hr best practices, hr policies, Human Resources Training

How do Stay Interviews Help in Employee Engagement and Retention?


As the organization’s HR, do you have a suspicion that any of your employees could be planning to leave the company soon? In such a situation, the best thing that HR can do is to not let it remain a suspicion, but to talk about it. Nothing beats free and open communication when it comes to gauging if an employee is leaving. This alone clears any doubt that the organization could be having about an employee’s intention to stay on or leave.

However, the basis to initiating an open and frank discussion about employee’s impending decision is solid credibility. HR has to have solid information and supporting documentation to the effect that a person, especially a key person, is planning to leave. HR will end up making a fool of itself if it talks to an employee about her plan to leave based purely on hearsay. If the gut feel goes wrong, it will throw up a very awkward situation.

While this is one part of the story, initiating the discussion has its own dynamics and sensitivities, which a mature and experienced HR professional needs élan to handle. To start with, the discussion should not be based on any generalities, but on specificities. This interview, called a stay interview, should be based on concrete action plans that HR could have for the employee who plans to quit.

Retaining top talent is crucial


The crucial element of a stay interview is that HR and management should be on the same page. Management buy in is the key to starting this decision. HR and management should assess the impact of a person’s departure from the organization as the first step. If both feel that the key person’s leaving is going to impact the organization in a big way, the stay interview should be arranged. It should show that the organization is seriously interested in retaining the resource.

Putting every effort to retain the talented employee is very important for the organization: a recent Harvard Business Review article entitled “How to Keep Your Top Talent” warns that a quarter of an organization’s top talent plans to leave in a year of joining.

Understand the ways of carrying out a stay interview


The ways by which to conduct a stay interview effectively is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, is offering. Marcia Zidle, CEO of Leaders At All Levels and a board certified executive coach, will be the speaker at this very valuable learning session. Marcia will show how HR should elicit the intention behind the decision to leave.

Please visit TrainHR to enroll for this webinar.

This activity has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

A stay interview is different from an exit interview or an employee engagement survey

A stay interview is quite different from a performance appraisal interview, where HR assesses many aspects of work. A stay interview is also different from an employee satisfaction survey in a number of ways. It is not a form that is filled up and submitted. It is mainly about estimating the level of involvement in the company, and what can be done to keep the employee in the organization.

The main intention of the stay interview is to probe why the employee is planning to leave. It gives the opportunity for a two-way conversation in which the employee is free to tell what she wants to, because it is almost certain she has an offer on hand, and has nothing to lose by opening up.

Consisting of a standard and structured, yet informal set of questions, the stay interview should elicit the reasons for which the decision is being taken by the employee. It should try to see what all it can do to make the employee stay back. HR should ideally spend half an hour in narrowing its questions down to the exact situation at the employee’s end.

HR has to understand if the decision to quit is triggered by considerations that could range from the pay to the growth opportunities and the level of their engagement. The stay interview should also not be something done as a formality, just asking the employee on her last working day why she is leaving.

All these aspects of a stay interview will be explained at this webinar. Marcia will cover the following areas at this webinar:

  • Identify five key factors that impact an employee’s desire to stay or leave
  • Recognize four possible “triggers” that cause the employee to consider leaving
  • Learn how to ask probing questions and conduct effective, efficient stay interviews
  • Survey a list of eight retention actions to increase employee’s loyalty and commitment
  • Review a sample of stay interview questions and develop your own customized list to ask
  • Discover how to develop stay plans for your employees and manage accountability
  • Develop a simple “how-to-toolkit” that includes who to select, how and when to approach; interview formant and how to handle possible resistance.


hr best practices, hr policies, hr training, Human Resources Training, Technology in HR

Effective Hiring and Interviewing Lies at the Core of an Organization’s Strength


20151217172611-young-woman-recruitment-interview-hiring-applicant-meeting-candidate-apply (1)

Hiring and interviewing are the most important techniques for building an organization’s critical mass. HR has to work diligently on these aspects

Ask any HR professional what she would rate as the organization’s most important asset, and the answer is not likely to be anything other than “people”.

Indeed, people are an organization’s greatest strength, and how does an organization find and cultivate this asset? Through effective hiring and interviewing, of course. Interviewing skills make or mar a great hire. Only organizations that adapt effective hiring and interviewing get the best people, and unfortunately, the opposite is equally true: poor skills result in inappropriate candidate selection, leading to potential loss of millions of dollars.

What should Effective Hiring and Interviewing Skills be like?


