Exit Interviews Doing Them Correctly; Making Them Useful
By Cindi Kiner, SPHR
In the current economic climate, conducting exit interviews with departing employees may not seem to be a priority, but the data gathered now is just as relevant as at any other time. Although many employers choose to only collect exit data from employees who leave voluntarily, some useful information can come from employees who are being downsized or laid off. Carefully considering exit data and putting it to good use now can position an organization so that it is stronger when the economy rebounds.
Employers often assume that they know the reason an employee is leaving the company. They may assume an employee is leaving for a better opportunity, when the real reason is that the employee never felt like part of the team. Employers generally think employees leave because of salary or benefits, but more often the reasons involve interpersonal relationships. The answers provided about an employee’s experience with the company can be very surprising and revealing, and can provide an excellent opportunity for an organization to make needed changes.
Exit interviews serve a dual purpose. The more obvious purpose is to learn where the company can improve its working conditions and performance. Departing employees can often provide a unique perspective on this since they don’t have to fear immediate repercussions. It is very important to assure an employee that the information he provides will be confidential (within limits) and will not affect his paycheck, references or his eligibility for COBRA or unemployment. The less obvious purpose of an exit interview is to protect the company from costly litigation in the future by a disgruntled employee. Any remarks that indicate discrimination, illegal activity or harassment must be documented and investigated, and proper action must be taken immediately.
Choice of methods
Employers have several options regarding the way in which they gather exit data. Most employers use face-to-face exit interviews on an employee’s last day of employment, allowing them to probe for deeper responses if an employee’s answer is vague. This time is also used to collect the employee’s keys, identification and other company property.
Other employers use exit surveys that are sent to the former employee in the mail. This method is less emotional, allowing some time to pass after the separation, and perhaps resulting in more honest answers. Still other employers may hire a third-party company to conduct a telephone survey after the fact, ensuring confidentiality. There are pros and cons to each method, but however the information is gathered, it should be systematic and consistent so that the responses can be compiled into a format that is easy to communicate to upper management. Information gained during the exit process is useless if it is just buried in a file or ignored, and can be damaging if it is mishandled.
The way a company values its employees is reflected in the way the exit process is conducted. If employees have the perception that the company isn’t going to take any action on their suggestions, they will not take the process seriously and may choose not to participate in an exit interview. Chances are, if the company culture has not been one of open communication, employees may wonder why their opinions weren’t asked before they decided to leave. The handling of the exit process can have an effect on the morale of a company’s remaining employees.
Mitigating factors
When evaluating the exit data, employers should take into consideration the attitude of the departing employee. If the employee is truly disgruntled, she may have a personal vendetta against the company or a supervisor and her answers will be skewed to that effect. She may criticize everything from the conference room furniture to the brand of coffee. On the other hand, an employee who is afraid of burning bridges may not give honest answers, hoping to keep the door open in the future. This employee will give great ratings on everything, which also skews the data. However, if there is a recurring pattern of complaints in a certain area or against a particular supervisor or co-worker, it could signal a problem that needs to be fixed.
In summary, although an exit interview or survey may produce some data that is not useful, it is still a necessary part of the exit process. Employers should choose the method that best fits their business model. No matter how the process is conducted, the interviewer should analyze the data and compile the results so that they can be forwarded to upper management for review and possible action. How the company acts on the information it receives can have an impact upon the morale of its employees and its future operations.
Author: Cindi Kiner, SPHR, is president of The HR Connection, LLC, based in Greenfield. She can be contacted at (317) 326-1945 or www.thehr-connection.com
Exit Interviews