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View full libraryUse this Stay Interview Results and Analysis Report to consolidate findings from a completed round of employee stay interviews. It helps HR and management assess participation, identify recurring themes, understand what employees value, highlight potential retention risks and translate workforce feedback into prioritised organisational improvements.
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If you are introducing stay interviews, the toolkit brings together practical HR templates covering preparation, questions, listening, actions and follow-up.
This template brings together the key information, sections and considerations you need to create a clear, comprehensive and professional HR document. Preview the document below.
Purpose of the report
This report consolidates the findings from a completed round of stay interviews. It provides an overview of employee feedback, identifies common themes and potential retention risks, and sets out recommendations for improving the employee experience and supporting retention.
Report details
| Organisation | |
| Reporting period | |
| Date interviews commenced | |
| Date interviews completed | |
| Report prepared by | |
| Date of report | |
| Report presented to |
1. Executive summary
Provide a concise overview of the stay interview exercise, the most significant findings, the principal retention risks and the key decisions required from management.
2. Objectives and scope
Explain why the interviews were conducted, which employee groups were included and what the organisation intended to learn.
| Purpose of the exercise | |
| Departments or employee groups included | |
| Interview approach used | |
| Main topics explored | |
| Limitations of the exercise |
3. Participation and workforce coverage
Summarise the number of employees invited, interviews completed and workforce coverage achieved. Identify any teams or groups that were not represented adequately.
| Total workforce within scope | |
| Employees invited to participate | |
| Interviews completed |
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A Stay Interview Results and Analysis Report provides a consolidated view of employee feedback following a planned round of stay interviews. Rather than recording individual conversations, it brings together the findings to identify common experiences, areas of strength and issues that may affect employee engagement and retention across the organisation.
The report begins by establishing how many employees were invited to participate, how many interviews were completed and which departments or employee groups were represented. This context helps management understand the reach of the exercise and assess whether the findings provide a sufficiently broad picture of the workforce. Participation figures should be interpreted carefully, particularly where response rates are low or some teams are underrepresented.
Stay interviews can reveal why employees choose to remain with an organisation, including supportive colleagues, good working relationships, job security, meaningful work, flexibility, development opportunities and positive management. Consolidating these findings helps the organisation identify strengths to preserve and build upon rather than focusing exclusively on problems.
The report should group feedback into meaningful themes, such as leadership, communication, recognition, pay, workload, working conditions, training and career progression. It should distinguish frequently raised issues from isolated but significant concerns. Where quantitative scores or counts are used, the method should be explained and the limitations of the data acknowledged.
Where participation and sample sizes allow, findings can be compared across departments, locations or job groups. Differences may reveal local management challenges, inconsistent communication or wider organisational issues. Potential retention risks should be based on the feedback and relevant evidence, not treated as a definitive prediction that employees will leave.
The most valuable outcome is a practical set of recommendations. Each priority should identify the issue being addressed, the proposed intervention, the accountable owner, the target date and the measure of success. Actions may range from improving team communication and recognition to reviewing development pathways, management capability or workload allocation.
A concise executive summary should highlight the most important findings, the implications for employee retention and the decisions required from leadership. This allows management to allocate resources, agree priorities and monitor whether actions are delivered. The report should distinguish employee feedback from HR interpretation and clearly identify where further investigation is needed.
The report should establish how progress will be reviewed, including action completion, subsequent employee feedback, engagement measures and workforce turnover data where relevant. Findings should be presented in aggregate wherever possible, with care taken not to identify employees through comments or small departmental groups. The organisation should explain how interview information will be used and restrict access to those with a legitimate business need.
Related HR resources and workflow
Explore the HR resources that may be relevant before and / or after using the Stay Interview results and analysis report, helping you understand the wider process, maintain appropriate documentation and follow a consistent approach.
Our stay interview form template helps to identify and address employee retention issues by capturing feedback on job satisfaction and engagement.
Use these best practice actions, recommended timescales and process stages to understand when and how the Stay Interview results and analysis report should be used, helping ensure each step is handled consistently and appropriately documented.
Understand the common mistakes to avoid when using this HR template, helping you reduce risk, prevent unnecessary costs and ensure the process is handled correctly.
It is a consolidated report prepared after a round of stay interviews has been completed. It brings together the main findings, identifies recurring themes and potential retention risks, highlights positive aspects of the employee experience and recommends organisational actions. It is intended for HR and management decision-making rather than recording one employee's conversation.
The report should include the purpose and scope of the exercise, participation figures, the main reasons employees stay, positive themes, recurring concerns, relevant departmental differences, potential retention risks, recommended actions and a follow-up plan. An executive summary should identify the most important findings and decisions required from management.
Group feedback into consistent themes, count responses where appropriate and distinguish frequently raised issues from isolated but significant concerns. Consider participation levels, department sizes and the context of individual comments. Explain how any percentages or ratings have been calculated and avoid treating subjective feedback as proof of a particular cause.
Yes, where the data supports meaningful comparisons and confidentiality can be maintained. Departmental analysis may identify different experiences of communication, development, workload or management support. Be cautious with small groups, as detailed findings may identify individual employees or produce misleading conclusions from limited participation.
Management should agree a prioritised action plan based on the findings, appoint accountable owners, set realistic target dates and define measures of success. HR should track delivery and review the impact after an appropriate period, such as three months. Actions should be communicated to employees where appropriate so that they can see that their feedback has been considered.
HRDocBox provides structured, editable HR resources designed for practical use by UK employers. This report gives HR a consistent framework for consolidating results, analysing themes and presenting recommendations. AI can help summarise interview feedback, but it may misinterpret context, overstate patterns or expose personal information. Human review and appropriate data protection controls remain essential.
How this content is developed and reviewed
The Stay Interview results and analysis report template is developed using a practical HR methodology that considers current UK employment legislation, ACAS guidance, CIPD good practice and the real-world HR process it supports. Templates and supporting information are regularly reviewed and updated, with additional reviews triggered by significant changes to legislation, guidance or established HR practice, helping ensure each document remains practical, relevant and suitable for UK employers.
Darryl Horn, Chartered HR Director
Darryl is a Chartered HR professional with over 25 years' experience in senior HR and employee relations roles.
He has extensive practical experience of managing stay interview HR processes and founded hrdocbox to provide businesses with practical, professionally developed HR resources grounded in UK employment law and best practice.
HRDocBox has been creating practical UK HR documents since 2009.
"Darryl provides support and advice with excellent judgement, and has a strong understanding of people, policies and UK employment legislation."
"He is someone I trust; consistent, dependable, and committed to doing things properly."
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