Hi,
I`m interested in your thoughts on exit interviews.
The research shows exit interviews to be completely unreliable especially when carried out by line managers.
Any ideas on how to discover the real reasons employees are leaving ?
Many thanks
Col
www.colbrown.co.uk
From United Kingdom, London
I`m interested in your thoughts on exit interviews.
The research shows exit interviews to be completely unreliable especially when carried out by line managers.
Any ideas on how to discover the real reasons employees are leaving ?
Many thanks
Col
www.colbrown.co.uk
From United Kingdom, London
That's an excellent question. I think exit interviews are invaluable not only for gathering real information about employee perspectives that affect the company's productivity, but also as a last opportunity to head off legal troubles. I think the key is 1) to assure the employee that their job references will not be negatively affected, and 2) to sound like the company genuinely wants to know what the employee has to say. So the person conducting the interview has to be high enough mangerially to affect policy, but removed from the supervisory line of the employee. I would even go so far as to offer a written reference up front, in addition to specific references in the future. That lessons the employye's fear that somehting negative will be said, because they already know exactly what they should be able to expect in the form of a reference.
With every employee who walks out the door costing up to 200 percent of their annual salary to replace, retention is one of the most important issues facing business today. This bestseller gives everyone from CEO to front-line supervisor solutions for keeping the employees they simply can’t afford to lose. The authors show that what employees really want, even more than bigger salaries, are meaningful work, opportunities for growth, excellent bosses, and a sense of connection to the company. This thoroughly updated and revised edition includes a new manager’s troubleshooting guide with 26 strategies that can be used at every level and a chapter on saying thank-you in the workplace.
From India, Gurgaon
660From India, Gurgaon
Yes
Love `Em or Lose `Em - is a good book.
Not sure about your 200% of salary figure though. That`s very high unless you are going to lose major clients as a result.
Col
www.colbrown.co.uk
From United Kingdom, London
Love `Em or Lose `Em - is a good book.
Not sure about your 200% of salary figure though. That`s very high unless you are going to lose major clients as a result.
Col
www.colbrown.co.uk
From United Kingdom, London
I am dealing with this issue just now for a major local government agency.
Trust is a big issue in this kind of activity - so think about using an external, neutral body for say 6 months, so that you can determine the real root causes with a great deal of certainty. Then tackle these root causes. Continue to use the external body until the levels of trust that leavers have is high enough that line managers can do the exit interviews with credibility in the results.
Of course the issue should be to have zero people leave because they don't like the manager/people/organisation (assuming they are good performers and aren't under some kind of disciiplinary process!)
Spend the money with an external body, find out what is really causing people to leave, then fix it - money well spent (approx $10-15 per leaver) as opposed to increased recruitment and training costs.
From United Kingdom,
Trust is a big issue in this kind of activity - so think about using an external, neutral body for say 6 months, so that you can determine the real root causes with a great deal of certainty. Then tackle these root causes. Continue to use the external body until the levels of trust that leavers have is high enough that line managers can do the exit interviews with credibility in the results.
Of course the issue should be to have zero people leave because they don't like the manager/people/organisation (assuming they are good performers and aren't under some kind of disciiplinary process!)
Spend the money with an external body, find out what is really causing people to leave, then fix it - money well spent (approx $10-15 per leaver) as opposed to increased recruitment and training costs.
From United Kingdom,
Dear Colleagues,
The concept of recruitment would be incomplete without an exist interview at the point of departure of an officer.
Basically the moment an employee assumes duty he/she should as well be planning his/her exist if they are forward looking ones anyway.
The purpose of the interview is for the Company's Mgt to see or find ways of retaining staffers, improve their welfare, motivate them,avoid mistake of wrong selection in future and probably get a last minute blunt truth about themselves.
All the aforementioned depends on what ground is the employee leaving the Company-resignation, termination, retirement, redundancy etal
Some departing Employees may find it difficult to open-up to Mgt what things ought to be done to correct mass labour turnover in their employment , it now becomes the duty of the HR to counsel and see how such highly needed information can collated and used meaningfully to the benefit of the establishment.
There is little HR or Mgt can do when an employee is determined to move on, increase in pay cheque, improved welfare, friendly pension scheme etal most times are not sufficient to retain staffers, at this point HR should just give out letter of acceptance of resignation and arrange for an existing interview for such out-going employee.
This process should be seen as part of the employment process, it is inevitable, if not by resignation, it could even be by death!!!
People need it move on.
Cheers.
Afolabi Ajayi
From Nigeria, Lagos
The concept of recruitment would be incomplete without an exist interview at the point of departure of an officer.
Basically the moment an employee assumes duty he/she should as well be planning his/her exist if they are forward looking ones anyway.
The purpose of the interview is for the Company's Mgt to see or find ways of retaining staffers, improve their welfare, motivate them,avoid mistake of wrong selection in future and probably get a last minute blunt truth about themselves.
All the aforementioned depends on what ground is the employee leaving the Company-resignation, termination, retirement, redundancy etal
Some departing Employees may find it difficult to open-up to Mgt what things ought to be done to correct mass labour turnover in their employment , it now becomes the duty of the HR to counsel and see how such highly needed information can collated and used meaningfully to the benefit of the establishment.
There is little HR or Mgt can do when an employee is determined to move on, increase in pay cheque, improved welfare, friendly pension scheme etal most times are not sufficient to retain staffers, at this point HR should just give out letter of acceptance of resignation and arrange for an existing interview for such out-going employee.
This process should be seen as part of the employment process, it is inevitable, if not by resignation, it could even be by death!!!
People need it move on.
Cheers.
Afolabi Ajayi
From Nigeria, Lagos
Dear Friends Can anyone send me the Format of EXist Interview, We have to conduct for 800 employees in our Company Pls help
From India, Coimbatore
From India, Coimbatore
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EXIT INTERVIEWS.doc