Retention is a topic that comes up too often when things have already gone wrong.

Once someone is clearly disengaged or has started looking for other opportunities or has handed in their notice, employers start asking what they could have done to convince them to stay. However, by this point it is often too late.

Retention does not start the day someone decides to leave, it starts at the recruitment stage (particularly the interview) or, in some cases, never, unless something has already been done by the employer.

The interview is where your expectations are set, your trust starts to build and you receive your first sight of what the company is like. The conversations you have in this meeting can have an impact on whether someone takes up the role, as well as whether the reality of the job matches their expectation which will determine their likelihood of staying.

People and culture matter

As part of our October theme, “What makes people stay?” we asked professionals who had remained at the same organisation for over 10 years what had driven their decision. Of the people who responded, 80% mentioned people and culture were a significant part of the reason they stayed.

While salary, progression and benefits are important, this highlights that employees are more likely to remain at an organisation where they feel comfortable and connected to the people around them and the culture of the organisation.

The challenge is that culture can be difficult to accurately represent in an interview. While it is easy to say the company is collaborative, supportive and people focussed; it can be harder to explain what this means in practice.

Who will they be working with? How does the manager communicate? How are ideas received? What happens if someone makes a mistake? How does the organisation support employees when circumstances are not ideal?

These specific examples can paint a much clearer picture and enable a candidate to determine whether the organisation will be a good fit for them.

Be honest about the role

An interview should be there to encourage a candidate to join, but it is also there to ensure the candidate has a realistic view of the opportunity on offer.

While overselling a role can provide immediate benefits (a confirmation) it can do more harm than good when the employee discovers that what they were promised isn’t a true reflection of the role.

Employers should be honest about the positives of the role as well as the negatives. This might include the dynamics of the team, the pace, what areas the organisation is looking to develop or what a successful first six months will look like.

Honesty will not put a candidate off if the role suits them, in fact it could encourage them to apply if what is said resonates with them. It will also make a strong first impression for the right person and build trust before they arrive.

Ask what will make someone stay

Candidates are often asked why they want to leave their current employer and why they wish to join an organisation. Few people are asked what will make them want to stay.

Simple questions can highlight a lot about what somebody is looking for in an interview:

• What does a supportive working environment look like to you?
• What makes you feel that your work is appreciated?
• What will your career look like in three years?
• What qualities do you value most in a manager?
• What has made you stay at an organisation in the past?

These questions can also provide useful information for the employer as it can be used to determine whether the candidate will be a good fit and, if they are successful at the interview, will enable the employer to ask probing questions throughout onboarding, progression discussions and performance reviews.

Discuss progression realistically

Career development is an area that can lead to a mismatch of expectations.

Employers should be realistic and open about the progression a candidate can expect when joining. Employers should be careful not to promise promotion or development opportunities that will not be available. Progression does not always mean getting a new job title (unless this is discussed).

A realistic discussion about progression will enable the employer to explain what may be achievable (more responsibilities, exposure to a new market, qualifications, mentoring or headship) and for the employee to highlight what will motivate them.

It is important for an employer to understand what someone is looking for (and equally what they are not) in their career to ensure the best fit. Employers often assume everyone wants the same, they don’t.

The interview promise must continue

An amazing interview will do little to help with retention if the employee’s experience becomes different once they arrive at the office.

The manager, HR teams and recruiter should ensure that what was said at the interview continues to deliver throughout the onboarding and beyond. If the employee has been promised flexibility, progression or a supportive culture; they should start to see this play out.

Managers can use the conversations they had during the interview process to discuss how an employee is settling in:

• Is this the role you expected?
• Do you feel supported by the team?
• Is anything making your job harder than you anticipated?
• Can you see how you could grow in this role?

These discussions will highlight any small concerns before they become bigger issues and will help to reinforce the interview promise.

Start the retention conversation earlier

No matter how good your interview process is, it cannot change the fact that people will start to change in the next 10 years; they will have different priorities, and new opportunities will become available.

Employers can start to build a good foundation for retention by being honest about the role, highlighting the culture and understanding what each employee is looking for before they join. Employers should look to have realistic conversations about progression and what opportunities will be on offer.

Next time you conduct an interview think about whether you are focussing on convincing someone they want to join, before discussing why they will want to stay.