A stay interview asks what helps an employee continue doing good work and what could make their experience better. It is most useful when the manager can listen, clarify and follow through on realistic actions. Do not present it as a guarantee that someone will remain with the organisation.
Keep the conversation separate from a surprise performance review or an attempt to extract a promise not to leave. Explain the purpose, how notes will be used and which matters need another process.
1. Which parts of your work are most worthwhile?
Ask about specific tasks or situations rather than requesting a broad satisfaction score. Understanding what the employee values can help a manager protect useful work and discuss future assignments.
Follow up with what makes that work meaningful: the problem, collaboration, learning or contribution. Do not assume the same answer applies to everyone in the team. A useful conversation recognises individual preferences without promising that every task can be redesigned around them.
2. What makes a normal week harder than it needs to be?
Invite examples of recurring friction, such as unclear priorities or missing decisions. Ask how the issue affects the work and what has already been tried. This keeps the discussion practical.
Avoid treating every difficulty as an attitude problem or immediately suggesting that the employee manage time better. First understand whether the obstacle is within their control. If the issue involves another team, agree how to investigate it rather than promising an instant fix outside your authority.
3. Are the current priorities clear?
Ask the employee to describe what matters most when tasks compete. Differences between their answer and the manager’s expectation may reveal a communication gap. Discuss a recent example rather than merely asking whether they understand.
A useful follow-up is: “When two urgent requests arrive, how do you decide which comes first?” Clarify the decision route. Do not add another priority without discussing what can move; an ever-growing list labelled urgent does not provide meaningful direction.
4. What support would make a practical difference?
Explore information, tools, feedback or access to decisions. Ask which change would help and how you would recognise improvement. A small specific adjustment may be easier to assess than a broad promise of more support.
Do not assume the answer requires buying software or arranging a course. The missing support might be a clear reviewer or a more reliable handover. Explain what you can decide, what needs approval and when you will return with an answer.
5. What would you like to learn or take on next?
Discuss interests in relation to actual work opportunities and current responsibilities. Ask what evidence or practice would help the employee develop. Avoid treating every development conversation as a promise of promotion.
A possible action is a supervised task or a focused practice opportunity, with an agreed review. Be clear about constraints. If the requested path is not available, explain that honestly and discuss realistic alternatives rather than offering vague encouragement that creates false expectations.
6. Is anything important not being discussed?
Leave room for a concern that the planned questions missed. Allow the employee to choose how much to share. Do not press for private personal details unrelated to work.
If a serious workplace concern emerges, explain the appropriate process and any limits on confidentiality. A stay interview should not be used to bypass a grievance or investigation procedure. Record the next step accurately and avoid promising a result before the matter has been assessed.
7. Which action should we follow up first?
Agree a small number of specific actions, owners and review dates. Distinguish a confirmed action from an idea requiring approval. Ask the employee whether your summary reflects the conversation.
Return to the action at the agreed time, including when it cannot proceed. A clear explanation of a constraint is better than silence. The value of the conversation comes partly from this follow-through; asking thoughtful questions without responding to the answers can leave expectations unresolved.
A fictional follow-up plan
An employee says conflicting requests make it difficult to finish priority work. The manager agrees to clarify the weekly priorities and identify who can approve a change. At the next check-in, they review whether the decision route helped. This is an example of a manageable action, not evidence of improved retention.
Manager preparation
Review earlier commitments, choose a suitable private setting and allow enough time to listen. Do not collect information you do not need. Keep notes factual and handle them through the organisation’s approved process.
Should I ask whether the employee plans to leave?
Avoid pressuring someone for a commitment. Focus on their work experience and practical improvements, while respecting their choices.
Is this a substitute for regular feedback?
No. Performance expectations and specific feedback still need their own appropriate conversations.
Use the constructive feedback guide for a particular work issue and the training-needs questions when a learning gap is identified.
