Exit interviews are important and here is why
13 Aug 2020
Have you ever found yourself in a\nsituation where a considerable number of employees are leaving your\norganization and you have always wondered what could be the reasons behind this\ndeparture? When the employee turnover becomes a cause for concern, exit\ninterviews become more crucial. This article will give insight into what exit\ninterviews are, and how best you can utilize them to ensure a healthy\norganization.
\n\nWhat is an exit\ninterview?
\n\nAn exit interview is a meeting\nbetween management representatives and someone who is leaving an organization,\neither voluntarily or through termination. Exit interviews are common in\nbusiness, education, and government environments. The purpose of the interview\nis to gather useful feedback that can help guide future practices and improve\nrecruiting and retention. In a corporate\nenvironment, exit interviews are usually conducted by human resources\npersonnel. Alternatively, depending on the size of the company and other factors,\ninterviews may be conducted by management or outsourced to an HR service\nprovider.
\n\nThe interview may be conducted in\nperson, over the phone, through email, or in an online survey. In general,\ninteractive methods are considered more useful than surveys because they allow\ninterviewers to respond to the employee and develop follow-up questions that\ncan yield more in-depth information.
\n\nThe specific questions asked in\nan exit interview vary for terminated employees and those leaving voluntarily.\nFor an employee leaving voluntarily, the most important question is\n""Why?"" If they repeatedly hear particular reasons for leaving, the\nbusiness may be motivated to review practices, pay scales, and benefits, among\nother things.
\n\nWhether an employee quits or is\nfired, it may be profitable to ask what they liked most about the job and what\nthey liked least. If several employees mention problems working with a\nparticular manager, for example, that is an issue that should be explored. When\nan employee is fired for inadequate performance, it can be useful to ask if\nthey believe business practices or other corporate issues contributed to the\nproblem.
\n\nHow to conduct exit\ninterviews
\n\nConducting exit interviews can\ngenerate positive changes within your organization. You get an insight into the\nreasons for your employees’ resignations. Then, by analyzing your findings\nafter an effective exit interview, you can reduce your employee turnover rate.\nSeeing top-performers leave feeling unmotivated is a sign you should adopt\nretention programs and offer your employees more opportunities to develop. Exit\ninterviews can also give you a sneak peek of competition benchmarks. Employees\nwho leave you for competitors could help you learn where you stand with\nsalaries and other benefits. Here are some tips on how to conduct an effective\nexit interview that offers you deeper insight into your organization’s\nproblems.
\n\n\n1. Choose your\ninterview format
\n\nGiving your departing employees a\nquestionnaire to fill out could be less time-consuming and help avoid some\nuncomfortable discussions. However, conducting a face-to-face exit interview\nhas some of the following benefits:
\n\n- You\nshow that you care about your employees’ opinions by dedicating time to listen\nto what they have to say.
- You\nget the chance to have a less structured conversation that could result in\nunexpected feedback. (Feedback that a standardized questionnaire wouldn’t be\nable to provide.)
- You\ncan end things on a personal, positive note.
2. Choose your\ninterviewer
\n\nThe person who’s most familiar\nwith your employee’s work is their direct supervisor, but, it’s best if someone\nelse conducts the exit interview. If people are leaving because of their manager,\nthey probably won’t say so if their manager does their exit interview. They may\nalso keep quiet to get a good reference. An HR team member usually is the best\noption, because they can focus on role-specific issues and complaints or\nsuggestions for the organization as a whole. Some companies choose to have\nexternal consultants perform exit interviews. Former employees might feel more\ncomfortable talking to an unbiased third party but this tactic could also seem\nimpersonal and cold.
\n\n\n3. Decide what to\nask
\n\nPrepare your interview questions.\nAlthough you don’t want to make the exit interview look scripted, make sure you\ncover important topics before your employee leaves. Don’t forget to promise\nconfidentiality and try to keep a casual and friendly tone to let the\nconversation flow.
\n\nExit interview\nquestions
\n\nWhile you never want the\nconversation to appear scripted, there are key questions you want to touch on\nwhen you conduct exit interviews. You should also ask some of the same\nquestions across the board in every exit interview. This way you can compare\nanswers and look for common responses. Here are some effective exit interview\nquestions to consider:
\n\n\n- Please describe your general\nfeelings about working here. If possible, please tell us what caused you to\nleave.
- What did you enjoy most about\nworking here?
