Most organizations conduct interviews when someone is coming in or going out, but what about the time in between? That’s where stay interviews come in. They’re designed to help leaders understand why employees stay, what might cause them to leave, and what can be done to improve engagement.
It’s a great concept in theory. But here’s the question leaders should really be asking: If we need a formal interview to know how our employees feel, what does that say about our day-to-day culture?
It’s time we challenge the norm.
Stay interviews shouldn’t feel like a box to check or a trend to follow. When they do, they lose their meaning. The real purpose isn’t to “gather feedback” once a year. It’s to build a culture where open conversations happen naturally and regularly.
If you’re going to implement stay interviews, use them as a starting point – not the entire strategy. Think of them as an opportunity to strengthen relationships, not just collect data.
Tip: Start each conversation with genuine curiosity, not a questionnaire. Ask open-ended questions like, “What’s been energizing you lately?” or “What can I do differently to better support you?”
The most effective stay interviews don’t feel like interviews at all. They feel like ongoing conversations rooted in trust. Employees should walk away feeling heard, not evaluated.
Tip: Create a comfortable, judgment-free space. Be transparent about the purpose, listen more than you talk, and resist the urge to “fix” everything on the spot. Sometimes, people just want to be heard.
Tip: Follow up. Let employees know which suggestions will be acted on, which can’t be, and why. Without follow-up, even the best intentions can produce frustration instead of trust.
Too often, stay interviews happen only when turnover is high or engagement dips, which makes them feel reactive. Instead, build proactive systems where feedback is ongoing and consistent.
Tip: Encourage leaders to check in regularly. A 10-minute “How are things going?” conversation every few weeks can be more impactful than a once-a-year formal stay interview.
Tip: Train managers to listen with empathy and respond with action. The ability to have honest, meaningful dialogue is one of the most important leadership skills you can develop.
Retention isn’t about one interview. It’s about culture. It’s about how people feel every day when they show up. When employees believe their voice matters and their leaders care, they don’t need to be asked why they stay. They show it through their commitment, effort, and engagement.
So, instead of asking whether you should do stay interviews, ask whether you need to.
If your culture encourages honest dialogue, consistent feedback, and true connection, you might already be doing the work – just without the title.
ASE Connect
ASE members have access to McLean & Company’s Stay Interview Guide. McLean & Company can be accessed via the ASE Member Dashboard. If you need assistance, please contact Dana Weidinger.