How to Conduct an Exit Interview
So you have been asked to give an exit interview. It's an important information-gathering tool that is not as dreadful as it sounds.
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Instructions
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Explain to the employee that you want to gain insight about his experience with the company so you have prepared a list of questions to ask him before he leaves. If he is unwilling to participate, note this fact in his personnel file. Do not try to coerce him to participate if he is reluctant.
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Conducting an exit interview should be a relaxing and stress-free event for both parties. Make the employee comfortable and offer him refreshments if possible. You want him to feel this is an easy part of his last day at work.
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Make sure you are not disturbed by others or by cell phones during this meeting. If you can, record the meeting on a tape recorder. However, if the employee objects to this, just take notes instead. Never record anything without the direct consent of the other person. Explain that your memory for details could be improved and it would be easier for you to record the conversation.
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If you need to take notes, be as detailed as possible. You can ask a third party, a neutral person, to take notes for you (i.e. your assistant). Start by saying that you are sorry to see him go and that he will be greatly missed. Wish him all the best in his new position.
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If company policy allows and you are comfortable doing so, you may offer to be a reference or to write a reference letter for him. Follow through on this, but be sure to never say anything in a reference call or letter that is not completely true, from your perspective.
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Start with positive questions and spin each question around to inquire about how the company can improve in policies, benefits, products and services. Ask him if he will continue to purchase your products, or use your services now that he is no longer an employee and record this information, including the detail on why or why not he will or will not use your products.
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A member of management should read the exit interviews on a regular basis and prepare a synopsis of salient points for edification and review. If an issue becomes a constant "sticking point", action should be taken to remedy the problem. One common example would be if the company compensation is too low and employees are getting trained and then leaving for higher paying jobs with your competitors.
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Many companies share basic information on salaries and benefits within the HR community. It is critical to address issues that drive up employment turnover, as this costs the company lots of wasted money over the course of time.
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Copyright © ThereseHaberman2008
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Comments
View all 6 Comments-
wirelessjen
Dec 14, 2008
I enjoyed reading your thoughts on this process. I hope I never have to conduct an exit interview though. -
wirelessjen
Dec 14, 2008
I enjoyed reading your thoughts on this process. I hope I never have to conduct an exit interview though.
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smzamarripa
Oct 30, 2008
This is very helpful! Thanks for the insight!
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smzamarripa
Oct 30, 2008
This is very helpful! Thanks for the insight!
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Barbara Raskauskas
Jul 25, 2008
I worked in HR and our company used an electronic exit interview questionnaire, which was initially started because not all the branch offices had HR people to conduct exit interviews. It was amazing how much more candid the departing employees were when they could fill-out an online exit questionnaire. Your one-on-one meeting is a great approach and I like how you mention about spinning the question around to get that valuable feedback. Great write-up!
