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Exit Interview – What Is It And How Does Your Company Do It?

An exit interview is intended to provide you with a deeper knowledge of your employee's experience with your organization as well as the reasons for their departure. It's an opportunity for the employee to share their thoughts and concerns honestly, which results in crucial feedback for you. You may utilize the knowledge they offer to make other employees happier and more productive. It's an unpleasant talk, but it's an excellent opportunity to uncover and correct flaws in your present methods. So don't pass up this opportunity.

Unfortunately, HR frequently merely gives the departure interview a perfunctory nod. Because the employee is departing, you will prioritize their pleasure above their views. However, it is this mentality that makes employees feel as if their voice is unimportant - and remember, this is the enduring impression they will have of your organization.

When done correctly, departure interviews increase employee engagement, retention rates, and overall business reputation. That is, provided you take action on the input you get! Because the recruitment process is time-consuming and costly, you cannot afford to wait until staff departs to learn about their problems. We have all the tips you need to master the lucrative exit interview process.

1. What is an Exit Interview?

An exit interview is a conversation in which a departing employee and their employer exchange information, generally on the employee's last day of work. Typically, the departure interview allows the employee to explain their reasons for leaving as well as offer feedback on their time working for the firm.

Exit interview definition
Figure 1. Exit interview definition

This discussion might take the form of a face-to-face interview between the employee and a management or HR representative, or it could simply be a survey that the employee fills out and submits. We propose the first choice for the most successful communication.

Exit interviews are not mandated by law, and some companies choose not to do them. An employer cannot force an outgoing employee to do an exit interview unless the employee signed an employment contract stating otherwise.

2. Benefits of effective exit interviews

Exit interviews may also be used to determine if an employee is leaving to work for another company, allowing organizations to adjust their HR strategy to target, attract, and retain top talent. Employers utilize the information gleaned from departure interviews to save money by determining what should be improved, modified, or maintained at both the organizational and departmental levels.

Exit interviews may help a company decrease costly turnover while increasing employee productivity and engagement.

During the separation stage of the employee life cycle (ELC), an exit interview is done. This stage, the final of the ELC, lasts from the time an employee is disengaged until the day they leave. The administration of the departure interview during this time is critical since sentiments are on everyone's mind. A departing process enables the employer and employee to appropriately terminate the relationship, ensuring that:

  • Organizational materials are gathered

  • Administrative processes are completed.

  • Knowledge transmission and handover occur.

  • Exit interviews are used to collect comments and insights, and other loose ends are tied.

Traditionally, this "separation" was a time-consuming procedure, but automated departure interviews are quick and easy to perform, do not require both responders to be in the same place at the same time, and allow an HR representative to reach several, geographically distributed employees at the same time.

Historically, little was done with data from departure interviews. However, measurements, standards, and best practices are now available to assist organizations in interpreting and using data for proactive organizational retention strategies. Web-based exit interview tools improve and streamline the employee separation process, making it easier to identify separation and retention patterns. Gathering meaningful data may boost organizational performance, resulting in high-performing organizations. Furthermore, they can help an organization evaluate variations in patterns over time, allowing for the evaluation of HR policies.

3. When should exit interviews be conducted?

A week in advance, a departure interview should be organized and done on the last day of work.

It might be useful to include a survey or a list of questions that will be asked during the interview when scheduling. This allows the employee to collect their thoughts, plan what they want to say and feel more comfortable speaking out. Furthermore, it gives the interviewer a preview of the employee's input, allowing the session to be better led and more effective.

Unfortunately, during interviews, various problems might be disclosed that, if known earlier, could have been handled and resolved far before the employee opted to leave. Employee retention requires open and regular communication between the employee and HR during the job.

4. Some tips for mastering the art of exit interview

Here are interview tips that you need to focus on below

4.1. Plan the meeting

Instead of giving your staff a survey, you have to pick a direct meeting with their exit interview. It can lead to an effective or authentic conversation. If you like writing the feedback, you could usually require them to complete the form before or after this meeting.

Plan the meeting
Figure 2. Plan the meeting

While you get the staff’s official leaving date, please plan the interview throughout their employment’s recent week. Besides, provide them with a high warning of what the exit interview can include so that they understand what to hope for or could collect their initiatives.

Particularly, when more unusual, you might hold the exit interview for some weeks after the staff has begun their incoming job. They might be candid since they will not be based on you within the referral. The additional breathing space can even provide them with a lot of time to return, creating some feedback even more precious.

4.2. Make an authentic environment

Although the staff is leaving your plant, they might be afraid of retaliation around the worse reference’s form. Thus, it is not a great initiative for the staff’s line boss or somebody else they have particularly worked with to host the exit interview.

You must make a safe or authentic environment for the interview to be carried out. Otherwise, you can risk the staff not voicing what they particularly need to express. Another member of the Human Resources function can host the interview or keep the meeting private from themselves to the staff to keep far away from the outdoor impact.

While bosses get used to reflecting their perspective, that is a rarity for other staff. Offer them a means of external communication or specifically, they can grab their opportunity to create a distinction. It is a straightforward exercise but might take drastic outcomes for the other employees.

Create a positive work environment
Figure 3. Create a positive work environment

4.3. Understand what you should ask

You need the conversation to express yourself comfortably, but there are some queries you will want to ask during the exit interview. That is why it is crucial to get typical questions’ set that you ask to evaluate answers or determine emerging trends. Those might consist of like

– If you can alter three items, what will they be?

– What advice would you offer to the following individual with your job?

On top of it, it is useful to prepare for other related questions that can invite the staff to offer some complicated answers. You can leave a lot of time for them to clarify their initiative processes. Their private examples of barriers might be beneficial for optimizing the outcomes of the exit job interview.

In addition to that, there will be specific zones in which you want some feedback. Next, the management styles around the office can receive some criticism, or perhaps your organization’s culture is lacking. You need to take notes to execute those matters with your staff.

4.4. Processing the feedback

During the exit interview, you can take some notes of the feedback which you are provided. Next, this chance might not rise so early. On the other hand, you should consolidate the information and make sure you know where the distinctions or similarities are for each staff. Even if you could not spot the pattern within the feedback, each exit interview can assist you in looking for chances with more enhancements.

Apart from it, if you chase up the trend, please do not sit on the precious information. Whether you use the spreadsheet to monitor some alterations or straightforwardly write down a list.

For instance, if you begin listening to bad reports about a single member of the employee, you might want to share critical points from the meeting with their boss. That is when you need to stay away from losing some staff.

Receive and process feedback
Figure 4. Receive and process feedback

4.5. Take detailed notes

Take thorough notes on what the employee says when they are sharing with you and answering the interview questions. Don't feel obligated to answer everything they say; instead, listen more than you speak and take as many notes as you can.

The purpose here is to learn as much as possible about the employee's experience and journey at the business and to document the results as thoroughly as possible.

Conclusion

We believe that you can deal with the exit interviews so easily in the future. Last but not least, leave your comments below if needed. Thank you.

Source: Internet

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