Medis Group strengthens employee loyalty through Stay interviews

Creating a workplace where employees feel valued and motivated to stay requires understanding their needs and expectations. To achieve this, Medis Group has been conducting so-called Stay interviews for many years to receive honest feedback on employee satisfaction.

Although Stay interviews are not a new HR practice, Medis Group d.o.o. introduced them 25 years ago, thanks to the company’s owner, chairman and CEO, Tone Strnad. His aim was to provide a safe space for employees to share their thoughts and feelings — especially those they might hesitate to express directly to their managers.

The insights gained from these interviews serve as a foundation for implementing changes and improvements that increase employee satisfaction and engagement.

How do the Stay interviews work?

The Medis Group HR team conducts Stay interviews with almost 400 employees. In Slovenia, they are held every two years, while at the company’s other 18 locations they take place annually in person. The questionnaire consists of 16 questions, which are adjusted as needed — some are removed, while new ones are added. Employees receive the questionnaire in advance so that they can prepare, and the interviews last around 45 minutes.

Once all team members have been interviewed, a psychologist from the HR team analyzes the responses and prepares a report with anonymized data. The report is first reviewed and commented on by the team’s direct supervisor and then forwarded to the company management. Some questions or topics raised during the interviews may require further input from the owner or managing director of the company.

The final report, which includes feedback from supervisors, HR and management, is shared with employees. This ensures transparency and allows employees to see how their input has been acknowledged. The process doesn’t stop there — various follow-up actions are planned and implemented based on the feedback.

What insights do Stay interviews offer?

The questionnaire for the Stay interview covers various aspects of the employee experience. Employees are asked what they value most about the company, what challenges they face and what might be hindering their productivity. The interviews also explore whether employees are well informed – whether they receive key updates, whether their managers communicate effectively and whether they understand the company’s overall strategy.

Other topics include common stressors in the workplace and changes that employees would like to see regarding their role, their teams or the company itself. The interviews also focus on workplace relationships, collaboration, satisfaction with management and possible reasons for considering leaving the company. Finally, employees are encouraged to make suggestions for improving the working environment.

What are the results so far?

Based on employee feedback, the Medis Group has addressed individual concerns and organized relevant workshops focusing on, for example, the development of emotional intelligence and social skills. Managers receive more precise feedback on their management style and, if necessary, additional one-to-one meetings are arranged to address team dynamics.

Career aspirations, promotion opportunities, job role adjustments and requests for additional training are common topics in these interviews. While employees often discuss these matters with their managers, the Stay meetings provide an additional opportunity to voice their thoughts and suggestions.

Insights from the interviews have already led to process improvements and operational optimizations. In some cases, they have also highlighted the need for conflict mediation. The final reports offer managers with the opportunity to revisit and elaborate on any points they may not have properly communicated to their teams.

Strengths and challenges of Stay interviews

One of the key benefits of Stay interviews is that employees feel safe enough to speak openly. The quality of information gathered in these conversations is significantly higher than in surveys. As these interviews are based on two-way communication, they not only offer HR professionals with the opportunity to address employees’ concerns, but also to encourage proactive problem-solving.

Another benefit is that management reviews and comments on employee feedback, which is reflected in the final report. This strengthens the employees’ feeling of being heard and valued. In addition, Stay interviews help to clarify critical issues and provide managers with actionable insights into their leadership. Employees also appreciate these interviews and look forward to them.

The biggest challenge, however, is time. Conducting one-on-one interviews with all employees is highly time-consuming. As the Medis Group fosters a positive working culture with approachable managers, some may question whether interviews conducted by the HR department are necessary. However, experience has shown that people are different and that these interviews provide valuable insights that may otherwise go unspoken.

Another challenge lies in the preparation and distribution of the final report. Providing thoughtful feedback from team leaders, management and HR takes time, which often leads to delays between the interviews and the delivery of the final report. In addition, the effectiveness of Stay interviews depends on the willingness of managers to respond to feedback and make meaningful changes.

Stay interviews are a simple but effective method. They don’t require complex implementation — just time, active listening and a commitment to action,” adds HR Director Maja Rojšek.

Ultimately, the key to employee retention lies in listening to employees’ needs and responding to them in a meaningful way.