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If you find yourself constantly wondering why employees aren't staying with you longer, you're not alone. Employee retention issues can be hard to pin down—after all, employees leave for a variety of reasons, many of which you may have no control over. But regardless of why people are leaving, knowing what they think about your company and why they're heading out can provide critical insight for your organization.
Why Conduct Exit Interviews?
Generally, employees resign because they have a new career opportunity, they're relocating or altering their lifestyle, or they have a beef with the company. It can be easy, and comforting, to assume that there's nothing you could have done. Although that may sometimes be true, an employee's willingness to make a job move is usually affected—at least in part—by how the person feels about your company.
What Information Should You Look for?
Regardless of the reason the employee gives for resigning, an exit interview is likely to be your last chance to learn more about the employee's perspective. This information can not only help you head off post-employment claims, but can also improve your business going forward. Consider the following three resignation scenarios, and the questions you might ask to uncover valuable information:
1. John, a longtime employee, has two small kids at home. A few months back, John began making casual comments about wanting to work fewer hours but got no positive response from his superiors. Finally, John gives notice that he'll be resigning to start a home-based business so that he can spend more time with his family. Your company is not financially able to offer John a part-time position, so you accept his resignation.
- Does John feel the company understands and values the family responsibilities employees have? If not, what could have been done to improve the work/life balance?
- Would John have considered staying if he'd been offered the option of doing a portion of his work from home? Does he think some of his job duties are well-suited to telecommuting?
- Would a non-standard schedule, such as an alternative workweek schedule (for nonexempt employees) or an individually tailored schedule (for exempt employees) have given John the time flexibility he desires?
2. After only 18 months with the company, Sally—who has an impressive resume and has proven to be a true asset—gives notice that she's been offered a better position with a competitor. You offer to match the compensation the competitor would give her in an effort to get Sally to stay, but she declines, saying that it's not just about the money.
- Does Sally believe she was provided with good opportunities for job growth and career advancement, such as training, mentoring, and promotion opportunities? Were there opportunities she requested or desired that weren't offered?
- Does Sally feel her working relationships with her supervisors and co-workers were productive and offered a rich working environment? If not, what felt unproductive?
- What did Sally like best and worst about the company's culture?
3. During her employment, Jane was a real go-getter, often offering creative suggestions and ideas. Without warning, Jane gives notice that she's found another job and will be leaving. After a little probing, you infer that the new position likely involves a slight pay cut and a longer commute. One of Jane's co-workers tells you Jane never felt her ideas were listened to.
- Was there a process in place that Jane felt comfortable using for offering suggestions, either for specific projects or overall? Does Jane think a different process would be more effective?
- Does Jane believe her superiors didn't hear her input because they were too busy or because employee contributions aren't given much attention in general?
- Does Jane feel the company is more interested in maintaining the status quo than moving forward? If so, what new possibilities does she think the company should be considering?
Even if you can't convince John, Sally, or Jane to stay, the insight they can provide you may ultimately prove to be priceless for making your company a better place to work down the road.
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Exit Interview Dos and Don'ts for Getting Honest Feedback
DO: Let employees know that information offered in an exit interview is entirely confidential and won't affect future employment references.
DON'T: Ask the employee to "inform" on supervisors or co-workers, to confirm rumors, or to evaluate the work of others.
DO: Reassure employees that their candid feedback and opinions are welcome and valued, and that the company's interest in improving is sincere.
DON'T: Simply ask employees to list all that they didn't like or think you're doing wrong.
DO: Remember to ask about positives as well as negatives, and to ask employees what they consider their most valuable contributions to the company.
DON'T: Make employees uncomfortable by writing down every word they say; it's OK to take some notes, but a conversation will get you more honest and constructive feedback than an interrogation.
DO: Follow up on statements made during the exit interview that imply that an employee has experienced or witnessed discrimination, harassment, or retaliation.
DON'T: Get defensive if employees say things you disagree with or don't like hearing; remember that you want their feedback, even if you don't end up acting on it.
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