HII ALL
SOME DAY BEFORE I CAME TO KNOW THE TERMINOLOGY 'EXIT INTERVIEW'
I GUESS IT IS CONDUCTED WITH EMPLOYEE OF AN ORGANISATION AT THE TIME OF HIS LEAVING.
PLEASE HELP ME FOR
" WHAT POINTS TO BE INCLUDED IN EXIT INTERVIEW & WHAT ARE
GENERAL QUESTIONS ARE ASKED TO THE EMPLOYEE ? "
" WHAT IS THE PURPOSE ? "
" WHAT ABOUT EMPLOYEES WHO ARE SUSPENDED FOR ANY REASON OR
ANY EMPLOYEE NOT HAVING GOOD RAPPORT IN THE ORGANISATION
LEAVING THE ORGANISATION ? "
From India, Mumbai
1SOME DAY BEFORE I CAME TO KNOW THE TERMINOLOGY 'EXIT INTERVIEW'
I GUESS IT IS CONDUCTED WITH EMPLOYEE OF AN ORGANISATION AT THE TIME OF HIS LEAVING.
PLEASE HELP ME FOR
" WHAT POINTS TO BE INCLUDED IN EXIT INTERVIEW & WHAT ARE
GENERAL QUESTIONS ARE ASKED TO THE EMPLOYEE ? "
" WHAT IS THE PURPOSE ? "
" WHAT ABOUT EMPLOYEES WHO ARE SUSPENDED FOR ANY REASON OR
ANY EMPLOYEE NOT HAVING GOOD RAPPORT IN THE ORGANISATION
LEAVING THE ORGANISATION ? "
From India, Mumbai
Exit interviews aims and outcomes
• They provide an opportunity to 'make peace' with disgruntled employees, who might otherwise leave with vengeful intentions.
• Exit interviews are seen by existing employees as a sign of positive culture. They are regarded as caring and compassionate - a sign that the organisation is big enough to expose itself to criticism.
• Exit interviews accelerate participating managers' understanding and experience of managing people and organizations. Hearing and handling feedback is a powerful development process.
• Exit interviews help to support an organization's proper HR practices. They are seen as positive and necessary for quality and effective people-management by most professional institutes and accrediting bodies concerned with quality management of people, organizations and service.
• The results and analysis of exit interviews provide relevant and useful data directly into training needs analysis and training planning processes.
• Exit interviews provide valuable information as to how to improve recruitment and induction of new employees.
• Exit interviews provide direct indications as to how to improve staff retention.
• Sometimes an exit interview provides the chance to retain a valuable employee who would otherwise have left (organizations often accept resignations far too readily without discussion or testing the firmness of feeling - the exit interview provides a final safety net).
• A significant proportion of employee leavers will be people that the organization is actually very sorry to leave (despite the post-rationalisation and sour grapes reactions of many senior executives to the departure of their best people). The exit interview therefore provides an excellent source of comment and opportunity relating to management succession planning. Good people leave often because they are denied opportunity to grow and advance. Wherever this is happening organizations need to know about it an respond accordingly.
• Every organization has at any point in time several good people on the verge of leaving because they are not given the opportunity to grow and develop, at the same time, ironically, that most of the management and executives are overworked and stretched, some to the point of leaving too. Doesn't it therefore make good sense to raise the importance of marrying these two situations to provide advantage both ways - ie., facilitate greater delegation of responsibility to those who want it? Exit interviews are an excellent catalyst for identifying specific mistakes and improvement opportunities in this vital area of management development and succession.
• Exit interviews, and a properly organised, positive exit process also greatly improve the chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips and experience, from the departing employee to all those needing to know it, especially successors and replacements. Most leavers are happy to help if you have the courage and decency to ask and provide a suitable method for the knowledge transfer, be it a briefing meeting, a one-to-one meeting between the replacement and the leaver, or during the exit interview itself.
Exit interviews are best conducted face-to-face because this enables better communication, understanding, interpretation etc., and it provides far better opportunity to probe and get to the root of sensitive or reluctant feelings. However, postal or electronic questionnaires are better than nothing, if face-to-face exit interviews are not possible for whatever reason (although I remain to be convinced that there is ever a proper excuse for not sitting down for 30 minutes with any departing employee.....)
In some cases perhaps a particularly shy employee may prefer to give their feedback in a questionnaire form, in which case this is fine, but where possible, face-to-face is best.
This is the sample of questions which can be asked at the time of conducting exit Interviews.
• Tell me about how you've come to decide to leave?
• What is your main reason for leaving?
• What are the other reasons for your leaving?
• Why is this important, or so significant for you?
• Within the (particular reason to leave) what was it that concerned you particularly?
• What could have been done early on to prevent the situation developing/provide a basis for you to stay with us?
• How would you have preferred the situation(s) to have been handled?
• What opportunities can you see might have existed for the situation/problems to have been averted/dealt with satisfactorily?
• What can you say about the processes and procedures or systems that have contributed to the problem(s)/your decision to leave?
• What specific suggestions would you have for how the organization could manage this situation/these issues better in future?
• How do you feel about the organization?
• What has been good/enjoyable/satisfying for you in your time with us?
• What has been frustrating/difficult/upsetting to you in your time with us?
• What could you have done better or more for us had we given you the opportunity?
