In many Staffing and Recruiting firms, especially smaller operations with only an owner and a handful of recruiters, performance reviews are seen as a necessary task but too often, they fail to achieve meaningful results.  

Traditional reviews tend to focus on what has already happened, sometimes months ago, rather than addressing the current needs and future goals of the team. In smaller firms, where each recruiter’s performance directly impacts the bottom line, there is no room for outdated practices that don’t inspire growth or commitment. 

Performance reviews often feel forced or superficial, creating anxiety instead of engagement. For owners juggling multiple roles, including that of a manager taking time for formal reviews may feel like a burden, especially when the outcome doesn’t lead to actionable  improvements. These reviews are typically annual or semi-annual, which is too infrequent to keep up with the fast pace of staffing environments. Worse, they can come across as one-sided, with little opportunity for recruiters to express what they need to thrive. 

Enter Stay Interviews, which are a smarter, more practical approach to retaining and motivating your team. Stay Interviews are not about evaluating past performance; they are about understanding what keeps each recruiter engaged, motivated, and loyal to your firm.  

In small Staffing firms, the owner is often in the best position to have these conversations, as they know each team member personally and understand how every role contributes to success. By engaging in Stay Interviews, owners can proactively address issues, offer support, and tap into recruiter’s strengths before problems arise. 

Stay Interviews are informal, yet powerful. They focus on the present and future, uncovering what drives each individual and what, if anything, might cause them to consider leaving. These conversations build trust and show your team that you genuinely care about their experience and success.  

You initially ask why they enjoy their job and then focus on ideas or suggestions that could improve their job.  You may not be able to implement all ideas, but your employees feel heard.  It’s also wise to ask if they have any talents they are not utilizing.  Imagine if one of your employees wanted to take over your social media exposure.  This would help you and also fulfill your employee. 

For firms with only a few recruiters, these interviews can be conducted two to four times a year, depending on your pace of growth, turnover, or specific challenges. The more consistent and sincere these conversations are, the more likely you are to keep your best people and inspire them to perform at higher levels.  Whenever possible, have these conversations out of the office, possibly over lunch. 

The benefits are clear. Stay Interviews help prevent turnover by surfacing concerns early. They make recruiters feel valued, leading to higher job satisfaction and stronger loyalty. Owners gain real-time insights into what’s working and what needs to change whether that’s processes, technology, compensation, or the work environment. This allows for faster, more strategic decisions that keep your firm competitive and cohesive. 

To conduct a successful Stay Interview, especially in a smaller firm where you wear multiple hats, start by creating a relaxed, open atmosphere. Explain that this isn’t a review or critique, but a conversation about what they enjoy about their job and how to make their job better and more fulfilling.  

Ask thoughtful questions, like:  

• What do you enjoy most about working here?  
• What frustrates you or holds you back?  
• What would make your role more satisfying or your goals more achievable?  
• How can I better support your success? 

These conversations should feel like opportunities, not obligations. Take notes but keep the tone conversational. After the interview, take immediate steps to address any concerns or ideas raised. Even small changes, when acted on quickly, show your commitment and reinforce trust. Follow up regularly not just at the next Stay Interview, but informally throughout the quarter to show that this is an ongoing dialogue, not a one-time event. 

For larger Staffing firms, with more defined management structures, Stay Interviews should be conducted by direct managers who interact with team members daily. However, the owner still plays a crucial role in setting expectations for these interviews and ensuring follow-through.  

Managers need to be trained to approach these conversations with empathy and a solutions mindset, just as owners would in a smaller setting. Owners should also review the insights gathered from managers to identify trends or systemic issues that need attention. 

Ultimately, replacing performance reviews with Stay Interviews helps create a culture of continuous feedback, where employees feel empowered, and leaders stay informed. Whether you’re an owner managing five recruiters or leading a larger team through your managers, the principles are the same: open, honest conversations lead to stronger relationships, higher retention, and a more motivated team.  

Your ability to adapt to this modern, people-focused approach will set your firm apart in an industry where talent is everything. Stay Interviews aren’t just a tool they’re a mindset shift. They reflect your commitment to leadership that listens, adapts, and values every contributor to your firm’s success. In small firms, they can transform the owner-recruiter dynamic into one of true partnerships.   

In larger firms, they can align teams and strengthen loyalty across the board. Either way, the message is clear: when you kick performance reviews to the curb, you make room for the kind of leadership that inspires lasting results.