Exit interview
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The document outlines Ganesh Turerao's exit interview. It discusses the goals of exit interviews which are to discover the employee's reasons for leaving, give positive attention to departing employees, receive feedback on compensation, working conditions, management and culture, and allow the employee to transfer knowledge. It notes exit interviews should be confidential and can be conducted face-to-face, by phone, or questionnaire. The exit interview participants, procedure, questionnaire topics and conclusion are also outlined.
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Exit interview
Exit interviews provide valuable feedback from departing employees about their reasons for leaving and their experience working at an organization. They can identify factors that negatively impact employee retention like lack of career growth, low morale, and poor work-life balance. Conducting exit interviews, along with follow up analysis and implementing improvements, can help reduce turnover and strengthen employee engagement. While exit interviews traditionally occur at departure, stay interviews conducted periodically with current staff can also provide useful insights for retaining top talent. When used effectively, exit and stay interviews are important tools for organizational learning and improvement.
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This presentation offers key academic research from the April 2016 issue of Harvard Business Review magazine article, Making Exit Interviews Count. It provides crucial insights from research participants and industry thought leaders, including six overall goals that companies should focus on when shaping their exit interview programs. The research information was compiled and presented by Rudy Trebels, President and CEO of Wedgewood Investment Group.
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Employee onboarding is the process to introduce new employee to the organization’s environment and culture. It helps the new employee to adopt the company culture and policies and increase work efficiency and productivity of the employee.
For more information visit https://www.hrhelpboard.com/hr-process/onboarding-process.htm
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The document discusses employee engagement, defining it as the emotional commitment employees feel toward their organization and its goals. Engaged employees care about their work and company. It also discusses the need for engagement, noting research showing engaged employees perform better and are less likely to leave. The document provides suggestions for achieving engagement, such as providing variety, open communication, and celebrating successes. It also discusses measuring and improving engagement over time.
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Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
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Exit interview
Exit interviews provide valuable feedback from departing employees about their reasons for leaving and their experience working at an organization. They can identify factors that negatively impact employee retention like lack of career growth, low morale, and poor work-life balance. Conducting exit interviews, along with follow up analysis and implementing improvements, can help reduce turnover and strengthen employee engagement. While exit interviews traditionally occur at departure, stay interviews conducted periodically with current staff can also provide useful insights for retaining top talent. When used effectively, exit and stay interviews are important tools for organizational learning and improvement.
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In today's presentation we are going to continue our series on how to hire and manage employees, with a look at Exit Interviews and how important they are. So lets get started!
Check out the helpful links located on our full article on the topic here: http://fitsmallbusiness.com/exit-interviews/
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Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
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Facebook: https://www.facebook.com/jumpstarthr
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Informational Interviewing Guide
Benefits of Informational Interviewing:
• Get firsthand, relevant information about the realities of working within a particular field, industry or
position. This kind of information is not always available online.
• Find out about career paths you did not know existed.
• Get tips about how to prepare for and enter a given career.
• Learn what it’s like to work at a specific organization.
• Gain insider knowledge that can help you in writing your resume, interviewing, and more.
• Initiate a professional relationship and expand your network of contacts in a specific career field; meet
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2. Identify people to interview
a. Find people to network with through faculty, advisors, LinkedIn, Pioneer Connect (du.alumnifire.com),
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3. Prepare for the interview
a. Develop a brief introduction of yourself and your hopes for the meeting.
b. Plan open-ended questions to ask.
4. Initiate contact
a. Contact the person by phone, email, or LinkedIn message.
b. Mention how you got his or her name/found their profile.
c. Ask when they have time to talk for a few minutes.
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Sample Telephone/E-Mail/LinkedIn Script for Requesting an Informational Interview:
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5. Conduct the informational interview
a. Dress neatly and appropriately, as you would for a job interview.
b. Arrive on time or a few minutes early.
c. Restate that your objective is to get information and advice, not a job.
d. Give a brief overview of yourself and your education and/or work background.
e. Be prepared to direct the interview, but also let the conversation flow naturally, and encourage the
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This document provides information on human resources recruitment processes. It discusses the need for recruitment when employees leave or are promoted. It outlines the recruitment life cycle and provides tips for writing job descriptions, advertising roles, and structuring interviews to avoid bias. It also discusses the importance of retention and considering elements like job previews as part of a retention strategy. The goal is to have a fair recruitment process that attracts qualified candidates and limits discrimination.
AMPLIFY Recruitment
The document provides tips for effective recruiting that requires least effort and time. It recommends keeping candidate databases updated, conducting career seminars for candidates, maintaining alumni relationships, refining processes based on feedback, and focusing on candidate and company fitment in interviews. Compensation should be considered carefully based on market rates and existing employees to avoid anomalies. The goal is to find the most suitable candidates through a streamlined process.
Hr requirement
HR forecasting attempts to predict future labor supply and demand within an organization. There are three main steps: 1) forecasting labor demand based on organizational strategies and objectives, 2) determining current labor supply through succession planning and employee databases, and 3) identifying expected surpluses or shortages. Recruitment involves attracting job applicants, while selection evaluates candidates to choose the best person for the role. Common selection tools include interviews, tests, and background/reference checks. Careful selection is important for performance, costs, and legal reasons.
