Ac=on Plans

Managers Forecast Reten=on

Stay Interview Top 5 Ques=ons

5. What can I do to make your job beUer

Probing Builds Stay Plans!

" If you could learn about " Assign a mentor for a

" How much money do you " Check employees pay

" Design development plan

" Tell me a =me when you

" Commit to lending a sharper

" How do you like to be

" Ask employee to tell you

" How does recogni=on

" Consider employee for

Too Much Work

" Which assignment gives " Address stress rst by

Reten=on Forecast HeatMap

Provide mentor for

Develop skills for possible

Pleased with current role &