Even the Best Retention Tool Is Broken

America saw the greatest number of people quit their jobs in 2021 in recorded history. As “the Great Resignation” gained steam in mid-2021, an avalanche of solutions followed. Experts maintained that pay raises, remote work, a four-day work week, and even pet insurance would prevent people from leaving their jobs (the increase in wages, especially in traditionally low-wage sectors, is an overdue turn of events). However, by the end of 2021, it became apparent none of these efforts were enough, as a record 4.5m people left their jobs in November and another 4.3m resigned in December.

The focus then turned to mental health, specifically the topic of burnout. Once reserved for high-paced, high-profile jobs, burnout became the word many Americans used to describe a collective sense of too many demands and not enough time. Google searches for “How to cure burnout” increased 5,000% in 2021, according to the World Economic Forum. While more people recognize burnout as result of culture and circumstances, suggestions on how to fix it still demand individual agency. Articles like “how to tell your boss you’re burned out without derailing your career”  filled the pages of many well-known business media outlets. The bottom line continues to be – “feeling burned out? It’s on you to speak up if you want to fix it.” Asking exhausted employees to discern the line between articulating their plight and risking their jobs also didn’t reduce the number of quits, surprisingly enough.

Then came along a solution that fused both of the above – the stay interview. This solution places the onus on employers, as they proactively seek input employees’ input instead of waiting for their team to muster the courage and clarity to articulate their needs. The concept has been around for years, but experienced a resurgence as more employers realized a “one-size-fits-all” retention plan wasn’t working. Articles abounded on how to conduct stay interviews, imploring managers to actively listen, set forth action plans, and conduct regular follow-up.

The stay interview is the best of both worlds, allowing employers to take a proactive approach to addressing employees’ individual needs and unique lives. It’s a tool that – when used effectively – designs work in a way that brings out the best in workers’ lives and productivity levels. What is the problem with this incredible retention tool then? The answer is two-fold: 1) managers are reporting higher burnout rates than ever before, and 2) 250+ years of employer-employee cultural dynamics haven’t built the best foundation for candor.

Let’s tackle the first issue of the stay interview’s current design – managerial burnout. Surveys show that managers are reporting equal or higher levels of burnout than even their employees. Many are covering additional shifts, attempting to hire for vacant positions, and dealing with issues in their own personal lives. Asking leaders to take on another responsibility, even one as crucial as emotionally and practically supporting their team, is a herculean task at a moment when few leaders have extra energy to spare.

The second issue with the stay interview stems from a problem as old as waged labor itself – the cultural dynamics of employee-employer relationships. Even in the best workplace relationships, employees self-censor for many reasons. Perhaps they fear being viewed as less industrious than other colleagues if they ask for more time off, or maybe they don’t want to disappoint co-workers by asking to transfer to a project that better aligns with their goals. If the employer-employee relationship is less than ideal, self-censorship could stem from fear of retaliation or lack of psychological safety at work.

The stay interview can be a powerful tool if conducted under the right circumstances. That’s the premise behind WhyWork. WhyWork eliminates the barriers to effective stay interviews through a three-step process that helps businesses build retention strategies as unique as their employees. The responsibility to initiate the conversation - and act upon the outcome - still lies with the employer. However, WhyWork takes on the additional effort required while also creating a neutral environment that allows employees to be candid in discussing their individual needs.

In this new era of work, employers who put their team at the heart of their business will be the ones to survive. Employers and employees don’t need to resign themselves to the Great Resignation, we just need to thoughtfully create the space to have more meaningful conversations. There’s no denying the world of work has changed forever, now it’s time to change it for good.