- If you could change three things,\nwhat would they be?
- How do you feel you were treated\nby your supervisor and your co-workers?
- How well do you believe your work\nwas recognized and appreciated?
- Do you feel you were given\nadequate training and assistance?
- Are there things you wish you had\nknown earlier?
- Do you think your work was\naligned with your personal goals?
- What could be done to make this\ncompany a better place to work?
While it’s important to be on\nalert for harassment or discrimination complaints or just bad management that\nyour exiting employee may point out, you do not want to fuel the fire. Exit\nInterviews should focus on the company, and the information you gather should\nbe helpful, constructive feedback that you can use to move the company,\nemployees, and processes forward. These conversations also allow employees to\nprovide their opinions and share what led to their decision to leave. However,\nyou need to be careful not to encourage negativity by avoiding the following\nquestions:
\n\n\n- Do not ask targeted questions\nabout specific people or issues. While it is alright to ask for general\nfeedback about a supervisor, you should not insert your opinions into the\nconversation.
- Do not say anything that could be\nconstrued as slander. The conversation should focus on the employee’s\nexperience. Although he or she may have negative things to say about certain\npeople, you should listen without agreeing or disagreeing with his or her\npoint.
- Do not lay the groundwork that\ncould look like you are setting someone up for termination. Any employee’s\nperformance and status within the company should not be shared – especially\nwith a departing employee.
- Do not get into personal issues.\nKeep the conversation professional and work-related.
- Do not try to convince the\nemployee to stay with your company. If you want an employee to stay, this\nconversation should have happened at the time of the resignation.
Format for exit\ninterviews
\n\nExit interviews provide a rare\nand valuable opportunity for honest feedback. Other types of feedback for\nexample employee surveys, year-end reviews—are essential, but they can often be\ntempered by the expectations or influence of co-workers, supervisors, and\nmanagers. Employees want to provide an honest accounting of their experiences\nand challenges, but competing priorities, like making a positive impression or\nmaintaining workplace relationships, can influence the type of information they\nshare. By using a variety of approaches\nwhen conducting the exit interview, you can be assured of receiving adequate\nfeedback on your organization and this will guide you on the best interventions\nto make. Below is a template on a format for conducting an exit interview:
\n\n▌Exit Interview - <insert company’s name>
\n\nEmployee Name: <insert name>
\n\nPosition: <insert\nposition>
\n\nDate of interview: <insert exit interview\ndate>
\n\n\n
What are the reasons for leaving?
\n\nSelect one or more:
\n\n\n| \n \n | \n Higher pay \n | \n \n | \n Better benefits\n | \n \n | \n Better career opportunity\n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n Improved work-life balance\n | \n \n | \n Career change\n | \n \n | \n Closer to home\n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n Conflict with other\n employees\n | \n \n | \n Conflict with managers\n | \n \n | \n Family and/or personal reasons\n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n Company instability\n | \n \n | \n Other\n | \n \n | \n \n |
| \n \n | \n \n |
- Comments
Please\nrank the following:
\n\n▌The Job\nitself
\n
\n
| \n \n | \n Strongly \n Disagree\n | \n Disagree\n | \n Agree\n | \n Strongly\n Agree\n | ||||||||
| \n \n | \n \n | \n \n | \n \n | \n \n | ||||||||
| \n Job was challenging\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n There were sufficient opportunities for advancement \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Workload was manageable\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n Sufficient resources and staff were available\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n Your colleagues listened and appreciated your\n suggestions \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | |||||||||
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| \n Your skills were effectively used\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n You had access to adequate training and development\n programs \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n |
- What do you think can be improved about the job?
<Insert\nposition and candidate’s name>
\n\n▌Remuneration\n& Benefits
\n\n\n| \n \n | \n Strongly \n Disagree\n | \n Disagree\n | \n Agree\n | \n Strongly\n Agree\n | ||||||||
| \n \n | \n \n | \n \n | \n \n | \n \n | ||||||||
| \n The salary was adequate in relation to\n responsibilities\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | |||||||||
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| \n Wages were paid on time\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Other benefits were good \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n Work-life balance was promoted and practiced\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n The company’s superannuation fund returned good\n results\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n |
- What improvements, other benefits could the company\noffer?