Ask the questions that help the organization thoroughly assess the candidate’s suitability, strengths and weaknesses

  • Identify subtle and invisible dark spots in the hire’s skills or character;
  • Knowing the art of interpreting evasive responses from candidates;
  • Demonstrate thorough knowledge of the legal aspects of hiring.


For hiring and interviewing to be effective, the following aspects, among others, of a candidate’s characteristics need to be assessed:


hr best practices, HR management trainings, hr policies, hr training, Human Resources Training

Interviewing has to be Legal and Effective


Legal and effective interviewing is an important first step to ensure that organizations both select the right resources and avoid falling into the legal trap.

On paper, hiring and firing are an organization’s prerogative. But in reality, owing to the myriad changes brought about into the concept of employment at will; organizations that are ham-handed or arbitrary in their hiring and firing are at risk of inviting lawsuits. Legal and effective hiring is a useful first step if organizations have to avoid falling into this quagmire.

Legislations That Vindicate Legal and Effective Hiring


The concept of employment at will has been necessitated owing to a series of legislations that have aimed to curb the tendency of employers to be willful and capricious in their hiring and firing policies. A few of these include:

  • Title VII of the Civil Rights Act
  • Not documenting vital communication can lead to lawsuits
  • Lack of proper and sufficient HR documentation can land organizations and HR professionals in big trouble

Among the first prerequisites for organizations is to make sure that it has followed all the proper steps to conducting an interview with a candidate it seeks to hire.

Do’s for Ensuring Legal and Effective Interviewing


hiring, Human Resources Training

Making the Job Interview More Effective


d37c085a9bb189c8afd3f289ca266eb6Ask an HR professional which the most important tool for selecting a candidate is, and the pre-employment interview is likely to emerge as the overwhelming answer. Few other means get close to the interview as a tool for helping an organization with the hiring. No other method helps the organization’s HR assess the suitability of a candidate.

Despite the extreme importance of the interview, many organizations fail to derive the high value that it is capable of delivering. This is because they fail to understand that the interview can be a potent tool for helping the organization to assess the candidate, but only if it is structured properly. Most interviews fail to elicit the best from a candidate because they do not have the depth and incisiveness needed for doing this. A wily candidate could artfully trick the interviewer into mistaking what she wants to hear for real ability.

Is the interview per se to be blamed for this? No. It is not so much the interview itself, as much as the way in which it is done, that is responsible for this situation. Why this happens is that candidates can easily trick untrained and unskilled interviewers and can get ahead of them in guising what is undesirable in them and overplaying their attractive qualities. If an interview fails to get the best out of a candidate, its purpose if largely unserved. This is what an unstructured interview does. It is likely to select an unsuited candidate and end up hiring a bad resource for the organization.

A thorough understanding of the techniques for making the interview more effective

With some thoughtfulness and insight, interviews can become more effective. It is never impossible for organizations’ HR to learn this art and inculcate it into their interviewing practices. When the interviewer is armed with the right techniques, the interview becomes effective and impactful and results in the company finding the right fit, something that is of vital importance to it. A few principles need to be adapted and applied to help companies achieve this.

Want to know which these are? These will be taught at a webinar that TrainHR, a highly acclaimed provider of professional trainings in the areas of human resources, is organizing. Harold Brull, a senior HR professional and a licensed psychologist who has taught industrial/organizational psychology at the undergraduate and graduate levels for many years, will be the speaker at this session.

Please register for this learning session by visiting TrainHR

This course has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM.
Credit is awarded based on the actual educational time spent in the program.

Benefits for HR professionals across the board

This webinar is designed to help professionals, irrespective of whether they are new or are veterans, imbibe the right practices for interviewing. Harold will show participants the ways of using powerful and accurate means to conduct interviews. He will also give an understanding of how interviewers can increase the chance of selected candidates accepting the offer.

The following areas will be covered at this webinar:

  • The structure of competence
  • How to analyze a job’s requirements
  • Interview information categories
  • The best predictor of future behavior
  • Principles of good interviewing
  • Errors to avoid
  • Designing interview questions
  • Follow-up probing
  • Interpreting information
  • Using multiple interviewers.

This session is of high value to professionals who are involved in hiring, such as HR Generalists, HR Managers, Line Managers involved in Hiring, and Business Owners.


hiring, Human Resources Training

Saving time and costs on hiring and remaining compliant


Onboarding is a critical component of hiring, but considering the importance of the hire and this process, and considering the numerous steps that go into onboarding; it is usually a long drawn process. It can sometimes take months, when one considers the fact that onboarding starts with seeking out the candidate and ends technically only when the candidate comes in, reports to work and then gets acclimatized and confirmed a few months after joining in.

