People

A stay interview is a proactive retention management practice where managers conduct conversations with current employees while they are still engaged and productive. The primary purpose is to understand what keeps employees satisfied, engaged, and committed to the organization, and to identify any concerns or issues before they escalate to the point where the employee considers leaving. This forward-looking approach allows organizations to address retention factors in real-time and implement changes that can prevent turnover.

The key characteristics of stay interviews include:
- They occur while employees are still engaged and satisfied
- They focus on understanding satisfaction drivers and engagement factors
- They aim to preempt turnover by identifying and addressing concerns early
- They are proactive rather than reactive
- They help organizations make adjustments before employees form departure intentions

The other answers describe different HR practices:

One option describes an exit interview, which occurs at the point of resignation or termination and is reactive in nature, gathering information after the decision to leave has been made.

Another option describes a talent review or succession planning discussion, which focuses on role assessment and lateral movement decisions rather than retention conversations.

The final option describes a survey-based embeddedness assessment using analytics, which is more of a diagnostic measurement tool rather than the conversational, relationship-based approach that characterizes stay interviews.

Stay interviews are considered a best practice in modern retention management because they demonstrate organizational investment in employees and allow for timely interventions that can significantly impact retention rates.

The correct answer is to audit and update the employee value proposition (EVP) to authentically reflect the current cultural norms and working environment.

The core issue identified in the scenario is a dissonance between the promise made to candidates (the employer brand) and the reality of the employee experience. Because the current brand was developed five years ago during a different organizational phase, it likely constitutes a 'false advertisement' of the current culture. From a SHRM strategic perspective, the most effective solution is to align the Employee Value Proposition (EVP) with the actual work environment. When the EVP is authentic, the organization attracts candidates who thrive in the actual culture, rather than attracting those who are looking for a culture that no longer exists. This alignment manages expectations and reduces early turnover caused by psychological contract breaches.

The other options are incorrect strategic actions for this specific problem:

Leveraging predictive analytics to target resilient candidates attempts to treat the symptom (turnover) by hiring employees capable of enduring a potentially difficult environment, rather than correcting the misleading communication that causes the dissatisfaction.

Standardizing behavioral interview questions to evaluate adaptability focuses on candidate selection criteria rather than the root cause, which is the messaging gap. Even adaptable employees may leave if they feel misled during the hiring process.

Implementing a post-hire survey mechanism is redundant because the scenario states that exit interviews have effectively identified the root cause already. Gathering more data on an already diagnosed problem delays the necessary strategic intervention.

The best approach is to implement a phased integration model that alternates structured learning sessions with supervised application tasks.

This strategy directly addresses the specific grievances cited in the exit data:

1. Combating Cognitive Overload: By alternating between theory and application, the organization reduces the feeling of being overwhelmed. Adult learners retain information better when they can immediately apply concepts to real-world scenarios (Contextual Learning), breaking the comprehensive material into manageable chunks.
2. Reducing Isolation: Integrating supervised tasks brings new hires onto the floor earlier, allowing them to interact with the team and experience the culture, rather than being sequestered in a classroom for six weeks.
3. Accelerating Proficiency: Active practice reinforces theoretical knowledge more effectively than passive listening, leading to faster competency.

The other options are less effective:

• Condensing the training into an intensive boot camp would likely exacerbate the problem by increasing the cognitive load and stress levels, leading to higher turnover.
• An exclusive shadowing program is passive and delays the acquisition of practical skills; without structured feedback and hands-on practice, proficiency is not accelerated.
• Requiring independent mastery of theoretical concepts prior to joining places an undue burden on candidates before employment begins and further isolates them from the support structure and culture needed to succeed.