Implementation Entrance (Do not Stop) Interviews


The Saratoga Institute recently reported that 85% of people are dissatisfied enough to change jobs next year. Is it just me, or would not it be better to ask the people what you have to do to keep them working for your business, rather than to ask them why they no longer want to work for you? It seems intuitively clear that if management proactively and regularly identify what makes people unhappy at work, it would be a lot fewer Exit interviews to take place

As Jim Collins, in his book Good to Great :.

“Spending time and energy to” encourage “people is a waste of time. The real question is,” How do we motivate our people? “If you have the right people they will be motivated. The key is to not de-motivate them.

So let’s flip exit interviews on and start asking questions that remove de-incentives so that people motivated, engaged and happy in your business. We ‘ll call these training sessions, entrance interviews, representative of what keeps them coming back day your business by day, rather than exit interviews after they leave.

Preservation & turnover

When conducting entrance interviews, it is important to understand why people stay at, as well as why they leave institutions. This knowledge can lead questions managers ask their staff.

So why do people leave? Again and again, studies show that people stop. their manager, not their business Let’s look at some examples:

  • The Saratoga Institute found that 39% number # 1 answer for why people go, in the context of regulatory elements that include areas such as: lack of respect for the supervisor, lack of leadership skills a supervisor, bias, lack of recognition, and the inability of supervisors.
  • Robert Half International found that “limited recognition and praise” was cited as the most common reason why employees left their business.
  • Gallup stated that the # 1 reason people leave organizations is that they do not know what is expected of them.
  • While the answers may vary depending on the study, all pointing back to the manager.

The Entrance Interview

Armed with the knowledge of what motivates people to be in organizations, managers can ask meaningful questions like:

  • Do you like your work to be exciting and challenging?
  • Do you feel that you are on a path that will allow you to meet your career goals?
  • How can I support you better?
  • Do you like the agency assesses contributions?
  • Do you feel like you’re making a difference here?
  • Managers can also ask questions designed to assess a person’s satisfaction with the organization and likely to leave

For example .:

  • If there was one thing that would drive you to leave the coalition, what would it be?
  • is one thing I could change to make this a better environment for you, what would it be
  • ?

  • If you were a king today, what would you change in this organization?
  • What do you want to see more (and less) in this organization?
  • There should be very few surprises about who understands the organization and why. If managers talk to their people on a regular basis, it will not be.


conduct interviews entrance not only help administrators analyze de-catalysts, but also these meetings give managers the opportunity to demonstrate that they care about their people. Leigh Branham in his book, The 7 Hidden Reasons Employees leave, noted that 80% of employees who had been coached by their managers felt a strong commitment to their organization versus 46% of employees who received no training. When managers show that they care about personal growth and success of their employees, are more likely to be in the organization of these individuals.

And yet, given all this evidence, few managers ask questions such as those mentioned above on a regular basis. Rather, all too often, Human Resource representatives ask these questions on the last day of employment … after it’s too late.

Managers who ask the right questions regularly will find that they have developed a committed workforce.


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