Here are a few suggestions if you are considering a retention program:
- Recognize that you don't have to use it for everyone. If a marginal performer leaves, fine. It would make no sense to try to persuade that person to stay; in fact, in some extreme cases, moonwalking behind closed doors may be appropriate.
- Call in reinforcements. I know of one firm where the chief executive officer has told the HR director that he is willing to sit down with any good employee who needs to be persuaded to stay. It certainly can make sense for a department head to do so. You want to give the signal that the person is valued and that value is appreciated at high levels.
- Let the employee know in advance that a retention meeting is planned and hand over a list of the questions you'll be asking. You want to give the person time to think about the answers because if you rush through the process, you won't get the truth.
- Among those questions are: Have you felt pressured in any way, shape or form, to leave? If we could change any one thing or group of things that would cause you to stay, what would that be? On a scale of 1 to 5 with 1 being no role and 5 being a strong role, how has each of the following influenced your decision to leave?: Compensation; A problem with someone in upper management; A problem with a co-worker or customer; Status; Promotional opportunities; Lack of challenging assignments; Lack of management support; Lack of appreciation; A reason not mentioned.
- That rating scale will help you to spot the possible basis. You can then tailor your response.
Remember, savvy employees know that most organizations don't make an effort to retain people and so the safest cover story for a departure is something vague, such as "pursuing new opportunities." They will be reluctant to level with you. If you are serious about retaining top talent, you have to be willing to break through that reluctance.
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