An exit interview is a radar screen for detecting personnel problems and an employee that leaves without one is like a bomb just waiting to be dropped. Studies have shown that senior management only knows 20% to 25% of the real problems that exist in their company. As a result, when someone quits, the manager may not find out about the problem that caused the resignation until it escalates.
Why are exit interview necessary?
One of the most important reasons to conduct an exit interview is to ascertain and defuse anger. The process allows the employee to blow off steam that might otherwise turn into bad PR for the firm or even turn into a labor suit. It is smart to let people vent in-house rather than outside company walls. You don't want people bad mouthing your firm in the marketplace. The bad mouthing may not simply end with just a few unpleasant remarks-an angry ex-employee can spread bad feelings to thousands of people via the Internet. Exit interviews "draw off the heat" from employees that quit for unpleasant reasons. They may refill their anger later, but after an exit interview, they won't have both barrels cocked.
Another reason for an exit interview is to allow the firm to identify and correct all types of problems-management, personnel, even operational. The exit interview allows the firm to gather information. If someone claims to be leaving because of poor management, for example, the firm can investigate the claim and make corrections if the allegation is true. Making changes improves conditions for existing employees, which, in turn, keeps them on staff. And the information is valuable because it is coming from someone who has nothing to lose by disclosing details that otherwise may never have come to light. Whether the claim is like someone tossing in a hand grenade on the way out or someone tossing you a bouquet of flowers, you'll still be able to figure out what is good information and what is not.
When conducting an exit interview, be sure to ask the right questions-not yes or no questions, but those that provoke long answers. Some examples include:
• Why are you leaving?
• What is the firm doing right? Moderately right? Poorly? Very Poorly?
• How could the conditions be improved?
• What would you do to improve the situation that is causing you to leave?
• How do other employees feel about the situation? The firm in general?
Make the setting comfortable. Putting the employee at ease during the exit interview is very important and one of the keys to getting good information (and truthful answers). One way is to conduct the interview by telephone instead of face to face. The best time is about a week or two after the employee has left the firm.
Finally, remember to listen. Pay attention to everything the employee says. Listen to the answers and express an interest in the departing employee's concerns. Any sign of disinterest will just be another example of the employer not caring. Let the exiting employee do most of the talking and, at all costs, avoid debating any point or trying to defend the firm. This is the ex-employee's time "in the sun" and this final chance to tell it like it is not only brings closure, it would go a long way towards preserving your company's reputation.
