Exit surveys are usually less costly than interviews and the survey data is easier to objectively quantify. However, they typically achieve far lower response rates than exit interviews, which can obtain much richer data and a therapeutic experience for the departing employee, helping to end the employment relationship on a positive note.

Because exit interviews may need to touch upon difficult personal issues, remind the neutral interviewer to avoid making statements to the leaver that may disbenefit the organisation in any subsequent legal process, and/or in any discussions with trade unions.

Careful interview notes should be kept as they may be required by the leaver, or as evidence in a legal process (e.g. a complaint of discrimination, or for unfair or constructive dismissal).

Having a clear policy on the format and conduct of exit interviews will ensure consistency of approach.

Recommendations for conducting an exit interview include:

• Contact the leaver quickly to ask if they are prepared to be interviewed before they leave.
• Conduct the interview on neutral territory.
• Warn the interviewer if the situation may be difficult as the leaver may be emotional, angry or withdrawn, depending upon the cause(s) of their departure. The interviewer must be prepared for a range of behaviours that might range from tears to verbal abuse.
• The interview should be conducted in a friendly manner, but remain neutral about the incidents and issues.
• The questions should be as open-ended as possible and proceed broadly as follows:
  • Thank the interviewee for attending and set out the broad aims, which is to establish the circumstances of their leaving and to record the employee’s perspective, so that the organisation can make improvements where appropriate.
  • Ask the employee to discuss the circumstances and their reasons for leaving (the interviewer may already know these and should be happy to reveal that if appropriate).
  • Invite the employee to tell you their opinions about the organisation, so that lessons can be learned from their experience of working there.
  • Ask the employee if they have any suggestions for improvements that might have led them to remain.
  • Ask if there are any other issues that they wish to raise.
  • Thank them for sparing the time to be interviewed and wish them well for their future career.
• The results of the interview should be acted upon as appropriate, and a copy of the interview notes, plus a record of any direct actions resulting from the interview, should be kept in the employee’s file. Note that the employee may be entitled to ask for a copy of the notes under Freedom of Information legislation.

Stay Interviews

Used effectively, interviews can help you identify people’s motivation to stay, and trends and themes within the workforce. You can then see what improvements are needed both to retain existing staff and for new joiners to the business.

Interviews provide a more personal platform than surveys, helping to build trust between employees and managers. This essential two-way dynamic allows free discussions, helping the early identification and action of issues, contributing towards long-term retention, increased motivation and morale, improved productivity and overall success for both the business and its people.

Interviews can be completed in as little as 20 minutes. To be most effective, undertake them 2-4 times per year and ensure you implement any positive changes. Failure to do so can increase frustrations.

Questions to Ask

• What do you look forward to at work?
• What do you dislike about work?
• What do you think about how the organisation recognises employees?
• How would you rate your work-life balance; can it be better? How?
• Are you being given enough, and the right, development opportunities?
• What has caused you frustrations at work in the last six months?
• What does a ‘good day’ look like?
• What does your dream job look like?

Source: CIPD – Employee Retention