In my previous article, I wrote about my philosophy and view on exit interviews, and how they work for your organization. In this post, I will lay out the process and steps on how to effectively implement a feedback process that works, and aligns with your company’s communication philosophy.
Criteria for success
When I did my research on this topic, it became clear very early on that there is no one single view on the best process among the experts. There are different views on who should do the interview. Secondly, there’s differing views on the manner and frequency of feedback. Lastly, not everyone is on the same page regarding on how open the employee should be.
Based on my own experience and the research, the below points are the criteria for a successful execution and process. These fit well with my overarching view on an organizational culture that is centered around continuous feedback, performance improvement and recognition.
1. Build a culture of ongoing discussions
HR and management should continuously dialogue with employees to understand their concerns and things that matter to them. Ideally, management implements a formal process, train managers and supervisors and check that these are being conducted. These discussions become ‘stay interviews’, because they may very well lead to employees sharing issues. Management can address, explain, or at least acknowledge these issues. I mentioned that to a larger degree in the previous article.
2. Conduct the exit interviews
With the continuous discussions in place, let’s focus on the exit process. There are still many companies that do not conduct exit interviews. I agree that the effect is quite limited when it is the only interaction you have with the employee. However, there is still a wealth of information to harvest when you talk with your parting employees. So, make an effort to introduce and maintain a policy of discussions. However, in my opinion this should also include an exit interview in the last few weeks of the employee’s employment.
3. Be thoughtful on who interviews
There is no consensus on who is best to conduct the interview, but a 2016 study from the Harvard Business Review did show that more than 70% of companies had their HR team handle it, 19% of the interviews were conducted by the direct supervisor and almost 9% by the supervisor’s manager. The remaining 1% outsourced this process to an external specialist. Not specifically mentioned in this research, but I have seen combinations as well.
My preference is to have HR conduct the interviews. It is easier to train the smaller group of interviewers, and they will be more skilled in interviewing as they arguably interview more often. Secondly, in case there was something in the relationship between supervisor and employee, it will be considerably harder to get honest and real answers. That renders the data at the very least, less useful. If there are exceptions needed, treat those as they are: exceptions to the rule and process, because with many of HR’s processes, consistency is key.
4. Be thoughtful on who you interview
Interview the list of employees eligible to an interview to only those that voluntarily resign. In addition, I recommend to not include employees that are either terminated or part of lay-offs. On the other hand, don’t tell them ‘no’, if they volunteer, but I don’t recommend you pro-actively include them in the process.
Furthermore, if someone does not want to be part of the process, I recommend allowing that. Document in the paperwork that the employee refused for audit and record purposes. It is a signal in itself. However, it does not provide data you can use. The refusal itself can be triggered by different reasons, but forcing the employee will most likely not provide useful data. Furthermore, it may make the employee feel uncomfortable.
5. Be clear on what you try to achieve with the interview process
Part of the outcome will be internally focused, and on both negative as positive points. What are concerns and areas of improvement in the area of the human resources? Is management effective? Is there sufficient, and effective communication from leadership? Do the employees know what is expected of them, and is their role challenging enough?
It should also provide areas in which the company performs well. It could be that the collaboration in teams is good, the culture is pleasant, and benefits are attractive, for instance. If these positive comments are consistent, management and HR can focus on these elements in the employee value proposition and employer branding.
Lastly, employees may share details around compensation, benefits and other elements from other companies that help benchmark the company’s own offering.
6. Process and discuss the data
First, aggregate data so that is no longer attributable to single employees. Then, process the data and look for areas of concern and trends. Discuss those with management with the intent to improve on those areas. Where improvement is not possible, it would be good to discuss this to create clarity and help manage expectations.
7. Practical tips for the company
- Schedule time in advance to conduct the interview. It helps to have the requirement to plan the discussions be a part of the exit or off-boarding process.
- Use a standard questionnaire. This ensure you focus on questions that are important to. Next to that, it helps with collecting the full set of information for comparison and trend recognition.
- Ensure and promise confidentiality. This helps with the employee being as open as they dare to, but:
- Don’t assume the employee has nothing to lose: the employee may need references. It sometimes is a small world, which can prevent the employee from being to be too honest. You may not get the full story and dirty details.
- Avoid being defensive and personal. Although it is good to correct statements that are incorrect, do not defend and argue opinions and experiences the employee has had. Be factual and listen to the answers.
- Where possible (and that should be almost in all cases), end positively, by thanking the employee and showing excitement for the new opportunity.
8. Practical tips for the employee
And finally, your role as the interviewed employee. You play a significant part in this process, and you have a lot to gain and a lot to lose. Make sure you think about your answers in the exit interview and decide early on what you want to share.
- Don’t wait with your feedback until the last day. Use dialogue options with your supervisor, management and HR to disclose concerns.
- Stay factual and courteous: avoid becoming personal, spiteful or rude. Don’t gossip but remain professional and at an appropriate level.
- Remember that it may be a small world. Even with the best intentions, you cannot predict how your comments may land. So, as much as HR or management needs to prepare for the interview, you do the same. Make sure you know what you are going to say, and what you will keep to yourself.
- On that note: participating in an exit interview is very important for the company you are leaving. However, it’s not required that you answer questions you don’t want to or that make you feel uncomfortable. Ask to move on to the next topic, or, refrain from providing details.
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