TAPPING HIDDEN
VALUE
IN EXIT INTERVIEWS
Many employers ignore the opportunity that exit interviews offer,
given the potentially subjective and 'fuzzy' nature of the results; the time
involved; and the unspoken corporate urge to avoid exposure to criticism.
The primary aim of the exit interview is to learn reasons for the
person's departure, on the basis that any honest feedback (sweet or sour) is a
helpful driver for organizational improvement. Exit interviews are also an
opportunity for the organization to enable transfer of knowledge and experience
from the departing employee to a successor or replacement, or even to brief a
team on current projects, issues and contacts. In leaving an organisation,
departing employees are liberated, and as such provide a richer source of
objective feedback than employed staff do when responding to normal staff
attitude surveys. Exit interviews provide direct indications as to how to
improve staff retention…hence it is a important tool in the talent management
game.
· Exit interviews are seen by
existing employees as a sign of positive culture. They are regarded as caring
and compassionate - a sign that the organisation is big enough to expose itself
to criticism. From the departing employee interviewee perspective, an exit
interview is a chance to to leave on a positive note… shake hands and leave
friends, not enemies. In certain situations (where appropriate) the exit
interview also provides a last chance to change a person's mind, although this
should not be the main aim of the exit interview situation.
Exit interviews are best conducted face-to-face because this
enables better communication, understanding, interpretation etc., and it
provides far better opportunity to probe and get to the root of sensitive or
reluctant feelings. However, postal or electronic questionnaires are better
than nothing, if face-to-face exit interviews are not possible for whatever
reason In some cases perhaps a particularly shy employee may prefer to give
their feedback in a questionnaire form, in which case this is fine, but where
possible, face-to-face is best.Ideally the organization should have a
documented policy stating how exit interviews happen, when, and by whom.
TECHNIQUES OF A GOOD
EXIT INTERVIEW
Obviously the style of exit interview is different for someone who
is being asked to leave, retiring, being made redundant, dismissed, or leaving
under a cloud, compared to an employee leaving whom the organization would
prefer to retain. However everyone who leaves should be given the opportunity
of an exit interview, and the organization can learn something from every
situation.
· In terms of managing the
interview, listen rather than talk. Give the interviewee time and space to
answer. Coax and reassure where appropriate, rather than pressurize. Interpret,
reflect and understand (you can understand someone without necessarily
agreeing). Keep calm, resist the urge to defend or argue - your aim is to
elicit views, feedback, answers, not to lecture or admonish.
· Ask open 'what/how/why'
questions, not 'closed' yes/no questions, unless you require specific
confirmation about a point. 'When' and 'where' are also more specific
qualifying questions, unless of course they are used in a general context
rather than specific time or geographic sense. 'Who' should be used with care
to avoid witch-hunts or defamatory risks (moreover many exit interviewees will
be uncomfortable if asked to name people or allocate personal blame - exit
interviews are not about 'blame', the allocation of which is not constructive
and should be avoided for anything other than very serious complaints or
accusations, which must then be suitably referred as follow-up would be beyond
the normal exit interview remit.
· In face-to-face interviews
particularly, use the word 'why' if you want to probe, especially if the first
answer is vague or superficial. Questions beginning with 'what' and 'how' are
better for getting people to think and convey to you properly and honestly
about their views.
· Prepare your exit interview
questions and topics that you'd like to explore, especially when you believe
that the interviewee has good experience, appreciation and understanding. Take
notes and/or use a prepared questionnaire form.
· Remember simple planning
aspects such as arranging a suitable time and place, avoiding interruptions,
taking notes, preparing questions, being aware of the body-language and
feelings of the interviewee and adjusting your own approach accordingly, etc.
· When the interview is
complete say thanks and wish the interviewee well. If there is some specific
checking or follow-up to do then ensure you do it and report back accordingly.
· After the interview look at
the answers and think properly - detached and objective - about what their
meaning and implications.
· Take action as necessary,
depending on your processes for analysing and reporting exit interview
feedback. If there's an urgent issue, or the person wants to stay and you want
to keep them, then act immediately or the opportunity will be lost.
20 EXIT INTERVIEW QUESTIONS
Pick the questions that are most relevant to the leaving
circumstances, the interviewee and your organization situation.
1. What was your chief reason for leaving?
2. What could have been done early on to prevent the situation
developing/provide a basis for you to stay with us? How would you have preferred the situation(s) to
have been handled?
3. What opportunities can you see might have existed for the
situation/problems to have been averted/dealt with satisfactorily?
4. What specific suggestions would you have for how the organization
could manage this situation/these issues better in future?
5. What has been good/enjoyable/satisfying for you in your time with
us?
6. What has been frustrating/difficult/upsetting to you in your time
with us?
7. What could you have done better or more for us had we given you
the opportunity?
8. What extra responsibility would you have welcomed that you were
not given?
9. How could the organization have enabled you to make fuller use of
your capabilities and potential?
10. How would you describe the culture of the organization? And the
behavior and cooperation of your team members?
11. What is the gap in your expectations from the time you
joined to today?
12. What can you say about the way your performance was measured, and
the feedback to you of your performance results?
13. What can you say about the way you were managed and motivated ?...
On a day to day basis?....... And on a month to month basis?
14. What things did the organization or management do to make your job
more difficult/frustrating/non-productive?
15. What prevented you from having a long tenure and developing
career with us?
16. What can the organization do to retain its best people (and not
lose any more like you)?
17. Have you anything to say about your treatment from a
discrimination or harassment perspective?
18. Would you consider working again for us if the situation were
right?
19. What, is your new venture offering that we are not?
20. (If appropriate:) Could you be persuaded to
renegotiate/stay/discuss the possibility of staying?
CONCLUSION:
For many organizations, exit interviews provide a major untapped
source of 'high-yield' development ideas and opportunities. Actions resulting
from exit interview feedback analysis, in any size or type of organization,
fall into two categories:
· REMEDIAL AND PREVENTATIVE, for example improving health and safety issues, stress,
harassment, discrimination., etc.
· STRATEGIC IMPROVEMENT
OPPORTUNITIES, for example improved
induction, management or supervisory training, empowerment or team building
initiatives, process improvement, wastage and efficiencies improvements,
customer service initiatives, etc.
The head of HR or Personnel would normally be responsible for
raising these issues with the board or CEO, and the conversion of exit
interview feedback into action is a critical factor in justifying … I am trying
to build a directory of best practices in Exit Interviewing …if you have some
good ideas please share with me.
Best of luck
Dr Wilfred Monteiro
