Stay interviews: how to talk to an operator before they hand in their notice

Don’t wait for a resignation, but don’t read plans to leave into body language

An employee is staying behind after their shift less and less often, isn’t volunteering for overtime and is quieter than usual. Their manager may conclude that they’ve already had a job offer from another plant. That may be the case, but the operator could just as easily have new family commitments or health problems, or simply not want to work longer hours. A stay interview shouldn’t start with the question: “Are you looking for another job?” That puts the other person in a position where they have to justify their plans.

It’s better to hold these conversations with people whose behaviour gives no sign that they intend to leave, too. An honest opening is enough: “I’d like to understand better what helps you do your job well here and what we could improve.” The conversation doesn’t have to be about staying with the company for years straight away. It can be about the next few months, conditions on the shift and whether the employee finds their work meaningful. Above all, it mustn’t be an interrogation in disguise.

What keeps a good operator, apart from the level of pay

Pay is tangible, and its importance shouldn’t be downplayed. But the day-to-day experience of work is also shaped by a predictable rota, the quality of tools, the relationship with the manager, the chance to learn a new task, fair allocation of work and a sense of having a say. Two people with similar length of service may rank these priorities differently. One operator values stability above all. Another is starting to get bored because they’ve been on the same machine for years.

That’s why a list of reasons for leaving taken from a popular report shouldn’t replace questions put to a specific person. You might ask: “What makes you want to work here?” or “Which part of the way we organise work bothers you most?” A 2024 study by Warren and colleagues described a well-received approach to conducting stay interviews in a nursing setting. However, it doesn’t prove that an identical conversation will reduce staff turnover at a Polish plant. It’s a source of inspiration, not a guarantee.

Make room for an answer you may not want to hear

If a manager asks about problems and then, after every answer, explains why the employee is wrong, the conversation quickly becomes pointless. It’s particularly hard to hear: “What wears me down most is the way you allocate tasks.” Don’t respond straight away with a list of your own achievements. Say instead: “That’s hard for me to hear, but I want to understand it. In what situations did you feel that way?” Then ask for an example that will help you see what could be changed.

Respect doesn’t mean automatically agreeing with every opinion. If the employee believes the wrong rota is in place or that they were passed over for training, you can check the data together. But it’s important to listen to their perspective first and only then check the facts together. Don’t promise full confidentiality if solving the problem will mean going to the department responsible. You can say honestly what will stay between the two of you and what needs to be taken further.

Five questions that take you from generalities to specifics

A good conversation has few questions, but each one opens up a different area. “What gives you the most satisfaction in this job?” helps identify strengths and resources. “Which day in the last few weeks was particularly difficult, and why?” leads to facts. “What would need to be different for your work to feel less stressful?” invites suggestions. “What would you like to learn over the next few months?” is about development. “What should I, as your manager, start doing differently?” shifts part of the responsibility onto the manager.

Don’t read these questions out like a survey. After each answer you can ask: “What do you mean?” or “Could you give me an example?” If the other person starts talking about pay, don’t immediately steer them towards “non-financial motivation”. Ask what kind of change they’re hoping for and what facts lie behind it. You don’t have to solve the whole problem in one meeting. Sometimes the most valuable outcome is realising that your interpretation of the situation so far was wrong.

When you hear: “The problem is you”

A manager may react defensively: listing how many employees praise their style, or pointing out how much pressure they get from above. That reflex is easy to understand, but it doesn’t solve the employee’s problem. It’s better to pause briefly and ask about observable behaviour: “What specifically do I do that makes your work harder?” That way the discussion stops being about the general label of “bad boss” and starts being about a situation that can be examined.

You may hear that you only come to the workstation to point out mistakes and never acknowledge good work. Don’t rush to explain it away as “just your style”. Think about what the employee hears in your words, and propose a specific change: “For the next two weeks, at the start of each shift we’ll also talk about what’s working, not just about deviations.” If the complaint concerns unacceptable behaviour, don’t put the matter off until the next development conversation.

End the conversation with action, not an empty promise

The worst ending sounds like: “Good that we had a chat – we’ll do our best.” The employee then has no idea what will happen. A better summary sorts things into three categories: what you can change straight away, what requires other people’s decisions and what you can’t currently promise. “I can change the order in which workstations are allocated from next week. I need to talk to HR about a pay supplement. I’ll come back to you with an answer by Friday, even if it isn’t a positive one.”

After the agreed time, come back to the subject and check whether the change has helped. This lets you build credibility even when you haven’t been able to meet every expectation. Don’t try to extract a declaration of “I’m definitely staying”. An adult employee has the right to change their plans and weigh up other offers. A stay interview has done its job when both sides understand the terms of working together better and know honestly what can change.

A stay interview is a way of learning the real reasons for an employee’s satisfaction and frustration before they decide to leave. It isn’t about applying pressure or finding ways to keep them without changing anything in the organisation. What matters most is listening attentively, accepting difficult comments and following through on small, concrete agreements.

How Empatyzer prepares a manager for a stay interview

A manager can describe a specific situation to Em: an operator has been working there for several years and recently seems less engaged, and the manager is worried they might leave, although there’s no evidence of this. Em will help separate observations from guesswork and prepare questions that don’t suggest an answer in advance. When the context of this relationship is available in Empatyzer, tips on differences in communication and motivation can help decide whether it’s better to start with a specific problem or with a broader conversation about work. The manager can also talk to Em about their own urge to persuade when they hear an uncomfortable comment. With Em’s help, they can prepare a response to the statement “I don’t feel anyone here listens to me” and a way of ending the meeting without empty promises. Empatyzer doesn’t decide on pay rises or predict who will leave. It helps you conduct an important conversation more mindfully and, through micro-lessons, return to the habits that make such meetings a regular part of working together rather than a reaction to a crisis.