We have grown into thinking that all these are necessary steps for onboarding and hiring. But is there a way by which we can shorten the process, while retaining the effectiveness of the method? Do onboarding and hiring necessarily have to be this convoluted and long drawn out? Do they have to be the highly expensive exercises that they turn out to be? Is it possible to cut down on valuable resources such as time and money that go into the hiring process while remaining legally compliant?

A learning session on the ways of doing it

Yes, and this is the learning a webinar from TrainHR, a leading provider of professional trainings for the human resources industry, will be offering. At this highly interactive, valuable session, the speaker is Jan Triplett, CEO of the internationally recognized Business Success Center. Jan is an entrepreneur, author, speaker and small business activist and a frequent keynote speaker on business growth models, funding and pricing strategies, alliance building, personnel management, and sales processes.

Want to gain insights into this valuable process of cost and time cutting for the hiring process and translate and realize its value into your organization? Then, enroll for this webinar by visiting TrainHR  . Viewing this webinar, its entirety qualifies for a recertification credit hour that may be counted toward SHRM-CP and SHRM-SCP recertification from SHRM. Credit is awarded based on the actual educational time spent in the program.

This webinar has been approved for 1 HR (General) recertification credit hours toward aPHR, PHR, PHRca, SPHR, GPHR, PHRi and SPHRi recertification through HR Certification Institute (HRCI).

Avoid spending huge sums on hiring

The core of this learning that Jan will bring to this webinar is the ways by which organizations can avoid spending a huge sum on the arduous process of hiring, which could sometimes end up bringing the wrong person on the table. When this kind of hiring mistake is undesirable for big organizations; one can imagine its impact and futility on smaller ones that work on much tighter budgets. Avoiding being in this scenario calls for planning how to do the right stuff and being in compliance with the regulatory requirements relating to hiring so that the hiring process is transparent. Everyone involved in the process, from HR to the organization, to the new hire, benefits when the right processes are followed. This is the learning Jan will offer at this highly entertaining session.

Jan will show how HR can inculcate the time controls that go into the hiring process. These include:

  • Knowing “who” as well as “what” you need to accomplish current and future goals
  • Understanding the culture of your organization, its stakeholders, and influencers
  • Having a clear hiring message and process and onboarding system
  • Setting limits and rules and sticking by them when hiring

Everyone who is involved in the onboarding and hiring process or having an interest in it, such as owners of small businesses, top management staff (C- Level), Co-Founders, Marketing & Sales Directors with inside or outside Sales Teams, Operations Managers, vendors to larger businesses, and Presidents or CEO’s of non-profit organizations will gain immensely from this webinar.

Jan will cover the following areas at this webinar:

  • Identifying and profiling all the relevant characteristics of the employee you need and who will fit into your corporate culture
  • Arriving at a hiring budget as well as determining what you can afford to pay and offer as benefits
  • Creating a plan and process to hire that gets people working sooner
  • Knowing options to help you pay for new employees, train or retrain existing employees, more space or a better location
  • Getting buy in for the plan from the top to the bottom of the organization and the stakeholders
  • Putting the new hiring plan into action
  • Tracking and Evaluating the Plan.
Human Resources Training

The importance of onboarding


Business meeting

The importance of onboarding can be understood from the fact that it starts with the induction of the new hires and acclimatizes them with all the important aspects of the new organization, such as the culture, environment, people, and the business. In the light of the important elements that go into onboarding; it is a fallacy and a misconception to assume that it is yet another ritual that HR has to perform with new employees, hand them a cup of coffee and carry out the paperwork.

Onboarding goes beyond formalities

Documentation and joining formalities are just a miniscule part of onboarding. Onboarding is very important because it is this exercise that starts the process of connecting the new talent to the organization. One gets a clearer idea of this quality of onboarding when it is initiated for core personnel such as leaders and other key positions. When organizations induct leaders, they are not looking for run-of-the-mill performers. They expect something different and radical.

The organization would have roamed heaven and earth, in a manner of speaking, to find that special talent. If such talent is frittered away because onboarding could not imbue the character of the organization fully at the time of onboarding to the new leader and implant its expectations; it is a poor reflection of the ability of HR to make the best use of onboarding.

Keeping the interest up

As mentioned, onboarding is but the first step to the whole process of absorbing and assimilating the new hire. HR has to make sure that the initial excitement that the new hire experiences upon joining a new organization has to be sustained and does not fizzle out soon. Retaining the tempo is the test of good onboarding. Keeping the motivation and excitement levels consistently high over time is achieved only by effective onboarding.

