Following up on my earlier post on the role of stay interviews, a question emerged on Xing’s “Human Resources in China” forum as to the difference between the stay interview and the suggestion box.
What the stay interview and the suggestion box have in common is that both tools seek out opinions of a company’s workforce during the actual employment phase and not after and toward the very end of an employment period as an exit interview does. Furthermore, both tools also require an action plan for implementing findings or suggestions to be effective.
As to the differences, the suggestion box is definitely a more efficient way to receive employee feedback since it does not require as many resources of both the interviewee (time and productivity costs) and interviewer (e.g. consultancy fees).
Most importantly however, the stay interview and the suggestion box differ in terms of their underlining objective. The suggestion box is not specifically a HR tool and is an outlet open for comments about business, business processes, customer relationships, etc. But, the stay interview is an individual-centric HR tool; it is about the employee’s well-being, development, and their perception of the employer.
Notably, suggestions can also be requested in a stay interview (What would you do differently here?) but rather in respect to the way the company manages its people than the business as a whole. After all, asking employees to provide suggestions engages them in solving organizational problems and helps to generates support for change initiatives.
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