Exit interview

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Exit interview

  1. 1. EXIT INTERVIEW OPPORTUNITY TO EXPLORE REASONS AS TO WHY EMPLOYEES LEAVING THE ORGANIZATION
  2. 2. INTRODUCTION  Exit interview exit interview is a conversation between a departing employee and a representative of the organization (either the functional head of the employee, peer or someone from HR department).  A formal interview with the departing executive with the sole purpose of identifying factors making him leave.  Structured, purposeful and open discussion.  An hour. On day of handing over charge.
  3. 3. WHY EMPLOYEES LEAVE  Weaker / undefined career path  Lack of recognition  Low morale  Change of personal goals  Ineffective reward systems  Feeling of boredom  Lack of challenges  Work life imbalance  Stressful work environment  Culture of not taking the accountability  Less overall communication between people  Too much Internal politics  Company culture mismatch with individual’s values  Lack of growth opportunities & learning opportunities  Lack of coaching, training and mentoring  Lack of motivation  Lack of trust and confidence in the boss / management  Sore relationship with team members
  4. 4. WHY TO CONDUCT EXIT INTERVIEW?  Employees who voluntarily leave the organization are sources of valuable information who can give honest feedback about the organization.  An eye - opener and a significant review to see how the company is doing.  To find out if there is any workplace hostility and/or harassment concerns.  Reduce Employee Turnover and Improve Retention.  Yields crucial information about the pulse of the organization  What aspects of the organization needs improvement in order to increase employee engagement, performance, and loyalty.  Allows unconstrained feedback on working conditions.  Knowing the reason or reasons why your employees leave will assist in identifying your organization’s weaknesses.  Will help efforts in the direction of job design, adequacy of training, salary structure, etc.  Comparison of strategies/conditions prevailing outside as compared to ours.  Sets a culture to establish a link with departing employee.
  5. 5. DIFFERENT METHODS – PROS AND CONS  In - Person Exit Interviews – With in-person exit interviews an HR representative meets individually with each terminating employee.  Pros  Gives a personal touch to each employee  Can probe for more information on each question  Cons  Employees may be afraid to share sensitive or negative information during an in- person interview  For larger companies, it may be too time consuming to interview every employee  It’s difficult to track information received verbally during an interview  Telephone Exit Interview – Conducted over the telephone by an HR Representative or an outside third party consultant.  Pros  Can probe for more information on each question  Can enter data into a tracking system while conducting the interview  Easier to schedule than in-person interviews  Cons  Time consuming if done in-house by an HR Representative  Expensive if done with an outside consultant  Employees often reluctant to verbally share sensitive or negative information
  6. 6.  Paper and Pencil Exit Interviews – Paper and Pencil Exit Interviews are usually conducted by a form that is given to the employee on their last day or mailed to the employee’s home.  Pros  Takes less time to provide a form compared with conducting an in person or phone interview  Employees can share information on paper that they may be reluctant to say in person  Cons  Return rates for exit interview forms average just 30-35%  Difficult and time consuming to compile and track the data from paper and pencil forms  Online Exit Interview  Pros  Employee self-service so easy for HR to administer  Employees comfortable sharing information by computer so more honest responses  Information automatically compiles and tracked  Reports available at a click of a button  Participation rates double that for paper and pencil exit interview Contd….
  7. 7. PRESENT METHOD – AREAS OF IMPROVEMENT  Using mixed strategy – In-Person & Paper and Pencil Exit Interview.  Structured and well defined format  Open ended questions discussion  To make the process more effective:  Involvement of TL to get exit feedback  Discussion between HR and the leaving employee  Detailed discussion on exit interview feedback so as to improvise
  8. 8. EXIT INTERVIEW QUESTIONS  Why have you decided to leave the organization?  Did any specific reason trigger your decision to leave?  What has been good/enjoyable/satisfying for you in your time with us?  What has been frustrating/difficult/upsetting to you in your time with us?  How do you generally feel about this company?  What did you like most about this company?  What did you like least about this company?  Did your job duties turn out to be as you expected?  Did you receive enough training to do your job effectively?  Did you receive adequate support to do your job?  Did you receive sufficient feedback about your performance?  Did this company help you to fulfill your career goals?  What would you improve to make our workplace better?  Based on your experience with us, what do you think it takes to succeed at this company?  Would you consider working again for this company in the future?  Would you recommend working for this company to your family and friends?  What does your new company offer that this company doesn't?  Can we be of any particular help to you in this move/deciding what to do next (we can't promise anything obviously)?  What could you say about communications and relations between departments, and how these could be improved?  What examples of ridiculous waste (material or effort), pointless reports, meetings, bureaucracy, etc., Could you point to?  What specific suggestions would you have for how the organization could manage this situation/these issues better in future?
