To retain key employees for long periods of time, employers need to keep track of the issues that are concerning employees and may cause them to take their skills elsewhere.
The role of listening is often undervalued as part of the discovery process, yet it is at the heart of many a communication breakdown, so needs to be taken seriously if the process is to work.
While listening is a simple concept, it is notoriously difficult to perform; much of the time most of us are actually waiting to speak, thinking of our next response or simply too exhausted to pay attention to the speaker, especially to listen out for those deeper aspects to the communication: the intent, the subtlety, the hints, the meaning behind the words.
In a retention interview situation we are seeking to uncover the issues that are troubling the employee. Often these may be matters that tend to be left unspoken, criticism of management, dissatisfaction, boredom. Creating an environment in which these issues can be discussed is difficult, but vital if employees are to be retained. So a willingness to listen non-judgementally and avoid jumping to respond to any criticism raised is a crucial part of creating this space where discovery can take place.
If we consider for a moment the perspective of the employee. They are likely to be reluctant to reveal a great deal, at least initially, without some faith that issues they raise will be taken seriously, not rejected out of hand. As an example let us consider that all too common cause of employee turnover, poor people management. Even if we assume that someone other than their direct supervisor conducts the retention interview, the employee is unlikely to raise the issue unless they sense that the interviewer is prepared to listen non-judgementally.
Many employees may anticipate that this is yet another procedure that has to be endured, rather than a genuine attempt at discovery with the aim of finding solutions to issues that are raised. Any signs that the interviewer is not really listening, merely going through the motions, are likely to lead to an uncooperative interviewee, unwilling to reveal their real issues, and in time a departed one too, with alarming associated cost implications.
So before we even reach the negotiation stage the process is likely to be in peril if the wrong attitude to listening is adopted. Get it right by approaching the situation within a frame of curiosity, an interest in learning the employee`s opinion, cool and calm and be prepared to resist any temptation for argument or confrontation.
The priority should be learning, discovery rather than response. If time allows, postpone your response for a later date.
Being someone who is prepared to listen will encourage employees to raise issues with you rather than deciding to leave without giving you the chance to act.
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