Separating and retaining employees HRM
1. The document discusses strategies for reducing employee turnover, including addressing the root causes of involuntary turnover like poor performance or hiring mistakes, and voluntary turnover such as lack of career growth, low pay, or bad managers.
2. It also covers principles for fair employee discipline and separation like having standardized rules and progressive discipline, as well as ensuring outcomes are fair and legal requirements around discrimination and privacy are followed.
3. Several factors can influence job satisfaction, from tasks and roles to relationships with supervisors and pay, and employers should monitor satisfaction through surveys to improve retention and prevent voluntary turnover.
HRM process.pptx
The document discusses the HRM processes of recruitment, selection, and induction. It defines recruitment as searching for prospective job candidates and stimulating them to apply. Selection is the process of choosing the best candidate for a role. Induction, also called orientation, is the process of welcoming new employees and providing them essential information about the organization, their role, and workplace. The document outlines various recruitment methods like campus recruitment, internships, and advertisements. It also describes the selection steps of application screening, interviews, tests, reference checks, and making a final hiring decision. The objectives and types of induction processes are explained as well.
Basics learing- administrator.pptx
The document discusses various aspects of human resource management including objectives, planning, recruitment, selection, orientation, training, promotion, deployment and superannuation. It defines key terms and describes processes. The objectives of HRM are to utilize human resources effectively, increase employee satisfaction and foster a sense of belongingness. Recruitment aims to attract qualified candidates while selection involves choosing the best applicants. Training enhances employee skills and productivity. Promotion and deployment aim to reward and motivate employees. Superannuation refers to retirement savings and pensions.
Interviewing job applicants - interpersonal Skills
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HRM-1.pdf
The document discusses key aspects of human resource management including its purpose, scope, and processes. The central purpose of HRM is to recruit, train, and develop employees in a productive manner to help the organization achieve its objectives. Key HRM processes discussed are recruitment and selection, employment contracts, training and developing employees, performance appraisal, discipline and dismissal, and ensuring employee welfare. The document also covers diversity and work-life balance policies.
Employee turnover and maximizing staff retention
Partings between organizations and employees consist of retirements, deaths, interagency transfers, and resignations.
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Exit interview
- 2. Introduction • An Exit Interview is a powerful tool that allows organizations to gain an understanding as to why people leave . • Exit Interviews capture ideas for improvement while promoting positive interaction with departing employees. Analysis of results and related statistical reports created from exit interviews provide opportunities for the organization to develop actions that can encourage reduction in turnover rates, improve employee morale, and encourage a possible future return.
- 3. Goals • Discover the employees reason for leaving • Give positive attention to the departing employees in order to alleviate possible frustrations and/or negative attitude toward the organization • Allow departing employees to have a voice about what their work experience was like • Receive valuable feedback from departing employees about compensation, working conditions, management, and the culture of the organization
- 4. • Explore areas of the departing employee’s most serious concerns, and record details of what they enjoyed most • Departing employees have an opportunity to transfer knowledge and experience to a successor or replacement; may also brief a team on current projects, issues and contacts • Chance for departing employees to give constructive feedback, and to leave on a positive note, with good relations and mutual respect
- 5. Confidentiality • It should be made clear to the departing employee that the information provided through the exit interview will be confidential. Such information will be used in summary format and shared with supervisors and other need-to-know individuals in order to address retention issues, employee morale, and alleged allegations of illegal practices.
- 6. types • Face-to-face, over the • Telephone • Using a written questionnaire • Via the Internet • In a knowledge-focused exit interview, a face- to-face interview is needed.
- 7. Exit Interview Participants • Employees with a temporary contract, terminated employees, and employees who are retiring will also be afforded this opportunity. • The exit interview is voluntary. • Preference is for the interview to be conducted by the HR Manager or designee. The departing employee should feel that the information they are sharing will be received in an unbiased fashion, and be fairly represented.
- 8. Procedure • HR receives notice of an employment termination through the personnel ticket system, submitted by the supervisor. Supervisor should ask employee to choose a method in which they would like to complete the Exit Interview (online (preferred), paper copy, phone, face to face or decline exit interview). Within the first week of receiving this notice, and before the employee’s last day, HR will contact the employee to arrange for the survey to be completed.
- 9. Exit Interview Questionnaire • Name: • Gender: • Nationality: • Position: • Level: • Type of contract: • Start and Finish Date:
- 10. What Next? • What are you going to do? • If employment, who will be your new employer? • If employment, what sort of job and at what level? • If employment, what attracted you to your new job? • If employment, how will your new job differ from your current one?
- 11. About the Unit • Do you feel the description of your job in the engagement process was accurate? • Were the purpose and expected results of your position clear throughout your work in the unit? • Could your qualifications, experience, and skills have been used to better advantage? • Do you feel you received appropriate support to enable you to do your job? • Was the training you received in the unit adequate to enable you to accomplish your job?
- 12. • Are there further training opportunities you think the unit should be offering? • What did you see as your promotion and career prospects in the unit? • How might those prospects have been improved? • How was your working environment generally? • Can you list the three most important things that should be done to make the unit more effective in terms of influencing decisions in the organization? • Signed: Date:
- 13. Conclusion • It helps the org. to identify threats into org. regarding Human Resource. • It gives statistical data. • It helps to minimize the wrong perception.
- 15. Thank you!