Retention & Exit
Retention Risk Conversation
A retention risk conversation is a candid one-to-one with an employee who shows signs of disengagement, such as withdrawing from the team, dropping in energy, or reacting to outside offers, or whose role is critical and whose situation has changed. It is different from a stay interview, which is routine: here you have a reason to think the person may leave, and you want to understand what is happening and what you can realistically do. These questions are meant to open that conversation without pressure.
15 questions
When to use this template
- When you notice a change in behaviour: lower energy, less initiative, withdrawal from meetings or from the team.
- After a disappointment such as a missed promotion, a refused request, a reorganisation or a conflict.
- When you learn that the person has been approached by another employer or you sense they are looking around.
- When a key person's situation has changed and you want to hear how they see their future here before it becomes a resignation.
Questions to ask
Opening with care
- 01I have noticed that things seem different lately, and I wanted to check in with you. How are you?
- 02What has been on your mind about work recently?
- 03Is there anything that has changed for you, at work or in how you see your job?
What has shifted
- 04When did you last feel really engaged in your work, and what was different then?
- 05Is there something that has been bothering you for a while and has not been addressed?
- 06Is there something you expected from us that did not happen?
Alternatives and expectations
- 07What would an ideal next year look like for you?
- 08What do you feel is missing in your current role?
- 09Is there anything you have been considering outside the company, and what attracts you about it?
What we can do
- 10What one or two changes would make the biggest difference for you?
- 11Is there a role, project or responsibility here that you would find more motivating?
- 12What can I do personally to help, and what would you need from others?
Agreeing the way forward
- 13Which of these things shall we try first, and by when?
- 14How will we know whether it is making a difference?
- 15When shall we talk again to review?
Tips for a useful conversation
- Start from what you have observed and your concern for the person, not from the fear of losing them.
- Be honest about what you can and cannot offer, and do not promise what you do not control.
- Do not ask the person to confirm whether they are looking for another job; give them room to say it if they want to.
- Involve the manager of the manager or HR if the cause is something you cannot solve alone, such as pay bands or team structure.
- Follow up on what was agreed within a week or two, in visible ways, so that the person sees that it mattered.
Mistakes to avoid
- Making a counter-offer on the spot, which treats the symptom and may not match what the person needs.
- Treating the person as a flight risk in front of others or discussing it widely.
- Waiting until the resignation letter to hold the conversation.
- Guessing the cause instead of asking, and offering a solution to the wrong problem.
Let Passisto People hold these conversations
The AI agent holds structured voice conversations with your employees and gives managers a clear report. People decide what happens next.