June 2018
Intermediate to advanced
128 pages
2h 24m
English
In Chapter 1, I reported the shortcomings of employee surveys and exit surveys. Employee surveys were represented as good for measuring the progress of individual leaders but bad for external benchmarks. Exit surveys registered as “autopsies” that rarely, if ever, led to positive change because executives were not interested in the thoughts of people who left. Stay interviews now become the missing link between.
Smart companies see matching stay interviews and employee surveys as a hand-in-glove fit. They rely on employee surveys to measure employee engagement and then tailor stay interview questions to learn more about areas of concern raised by engagement ...
Read now
Unlock full access