Exit interviews: Unlocking valuable insights for employee retention

When an employee leaves a company, finding someone to fill the position becomes a priority. The organization, after all, wants to move forward and maintain productivity. Devoting energy to finding a replacement seems smarter than “wasting” time on a departing employee.

Failure to conduct an exit interview, however, squanders a golden opportunity. Knowledge obtained during the exit interview provides valuable insights about the employee experience in your work environment. You can use constructive feedback from former employees to improve management styles, work-life balance, and company culture. Ultimately, their thoughts may lead to changes that benefit future employees – and your organization’s employee retention rate.

Exit interviews 101

An exit interview is a structured conversation between a person leaving a job and their soon-to-be former employer. Let’s explore the basics of Who, What, Where, When, Why, and How:

Who

Typically, an HR professional conducts employee exit interviews. This professional usually follows a template that guides what questions to ask. This standard format ensures equal treatment of departing employees. Consistency also makes it easier to look for recurring answers (more on the importance of trends later).

Before the exit interview, the interviewer should review the interviewee’s job description. Knowing a bit about the individual’s role at the company helps the conversation flow.

Obtaining honest feedback is a central goal of exit interviews. A neutral interviewer raises the odds of receiving such information, making an HR rep a good choice. Employing the services of an external company is another option organizations choose.

At some workplaces, the leaving employee’s second-line supervisor (the direct manager’s boss) conducts the exit interview. An advantage here is that this leader is familiar with department operations. They also are in an excellent position to follow up on things mentioned.

Letting someone’s immediate manager do the interview, however, poses problems. Interviewees clam up. They fear truthful answers could hurt feelings, jeopardize a reference, or get back to co-workers.

In all cases, limit the number of attendees. A single interviewer is sufficient. An effective exit interview should not feel like a grand inquisition!

What

Exit interview content varies by employer. Think about what you would genuinely like to learn from team members who are off to a new role. Possible exit interview questions might include:

• Why are you leaving your current position?
• What factors led you to look for a new opportunity?
• How much did work-life balance (compensation, relations with colleagues, advancement opportunities, etc.) affect your decision?
• What did you dislike most about your position here?
• Which aspects of your role provided the greatest job satisfaction?
• What does the company do particularly well?
• Did you feel valued during your time here? Why or why not?
• What suggestions do you have for improving (company culture, operations, etc.)?
• Which specific skills and qualifications would benefit the person we hire as your replacement?
• What actions could the organization have taken to encourage you to stay?

Analyzing and utilizing exit interview data

Collecting answers to these questions is just the beginning. However, what you do with this information is crucial. Therefore, look for ways to break down responses into valuable pieces. Furthermore, spotting trends (similar answers from different employees) illuminates company strengths and weaknesses.

Spreadsheets prove convenient when organizing. Consider making one for each question. Then, input responses after each exit interview. Sort cumulative data into categories to discover patterns.

For example, label one sheet “Organizational actions that might have encouraged the employee to stay.” Put in answers from Employee 1: higher pay and greater appreciation. Add info from Employee 2: better work balance and higher pay. Continue this process after other exit interviews.

In this brief example, higher pay emerges as a common factor. The subject bears consideration. Evaluate how the company’s compensation stacks up to others in the industry. Changes based on the heads-up provided by exit interview answers may improve the retention of existing employees.

Look for commonalities across questions, too. Seeing “higher pay” repeatedly show up under “factors leading to seeking new opportunities” as well as under the “actions that could have encouraged staying” question should set off light bulbs.

Individual answers also merit attention. Before writing a job post to fill the vacancy left by a departing employee, look at what the ex-worker listed as crucial to the role. The original job description could benefit from an update.

Some employers include other activities in exit interviews. They use the time to discuss confidentiality and non-compete agreements, ask workers to return company property, go over remaining benefits such as leftover vacation days and when health insurance ends, verify contact information, and allow time for the interviewee to ask questions, too.

Where

Exit interviews generally take place in person in a private room. For remote workers, Zoom presents an acceptable alternative. Face-to-face interaction feels less bureaucratic. Plus, it allows reading body language and hearing tone.

When

A departing employee usually gives two weeks’ notice before his last day. The exit interview often occurs during the final week of employment, but the timing varies by the interviewer’s availability and the exiting employee’s wrap-up activities.

Exit interviews vary in length based on the number of questions asked and the depth of responses. A plausible range is 15 minutes to an hour.

Some organizations like to present departing individuals with an exit survey. People fill out this written or electronic-based questionnaire at their convenience before the exit interview. Workers often appreciate the chance to think about issues before responding. The interviewer reviews the completed form and uses it as a springboard for conversation during offboarding.

Why

As mentioned, an exit interview offers a unique opportunity to collect information. Exit interview questions ask why someone is headed to a new job and seek details about the current role’s positives and negatives. Management can use this information to make improvements, which may ultimately decrease employee turnover rates.

Exit interviews also end the employment relationship on a positive note. These meetings demonstrate concern and offer an outlet to voice opinions. Leaving on good terms boosts the odds of former employees speaking well of their time with the company, aiding brand perception with customers and potential new employees.

How

Now that we have reviewed the 5Ws, let’s explore the 1H. How can a company get the most out of exit interviews? Consider these tips and best practices:

• Explain why the organization conducts exit interviews. People take them more seriously when they understand the purpose. They feel helpful that their answers improve the company.
• Don’t tie receiving a final paycheck to completing the exit interview. No legal mandate exists to do one. Seek cooperation rather than demand participation.
• Ensure confidentiality. Interviewees hesitate to respond honestly when worried a boss or co-worker will be told what was said. Ask for permission if you think sharing something specific with a relevant person would be beneficial.
• Allow respondents to skip any question that makes them uncomfortable.
• Mention exit interviews in the employee handbook. This way, all employees will know that these discussions are a standard part of the offboarding process.
• Refrain from offering your own opinions.
• Open-ended questions allow more profound, more insightful answers than yes-no ones. Listen attentively.
• Keep an open ear for any potential legal issues. Does the person mention bullying or harassment as a reason for leaving? Was she asked to engage in illegal or unsafe activities? Learn what you can about such situations and bring matters to the legal team’s attention.
• Follow the premade template in the interview. Doing so ensures everything gets covered. It also makes breaking down answers to spot trends easier. If ex-employees compare their exit interview experiences, they look the same. Nobody appears favored or picked on.
• Don’t bury the results! Share both positive and negative information derived from exit interviews. Leaders benefit from knowing what is going well and what needs improvement.
  
  More Resources:
  Interview feedback: Why and how you should provide it
  Attention to detail interview questions that’ll get real answers
  Why candidates are not showing up for interviews and what you can do about it