▌The\nCompany
\n\n\n| \n \n | \n Strongly \n Disagree\n | \n Disagree\n | \n Agree\n | \n Strongly\n Agree\n | ||||||||
| \n \n | \n \n | \n \n | \n \n | \n \n | ||||||||
| \n When you started, did the induction help and was it\n accurate\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | |||||||||
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| \n Was a good and positive environment to work in\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Had adequate equipment to do the work\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Got on well with other staff within the company\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n There were sufficient staff to cover the work\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n The company was efficient in its dealings\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Internal communication worked well\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n There was no bullying or harassment \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n There are adequate parking facilities\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n The business did not discriminate against any\n employee\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n |
- What do you think can be improved about the\nDepartment and Company?
<Insert position and candidate’s name>
\n\n▌Supervisor\n/ Line Manager
\n\n\n| \n \n | \n Strongly \n Disagree\n | \n Disagree\n | \n Agree\n | \n Strongly Agree\n | ||||||||
| \n \n | \n \n | \n \n | \n \n | \n \n | ||||||||
| \n Had sufficient knowledge of the job\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Is experienced in supervision\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Was open to suggestions\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Recognize and acknowledged achievements\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Acknowledged employees contributions\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Offered and promoted ways to develop\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Provided constructive feedback\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Clearly communicated management decisions and how\n they would affect your work\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Maintained a professional relationship with you\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
- What are your suggestions or improvements to your\nSupervisor?
▌Management
\n\n\n| \n \n | \n Strongly \n Disagree\n | \n Disagree\n | \n Agree\n | \n Strongly\n Agree\n | ||||||||
| \n \n | \n \n | \n \n | \n \n | \n \n | ||||||||
| \n Gave fair and equal treatment\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Was available to discuss job-related issues\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Encouraged feedback and suggestions\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Maintained consistent policies and practices\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Provided recognition for achievements\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
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| \n Gave opportunities to develop \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n Provided constructive feedback\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n Clearly communicated decisions and how they would affect\n your work\n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n | \n \n |
| \n \n | \n \n | \n \n | \n \n |
- What are your suggestions or improvements to\nManagement?
Exit interviews\nbest practice
\n\nIt can be tough to know exactly\nhow to conduct an exit interview. Each organization and each employee is\ndifferent, however, there are some exit interview best practices that can apply\nacross the board to ensure a successful interview:
\n\n- Schedule the meeting and communicate the purpose
An employee's last day is\ntypically the best time to conduct an exit interview. It might even be a good\nidea to have it be the very last thing they do before heading on to their next\nadventure. It should be scheduled well ahead of the last day so your employee\ncan be prepared. You should also provide an explanation or agenda of exactly\nwhat you'll be discussing so that departing employees know you understand the\nimportance of exit interviews. You'll also enable them to provide more\nthoughtful answers to your questions by giving them time to think through what\nyou'll be talking about.
\n\n- Encourage openness by reinforcing\nconfidentiality
Even though they’re leaving, your\nemployee will likely find comfort in confidentiality. Of course, they’ll want\nyou to address their feedback, but you must find a way to do so without outing\nthem. After all, employees occasionally return, often work with past colleagues\nin future opportunities, and may even ask for a recommendation from a\nsupervisor at your organization. They should feel confident in providing\nfeedback without jeopardizing anything in the future.
\n\n- Express excitement and support\nfor their new opportunity
It is not always the best\nscenario when top performers leave, but if you genuinely care about employees,\nyou should be excited that they’re taking on new challenges. Where appropriate,\nexpress how much you and the company appreciate their contributions and how\nexcited you are for their new journey.
\n\n- Implement the feedback
This is perhaps the most\nimportant tip of all. The information you gather in exit interviews will not do\nyou any good if you don’t do anything with it. Take advantage of the full value\nof exit interviews by carefully recording and implementing the feedback. Of\ncourse, not all feedback will require action, sometimes situations are isolated\nor departing employees simply vent frustrations, but when you notice patterns\nor large issues, create a plan to start taking action immediately.
\n\nLindah Mavengere is a Business\nConsultant at Industrial Psychology Consultants (Pvt) Ltd, a business\nmanagement and human resources consulting firm.
\n\nLinkedIn: https://www.linkedin.com/in/lindah-mavengere-552b32b2/
\n\nPhone: +263 242 481946-48/481950
\n\nMobile: +263 717 988 319
\n\nEmail: lindah@ipcconsultants.com
\n\nMain Website: www.ipcconsultants.com
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