In a recent AFN Chief of Staff Office Hours session, the 'stay interviews' concept was introduced as a proactive strategy to understand top performers' motivations, challenges, and potential departure risks within an organization. These interviews address issues before they escalate and ensure alignment with the organization's vision. The discussion highlighted the importance of creating a safe and trusting environment where employees can share honest feedback, recognize the potential cost of losing key employees, and take action based on the information gathered during these interviews.
Seeking Feedback for Performance Improvement
Regular feedback from key performers is essential for identifying challenges early on. One recommendation was to use quarterly feedback evaluations and one-on-one conversations based on the entrepreneurial operating system (EOS). This feedback is crucial for decision-making processes, including considering employee raise requests. Participants explored various methods for conducting these feedback sessions, underscoring the importance of incorporating feedback into organizational strategies.
Staff Retention Strategies and Communication
It was emphasized that constant communication with top performers through proactive approaches like stay interviews can help provide support and maintain a transparent feedback loop. The session also highlighted the need for a succession plan to address low morale and prevent costly turnover. Balancing hard and soft tools for managing staff retention was agreed upon as an effective strategy.
Improving Team Feedback and Retention Strategies
Addressing issues with inexperienced managers and the need for more structured team feedback, the session proposed implementing training around change management and focusing on challenges beyond compensation. Regular stay interviews were suggested as a measure to understand employee satisfaction and preempt potential issues leading to attrition. One-on-one meetings with employees and providing feedback to managers about their team members were recommended as preventive measures. Involving intermediate managers in these discussions was proposed for a more holistic approach to team feedback.
Discussing Stay Interviews and Employee Retention
The practice and benefits of stay interviews were discussed, emphasizing regular one-on-one meetings with team members to show care and improve retention. The distinction between stay interviews, one-on-one check-ins, and exit interviews was clarified, with stay interviews being a proactive measure to understand employee concerns and address potential issues before they lead to attrition. These interviews should be ongoing and conducted by multiple team members, not just the Chief of Staff. Using employee satisfaction survey data to inform stay interviews was also considered valuable.
Signals, Mindfulness, and Trust in Decision-Making
The session underscored the importance of signals in decision-making, noting their usefulness in predicting future trends despite needing to be 100% accurate. Key points included the need for mindfulness in noticing subtle changes, the danger of going through the motions without considering their impact, and the value of vulnerability in building trust and gaining valuable insights. Building relationships across the organization and being proactive in seeking feedback were emphasized.
Employee Relationship Management and Stay Interviews
Employee relationship management was highlighted as a cohesive part of the organization's philosophy, including:
The potential for former employees to become valuable alumni and network resources.
There is a need for stay interviews to be proactive and a regular part of the onboarding process.
Informal regular conversations are a valuable start.
Recognizing biases in employee satisfaction surveys.
Setting expectations and preparing for conversations to maximize their value is essential.
Addressing Communication Gaps and Trust
The session realized the significance of addressing communication gaps in areas outside direct control. Building trust and intentionality were emphasized, illustrating how effective action requires feedback and trust from the organization. The need for action based on the data collected was noted, as data without action is simply a waste of time. Demonstrating to employees that their time is being used to effect fundamental changes was stressed.
Exit Interviews, Employee Relationships, and Slack
Experiences with conducting exit interviews were shared, emphasizing the importance of asking the right questions to elicit honest responses and building rapport with interviewees. The potential impact of a supervisor's fear on responses was discussed, meaning those who fear the outcome try to control it.
Conclusion
The discussion underscored the importance of proactive employee engagement strategies, with stay interviews being key. These conversations help understand and address the needs of top performers, aligning efforts with the organization's vision. Chiefs of Staff can build a more resilient and satisfied workforce by fostering open communication, seeking regular feedback, and implementing effective retention strategies. Transforming the insights gained into actionable steps enhances organizational culture. It strengthens employee relationships, creating a thriving workplace where every team member feels valued and empowered to contribute to collective success.
AFN Chief of Staff Office Hours are held weekly on Fridays at Noon Pacific Time. If you would like to attend these complementary sessions with your peers discussing topics relevant to the CoS role, email info@afn.global
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