By Catherine Ngo Content writer, presenter and podcaster

Traditionally, exit interviews have offered unfiltered feedback from departing employees, shedding light on their experiences, and identifying areas of improvement for organisations. These interviews uncover information that might remain hidden by providing valuable insights into what has been successful and where gaps exist across various aspects of the workplace. 

Given the rapid pace of change in workplaces and technology, it is worth considering whether exit interviews are still relevant or if they have become less effective in capturing current employee perspectives. 

 

The lost art of an exit interview

Advancements in technology have both aided and hindered the exit interview process. While improved analytics in HRIS platforms offer valuable insights, relying solely on online surveys can be a missed opportunity to ask probing questions to delve deeper into employee feedback.

Adding that extra step in conducting exit interviews in person, via video, or over the phone enables interviewers to grasp the emphasis and tone of voice, better comprehending the importance of the feedback. This also provides the opportunity to explore comments in the moment for a more comprehensive understanding of the context and circumstances.

Before developing an exit interview framework, organisations should carefully consider factors such as demographics, communication styles and preferences, and general survey participation rates. Thought should also be given to who is offered the opportunity to participate in an exit interview (e.g., only voluntary departures or all exits) and the timing of the interview.

A well-conducted exit interview shows to employees that their views are valued, and their feedback is meaningful. It signifies that constructive criticism is welcomed and the organisation is committed to continuous improvement. Even if the employee is leaving for a better opportunity elsewhere, a positive exit interview experience can give them a positive impression of the employer's intentions, which may be reflected in their future comments about the organisation.

 

Exit interviews in action

Organisations should take a multi-layered approach to exit interviews. This includes an online survey followed by a phone, video, or in-person interview.

Ensure that the interview questions are relevant, concise, and clear. Different versions of exit interviews should be developed to suit the circumstances of the exited employee. For example, avoid asking someone who was terminated about their reasons for leaving.

Employees should be informed about the purpose and use of their responses, such as whether they will be shared with senior members or the CEO. 

Additionally, it is essential to clarify if responses are anonymous or if permission is needed to share specific feedback. The data should be analysed regularly to gain insights.

To enhance the effectiveness of exit interviews, interviewers should be upskilled in identifying key areas of enquiry and prompting where necessary. 

HR can leverage technology and utilise AI tools to identify trends and themes within the data, saving time and providing valuable insights.

 

Demonstrate the value of exit interviews

HR teams and managers should prioritise clear communication with leaders to persuade businesses to invest in meaningful exit interviews. This involves explaining the process's rationale, significance, and potential value.

To ensure successful implementation, it is crucial to regularly compile insights, recommendations, and outcomes from exit interviews and share them with key leaders. Securing an executive sponsor who can champion the process and present the findings at a senior level is also beneficial.

Additionally, it is essential to track actions taken based on exit interview feedback and quantify the impact in terms of dollars, productivity, or other measurable outcomes. Internally, HR teams and interviewers should prioritise the timely and consistent completion of exit interviews.

CEOs are more likely to support further investment in the exit interview process by demonstrating a positive impact on organisational performance at various levels.