In a stay interview, a current employee explains why they stay and what would improve their work. It is most useful when the employer can explain how feedback will lead to a decision.
VA's Stay in VA program uses conversations about goals, difficulties and ideas, explicitly distinguishing them from performance appraisal. The program also identifies protected manager time and transparent responses to feedback as implementation needs. VA program description
Explain the purpose first
Tell the nurse why the conversation is being offered, who will see notes and what follow-up to expect. Do not present it as a test of loyalty or require a promise to remain employed.
Choose a time and location that allow attention without leaving patient care uncovered. Offer an appropriate alternative contact if the nurse's concern involves the usual interviewer.
Keep the conversation separate from a performance rating. If another issue requires a formal process, explain that process rather than unexpectedly changing the purpose of the meeting.
Ask for specific experience
Original prompts for a nursing workplace include:
- Which part of a recent shift helped you do your work well?
- Where did you encounter a repeated obstacle?
- What support would make your next few months more manageable?
- Which development opportunity interests you?
- What have you raised before that still needs an answer?
Ask for examples without pressing for unnecessary patient or colleague details. Reflect back the main concern to check that you understood it.
Avoid responding to every issue with a defence of existing practice. Understanding a concern and agreeing to a particular remedy are separate steps.
Turn feedback into a response
NIOSH's Impact Wellbeing guide emphasizes operational improvements and two-way communication with healthcare workers. A listening conversation can contribute to that work, but should connect to an actual decision process. NIOSH guide overview
For a fictional example, a nurse asks for more predictable education time. A useful response identifies who can review coverage, when an answer will be available and what can be offered meanwhile.
Do not promise a schedule, pay change or promotion that the interviewer cannot authorize. Record a clear next step even when the answer may be no.
Look for patterns carefully
Combine appropriately protected themes across conversations to identify issues needing a wider response. Preserve enough detail to understand the problem without exposing individual comments unnecessarily.
Keep track of who was offered a conversation and who participated. Feedback from volunteers should not be described as representing every nurse.
A change in retention after interviews does not, by itself, show that interviews caused it. Staffing, compensation and other changes may also matter.
Close the conversation and the loop
Agree on the main points, the owner of each action and a follow-up date. Explain constraints openly and report progress.
If scheduling is a reason the nurse may leave, record the specific scheduling preference and who can decide whether it is feasible.
Related
exit interviews · scheduling preferences · nurse turnover.
Sources
- Stay in VA (accessed 2026-09-17) — U.S. Department of Veterans Affairs.
- Impact Wellbeing Guide (accessed 2026-09-17) — CDC/NIOSH.