  9. 9. WHO SHOULD CONDUCT THE INTERVIEW?  HR department normally conducts the exit interview.  Over the last few years, the use of third-party vendors to conduct exit interviews has increased sharply.  Vendors are professionals and employees may be more candid with independent interviewers.  To get the most out of your exit interviews, choose interviewers who are:  Perceived by the departing employee as someone with integrity who will take the employee’s input seriously and maintain confidentiality.  Properly trained and skilled in building rapport, asking probing questions while keeping the employee at ease, and handling negative or emotional employees.
  10. 10. WHO SHOULD BE INTERVIEWED?  All voluntarily separating employees should be offered an exit interview.  Depending on the purpose and goals, interviewing employees who are transferring between departments or locations, retiring, or ending a contracted job or fired may also be considered.
  11. 11. WHEN IS THE BEST TIME TO CONDUCT THE INTERVIEW?  Many organizations conduct the exit interview a day or two before the employee’s last day of working, but others interview employees a few weeks after they leave.  Some points needs to be taken into consideration are:  Are employees more likely to participate before or after they’ve left?  How will employees’ emotions differ before and after leaving?  When are employees likely to provide the most candid and useful feedback?  Do we want to combine the interview with other activities, such as handing over charge.
  12. 12. FOLLOW UP  Do not merely file the exit interview form in the personal record of the employee; The entire exercise will be futile if the answers of the separating employee are just filed.  Collate the information and understand why employees are leaving the organization.  Validate findings with matching responses from within.  Help change the internal policies and practices accordingly; effects should be visible to existing staff.  When initiatives to improve are not visible, future exercises would have little to learn from & treated as one more formality.  Majority of reasons provided at the time of exit interview were voluntary & unavoidable, but after the follow-up stage it is found that most of the reasons were voluntary & avoidable.  A systematic approach should be developed in determining the actual reasons for the employees departure.
  13. 13. CONDUCTING A SUCCESSFUL EXIT INTERVIEW  Be professional  Positive experience  Deal with facts not with opinions  End the meeting with a positive tone and if appropriate, ask employee to recommend people to be hired.  Prepare checklist covering all details.  90% listening, 10% talking.  Listen to feelings. Tactfully probe sensitive topics.  Convincing the employee to change his mind.  Avoid counseling the employee about his career options/future .  Insist on honesty. Hierarchies need not be respected.  Be open to adverse criticism.  Assure Confidentiality.
  14. 14. ALTERNATIVE TO EXIT INTERVIEW – STAY INTERVIEW  Based on the ‘Hawthorne Effect’, which states that people who are given attention are a motivated lot. The employee needs to be heard since they feel good about being heard.  Stay interviews focus on what is going right, rather than what went wrong.  Preventive tool in employee retention strategy  Firms can use stay interviews for those in key positions, for targeted "at risk" individuals or do a random sample.  Exit interviews find out why employees leave, while stay interviews focus on what makes employees stay with the company  Exit Interview is - Diagnosis & Drugs whereas Stay interview is - Exercise & Eat healthy.  Informal and unstructured  Conducted periodically (mostly – 6 months) by the immediate supervisor, HR as key partners and facilitators in the process.
  15. 15. CONCLUSION o While exit interviews are largely a reactive process, still relevant. o The simple way is trust; Win employees confidence and seal your organization exit. o Exit interviews if conducted with a purpose can prove to be an excellent tool for measuring inadequacies in management policies. o It is valuable only if used to make positive changes in the organization. * Exit and Stay Interview serve different yet complementary purposes, with latter proactively focusing on the individual and staff retention & exit interviews focusing on the organization and the issues causing staff turnover.
  16. 16. THANK YOU

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