Who are the three people who have made the most positive impact on you and your career here at the company? Of course, if the employee mentions hostility or harassment issues during an exit interview, you need follow your standard HR investigation procedures and address it as you normally would address any complaint.
Exit Interviews should focus on the company, and the information you gather should be helpful, constructive feedback that you can use to move the company, employees and processes forward.
These conversations also give employees an opportunity to provide their opinions and share what led to their decision to leave. However, you need to be careful not to encourage negativity in any of the following ways:. Although he or she may have negative things to say about certain people, you should listen without agreeing or disagreeing with his or her point. In my opinion, if you really want an employee to stay, this conversation should have happened at the time of the resignation.
Nearly every exit interview should help you identify opportunities for improvement within the company.
Look for patterns in feedback from outgoing employees to identify possible organizational issues. It may be helpful to put your notes into a spreadsheet so you can quickly scan the information and find similar comments.
If you do notice a trend, take it to the leadership team and suggest some actions that can be taken to avoid losing additional employees. Learn how Insperity can help your business. This field is for validation purposes and should be left unchanged. Discover how we can improve your business. Is a great one to help nurture that relationship in a new phase, as people are rarely offered anything from their old company when they leave.
Your email address will not be published. Learn more. Someone put in their resignation notice. Hoo boy. Know the purpose — for yourself, and for your company. Set it up right: Ahead of time and with clarity. Hold the exit interview one-on-one. Pick a person who will be most fair and effective to conduct it. Give it 30 or 90 days to get an honest perspective. While you were deciding between staying or leaving the company, what were some of the biggest factors you weighed in your decision?
What did you most appreciate while working at the company? What were some of your biggest points of frustration while you were at the company? Also, these managers are in a position to follow up immediately and effectively. Their participation signals that the company cares about the opinions of departing employees. If your company institutes a second interview post-departure, consider hiring a consultant to conduct it. An external consultant typically has several advantages over an internal interviewer, including expertise in exit interviewing and a complete lack of bias, so he or she is more likely to produce reliable data.
Some organizations interview everyone who leaves, and some interview only professional employees, executives, or high potentials. We recommend making EIs mandatory for at least some employees, because research has shown that doing so increases the odds that some specific action will be taken. Furthermore, high potentials are generally knowledgeable about the company and also likely to know more about competitors, because they are often recruitment targets.
When exit interviews are mandatory, the probability that they will lead to specific action generally increases. But our results varied significantly by geography, industry, and size. Mandatory EIs lead to specific action more often in the United States than elsewhere. As for industry variation, even though professional services firms, for example, are the least likely to have formal exit interview programs, they are the most likely to take specific action as a result of them. Small organizations are highly likely to follow up if they use questionnaires, but large ones are not.
When leaders understand how the effectiveness of EI design factors can vary according to these three characteristics, they can customize their programs to be as productive as possible. Some experts argue that the most productive moment to conduct the initial EI is halfway between the announcement of an intention to leave and the actual departure—after the initial rush of emotion has died down, but before the employee has checked out mentally.
Another effective approach is to wait until after the employee has left the company. They normally tell us very honestly why, and often we respond with programs to work on the problems.
Most exit interviews are conducted long after an employee has disengaged. Recommendations about the optimal length of an EI vary. Some executives believe it should be kept to an hour, with the option of continuing should the conversation merit it.
Others recommend up to 90 minutes. You may want to let departing employees choose the setting and timing of their exit interviews. Should you conduct one, two, or three exit interviews? Companies can get rich feedback by scheduling several interactions—an interview, a survey, a phone call—before and after an employee departs. Many experts advocate conducting one interview while the employee is still there and one a few months after departure as an effective way of getting forthright responses.
And every employee who had initially failed to cite causes for leaving mentioned specific reasons on the questionnaire. Many company managers feel that three to six months between the initial interview and a follow-up is optimal. Most experts believe that a face-to-face interview is the best way to create rapport, though some consider telephone interviews just as effective.
Scholars who have found that telephone interviewing may elicit greater honesty than face-to-face meetings argue that the additional cost of in-person interviews is not justified.
We generally prefer face-to-face interviews for the most valued employees. If the program calls for more than one interview, varied approaches can help elicit candid responses and test for consistency. We believe that telephone interviews and web surveys are typically best used as complements to face-to-face interviews, and that at least one in-person interview is essential to promote long-term ambassadorship.
An unstructured interview can yield unexpected and helpful responses, but it makes consolidating the information more difficult, especially when turnover is heavy. The strength of standardized interview questions is that they make it easier to spot trends.
By combining the two approaches companies can more effectively probe areas of frequent dissatisfaction while also leaving room for unanticipated responses. Interviewers should be trained to listen more than they talk and to avoid displays of authority. Why are you choosing to leave our organization? What are your thoughts about working here? What is the company doing right? What do you feel the company is doing poorly? How can we improve as an organization? Do you have any specific thoughts about your manager or the department you work in?
Are there employees who feel the same as you do? How do the other employees feel about their jobs or the company in general? What are your favorite things about working here? Do you have ideas you wish you would've been able to implement during your time here? What are your favorite things about your direct supervisor?
Would you have any advice for the person we hire for your position? Who are some employees, managers or executives who have made a positive impact on your time here, and why? Is there anything we should do differently during employee orientation? Dos and don'ts of conducting exit interviews. Best practices for exit interviews. Do meet in person. It's best to meet in person when completing an exit interview so the employee knows the importance of the meeting. However, if the employee would feel more comfortable speaking over the phone, you can provide them with that choice.
Do let the employee know why you're doing an exit interview. An employee should know why you're conducting the exit interview so they can answer appropriately and know that their answers can make a difference.
Do ask the same questions of each employee. One reason to ask employees the same questions is to identify patterns. For example, if there are multiple employees who work in the marketing department who leave over the course of a year, you may be able to see if there is a trend that the company or department needs to address. Do let the employee know they don't have to answer everything. The exit interview is the chance for employees to share details about the experience of their employment.
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