Done well, it can be a critical tool in a business’s toolbox

In a March 21 article, the Society for Human Resource Management advised businesses to be prepared for a turnover “tsunami” once the pandemic ends. Research and consulting firm The Work Institute references pent-up turnover demand. Recent surveys reveal that as much as 50% of the North American workforce is planning to quit their jobs or seek new employment in the coming year.

The pandemic brought about a significant number of retirements and resignations due to Covid-19 responsibilities. The other commonly cited reasons are familiar: burnout, disengagement, and desire for promotions and better compensation, training and career development.

Given the anticipated shortage of skilled employees, businesses must focus on retention. One tool is the exit interview.

The right questions, asked by the right people, and the results shared with the right people who can put the lessons learned into practice are key. And, as important as the exit interview is the “stay interview,” in which an employer can explore with existing employees the things they enjoy the most and the things they feel could be improved about the company.

Who should conduct it?

Both exit and stay interviews should be conducted by someone in whom the interviewee will confide. Years of research has shown that the majority of employees who have been bullied, sexually harassed and even sexually assaulted at work do not report the offenses. They simply leave, hoping to close a painful chapter and move on with their lives. This does nothing to help a company address systemic cultural and behavioral issues about which its leaders may know nothing. Nor does it do anything to improve the plight of those left behind, who will probably be the next to leave.

Individuals in the direct chain of command should not conduct the interviews.

They are biased, and they may not share changes that should be made to their work group.

HR could be a very good or a very bad choice, depending on how the individuals in that role are viewed by the workforce. HR professionals have long struggled with the image of being the voice of the company. A good HR professional has the faith of both staff and management.

If a business does not have someone who fits that role, options for an interviewer might include a manager from a different department or an outside consultant with no stake in the outcome of the interviews. Exit interviews can also start with written questions or surveys, the responses to which can be explored in a verbal discussion.

What questions should be asked?

Indeed offers suggestions for the 10 best exit interview questions to explore the motivation behind leaving a job:

1. What prompted you to begin looking for another opportunity?

2. Do you feel your manager gave you what you needed to succeed?

3. What did you like best and least about your job?

4. Do you think your job has changed since you were hired?

5. Do you feel your achievements were recognized throughout your employment?

6. What suggestions for improvement do you have for the company?

7. Is there anything that would have changed your mind about leaving?

8. Would you recommend this company to a friend? Why or why not?

9. Did you share any of the concerns you raised today with the company before deciding to leave? If not, why not?

10. Would you give me specific examples?

Once a business gathers feedback on why employees are leaving, they need to compare and track the information, then follow up. In order to use exit (and stay) interviews to increase employee satisfaction and retention, employers must look for themes in the concerns, investigate them and, if needed, make plans for correction. Since not all issues can be addressed at once, involving employees in creating the plans and communicating them widely and with transparency can be very effective.

Charla Stevens, a director at McLane Middleton and a member of the firm’s Employment Law Practice Group, can be reached at 603-628-1363 or charla.stevens@mclane.com.