We conduct Exit Interviews with Departing Employees for our Clients

The following is some information about exit interviews and how companies can benefit from such a service.

An exit interview is simply a conversation between a departing employee (who is leaving the company either voluntarily or involuntarily) and a representative from the organization. The interview can follow a structured format or be conducted on an informal basis; written questionnaires can even be used in place of a face-to-face meeting. Whichever format is used, exit interviews are generally documented.

Employees who leave voluntarily or involuntarily are sources of valuable information. Exit interviews are a good way for the employee to voice complaints, offer constructive criticism, let off steam, air some grievances, or simply describe why he or she is leaving. But the real value of the exit interview is most clearly for the employer, who can use it as a reality check, a trend-spotter, and an informal but significant review to see how the company is doing.

WHO?

Ideally, employers should conduct exit interviews with all employees leaving the company. But not all companies are able to routinely conduct exit interviews. The personnel/human resources staff may be so busy that exit interviews may be precluded by lack of time alone. Sometimes it may not be practical to conduct interviews in cases of major layoffs, or discharge for serious misconduct.

But for other terminations, resignations or retirements it's a good idea to do exit interviews, systematically if possible but if not, at least on a sporadic basis. This is true especially if there has been a rise in turnover, employee complaints, or possible legal action by former employees.

WHEN?

The best time for the interview is not as the employee is literally on the way out the door.  Rather, a day or two before the employee leaves will still produce good interview information and avoid cramming the interview into a few moments on the last day. Whenever interviews are scheduled, enough time should be allotted to allow for in-depth discussion. It's a good idea to systematize the process. For example, if the employee were required to go to personnel to turn in an identification badge and/or to fill out benefits paperwork, this would be the appropriate time to conduct the interview. In the case of field personnel, a phone or mail interview might be necessary.

Some human resources executives believe that the exit interview is more effective when done a short time after the employee has left because the interval allows the employee to think about the answers free from the pressures of the workplace. Most employees, at least those who leave voluntarily, will participate in a later interview (perhaps one by mail) because they want to keep the lines of communication, and possible return, open.

In most cases, human resources staff with proper training and preparation should do the interview. Generally, immediate supervisors are too close to the situation to be objective in asking questions and recording responses. In fact, the employee's immediate supervisor should not even be present at the interview, so the employee will feel more comfortable in speaking honestly. Then there’s DII.  In those instances where a company doesn’t have an HR department, we can conduct exit interviews in order to elicit the most useful information.

We are specifically trained to:

• Prepare for the interview, including evaluating the personnel file, the job description and performance appraisals
• Explain to the departing employee why the interview is being held and emphasize the value of the employee's participation and feedback
• Be an active, unbiased listener
• Refrain from giving opinions or answers that could be construed as opinions, making personal comments, making any promises, or be pushed into defending the company
• Ask neutral questions and avoid questions that might require the employee to criticize a supervisor or co-worker
• Ask open-ended questions that elicit explanations, not one-word answers
• Follow up on responses that need further clarification or elaboration, including inconsistent facts or contradictions
• Be sensitive to the employee's emotional reactions

What are the Benefits of Exit Interviews?

Exit interviews offer a fleeting opportunity to find out information that otherwise might be more difficult or impossible to obtain. The exit interview is an important learning tool for employers. When properly conducted, the interview provides the employer with the opportunity to:

• Discuss and clarify the reasons for the termination
• Clarify pay and benefits issues (e.g., receipt of the last paycheck, the amount of unused vacation, conversion or continuation of benefits, terms of a severance package, unemployment insurance, etc.)
• Explain company policies relating to departing employees (e.g., trade secret confidentiality, restrictive covenants or non-compete agreements, the possibility of future re-employment, freelance or contract work, the provision of references to prospective employers, etc.)
• Ensure the return of keys, security cards, and company property
• Obtain information about improper or questionable management practices connected with the employee's termination
• Obtain information about a supervisor's management skills
• Obtain information about how effectively a department operates
• Obtain feedback about employees' opinions and attitudes about the company
• Resolve or defuse any remaining disputes with the exiting employee
• Protect itself against subsequent charges that the employee was forced to resign (i.e., constructive discharge)
• Learn of potential changes in policies and practices that may make the company more competitive (e.g., compensation and benefits packages, flexible work arrangements, etc.)  

Exit Interview Form