A few points can be made to illustrate the importance of onboarding and what it can do if done tardily:

  • Organizations lose new hires quickly, as one in three new hires looks for new openings in just half a year of joining new companies;
  • One in three of newly hired employees in the executive cadre fall short of their targets in the first couple of years of taking up a position in a new organization;
  • Organizations are likely to lose something like two thirds of the entire talent base in just four years of recruiting new talent at the current rate of 10-15% annual rate of turnover.

A study by the Aberdeen Group puts the figure of likeliness that organizations have of retaining new leadership talent hires as a result of the right onboarding at as high as 70%. What the right onboarding primarily does is to prevent organizations from squandering its valuable resources on making a hire that stays for only a few months.

The emotional connector

So, what is that most critical element of good onboarding? Many techniques have been tried with mixed results. However, no matter what tools and methods companies use; nothing is as important in making onboarding successful as inculcating that emotional connection with the new hires.

An organization in which the HR creates and builds that emotional connection between the organization and the new hires has mastered the art of onboarding. It is this quintessential quality that makes or mars the success of onboarding. This emotional connect is the driving force of aligning the organization’s culture to the new hire, especially, a leader.

Explore the details of onboarding in a fun way

The finer elements of how to bring about this emotional connection between the new hire and the organization is what a webinar from TrainHR, a leading provider of professional trainings for the HR industry, will offer. This webinar’s speaker is Marcia Zidle, who is CEO of Leaders At All Levels and a board certified executive coach based in Dallas, Texas.

Want to make the most out of new hires? Want to understand how your organization can succeed in this crucial mission and see how it can achieve new heights with the new leadership? Then, register for this webinar by visiting TrainHR

The art of retaining talent and helping it propel the organization

Marcia will demonstrate the steps and decisions that HR can take to make onboarding effective. This is the most important means to keeping leadership talent for the long run and help the organization derive the most out of it. The following areas will be discussed at this session:

  • Learn six mistakes to avoid in your new hire onboarding process
  • Review best practices in executive onboarding accelerating executive success
  • Understand three onboarding approaches to integrate the new hire into their job and organization
  • Review an onboarding 90-day timeline with key tasks and tools to measure goals and milestones
  • Identify the top derailers for the critical stakeholders the manager, the new leader, human resources
  • Learn from focus groups what new leaders consider the top onboarding issues and ways to ensure success.


employee training, hr best practices, hr policies, Human Resources Training, interview

Hiring strategies that demonstrate common sense

Any organization that needs well-suited and professional employees need to put effective hiring strategies in place. It is, after all, hiring strategies that give the organization the people it needs. When well-crafted, effective hiring strategies are in place; the hiring process becomes smooth. The most important benefit of putting sound hiring strategies in place is that they help the organization get the right fit, which is the perfect means to taking it along the growth path.

Many organizations have their own hiring strategies. Some are suited for some kinds of industries, while the same practices may not be appropriate in others. Generally, these are some of the hiring strategies an organization can think of:

Provide the most appropriate job description

The starting point for locating the best candidates is to fill the ad with the best and most realistic description of the role. This is the basis for good hiring strategies, because the candidate’s first point of reference to the new job is the job description. This is the handshake between the candidate and the company. Even small deviations from the actual requirement should be avoided. Making the job description as crisp and near to reality as possible is among the primary hiring strategies an organization can employ.

Avoid jumping to conclusions about candidates:

The HR in many organizations makes the mistake of jumping the gun when it comes to assessing the candidate’s abilities. A glib candidate is likely to be favored by most in the selection process. But HR and senior management have to understand that a good first impression is not everything. It may carry many misconceptions about the candidate, because many have the ability of masking their abilities and achievements with their excellent articulation skills.

Ask for proof of skills and experience

Experienced HR and management professionals have the ability of not getting swayed by such candidates’ sweet talk. What they do is to ask for demonstration of their qualities. They ask for specific situations where the candidate has actually performed as claimed. One of the easiest ways of seeing through such candidates is to ask for specific instances of a sales deal. They can then check with that company if that has been true.

Set their best employees as benchmarks

Another of the effective hiring strategies for organizations is to look upon their best performing employees as the point of reference while hiring new employees. Mature and experienced HR and management ask themselves how the candidate who is being interviewed measures up to the organization’s best employees. They assess the abilities in relation to the skills and abilities of the cream of the organization, and take into consideration factors like how their interview went, what were the sticking points and so on. Wise hiring strategies include methods of assessing whether this candidate has the potential to be among the organization’s best, how soon the present employee who is being interviewed will match up to the organization’s best, and what is needed to take her to that level.



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