• What extra responsibility would you have welcomed that you were not given?
• How could the organization have enabled you to make fuller use of your capabilities and potential?
• What training would you have liked or needed that you did not get, and what effect would this have had?
• How well do think your training and development needs were assessed and met?
• What training and development that you had did you find most helpful and enjoyable?
• What can you say about communications within the organization/your department?
• What improvements do you think can be made to customer service and relations?
• How would you describe the culture or 'feel' of the organization?
• What could you say about communications and relations between departments, and how these could be improved?
• Were you developed/inducted adequately for your role(s)?
• What improvement could be made to the way that you were inducted/prepared for your role(s)?
Hope it will help.
Try and devlop your own questionnaire for the Exit Interview as per your needs and requirements.
It is just a sample
Cheers
Archna
From India, Delhi
• They provide an opportunity to 'make peace' with disgruntled employees, who might otherwise leave with vengeful intentions.
• Exit interviews are seen by existing employees as a sign of positive culture. They are regarded as caring and compassionate - a sign that the organisation is big enough to expose itself to criticism.
• Exit interviews accelerate participating managers' understanding and experience of managing people and organizations. Hearing and handling feedback is a powerful development process.
• Exit interviews help to support an organization's proper HR practices. They are seen as positive and necessary for quality and effective people-management by most professional institutes and accrediting bodies concerned with quality management of people, organizations and service.
• The results and analysis of exit interviews provide relevant and useful data directly into training needs analysis and training planning processes.
• Exit interviews provide valuable information as to how to improve recruitment and induction of new employees.
• Exit interviews provide direct indications as to how to improve staff retention.
• Sometimes an exit interview provides the chance to retain a valuable employee who would otherwise have left (organizations often accept resignations far too readily without discussion or testing the firmness of feeling - the exit interview provides a final safety net).
• A significant proportion of employee leavers will be people that the organization is actually very sorry to leave (despite the post-rationalisation and sour grapes reactions of many senior executives to the departure of their best people). The exit interview therefore provides an excellent source of comment and opportunity relating to management succession planning. Good people leave often because they are denied opportunity to grow and advance. Wherever this is happening organizations need to know about it an respond accordingly.
• Every organization has at any point in time several good people on the verge of leaving because they are not given the opportunity to grow and develop, at the same time, ironically, that most of the management and executives are overworked and stretched, some to the point of leaving too. Doesn't it therefore make good sense to raise the importance of marrying these two situations to provide advantage both ways - ie., facilitate greater delegation of responsibility to those who want it? Exit interviews are an excellent catalyst for identifying specific mistakes and improvement opportunities in this vital area of management development and succession.
• Exit interviews, and a properly organised, positive exit process also greatly improve the chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips and experience, from the departing employee to all those needing to know it, especially successors and replacements. Most leavers are happy to help if you have the courage and decency to ask and provide a suitable method for the knowledge transfer, be it a briefing meeting, a one-to-one meeting between the replacement and the leaver, or during the exit interview itself.
Exit interviews are best conducted face-to-face because this enables better communication, understanding, interpretation etc., and it provides far better opportunity to probe and get to the root of sensitive or reluctant feelings. However, postal or electronic questionnaires are better than nothing, if face-to-face exit interviews are not possible for whatever reason (although I remain to be convinced that there is ever a proper excuse for not sitting down for 30 minutes with any departing employee.....)
In some cases perhaps a particularly shy employee may prefer to give their feedback in a questionnaire form, in which case this is fine, but where possible, face-to-face is best.
This is the sample of questions which can be asked at the time of conducting exit Interviews.
• Tell me about how you've come to decide to leave?
• What is your main reason for leaving?
• What are the other reasons for your leaving?
• Why is this important, or so significant for you?
• Within the (particular reason to leave) what was it that concerned you particularly?
• What could have been done early on to prevent the situation developing/provide a basis for you to stay with us?
• How would you have preferred the situation(s) to have been handled?
• What opportunities can you see might have existed for the situation/problems to have been averted/dealt with satisfactorily?
• What can you say about the processes and procedures or systems that have contributed to the problem(s)/your decision to leave?
• What specific suggestions would you have for how the organization could manage this situation/these issues better in future?
• How do you feel about the organization?
• What has been good/enjoyable/satisfying for you in your time with us?
• What has been frustrating/difficult/upsetting to you in your time with us?
• What could you have done better or more for us had we given you the opportunity?
• What extra responsibility would you have welcomed that you were not given?
• How could the organization have enabled you to make fuller use of your capabilities and potential?
• What training would you have liked or needed that you did not get, and what effect would this have had?
• How well do think your training and development needs were assessed and met?
• What training and development that you had did you find most helpful and enjoyable?
• What can you say about communications within the organization/your department?
• What improvements do you think can be made to customer service and relations?
• How would you describe the culture or 'feel' of the organization?
• What could you say about communications and relations between departments, and how these could be improved?
• Were you developed/inducted adequately for your role(s)?
• What improvement could be made to the way that you were inducted/prepared for your role(s)?
Hope it will help.
Try and devlop your own questionnaire for the Exit Interview as per your needs and requirements.
It is just a sample
Cheers
Archna
From India, Delhi
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Exit interview-form. docx
Exit Interview.zip