1.       Exit interviews should be held as close as possible to the employee’s departure, with enough time scheduled or available to ensure that all points or issues are thoroughly covered. 

2.       There is a trend to conduct exit interviews a few weeks after employees have left to allow for a bit of distance and perhaps greater clarity. The length of an interview can vary depending on the departing employee’s position but typically average 15 minutes to an hour

 

1.       Face-to-face interviews are the best way to obtain candid feedback and responses. Telephone or online interviews might be necessary if the employee is at a remote site or otherwise unavailable for an in-person meeting. Some employers combine a written questionnaire and a face-to-face meeting. 

2.       Whichever method is used, providing special training for interviewers in questioning and listening techniques can greatly enhance the effectiveness of the process. 

1.       The policy should emphasize the employer’s commitment to keeping exit interview results confidential to the degree that this is possible, making allowances for situations in which disclosure is unavoidable, such as claims of legal misconduct. 

2.       All discussions and meetings with departing workers should be held in a private office or other setting where the employee’s responses cannot be overheard.

 

1.       Supervisors should be reminded that they are not to interfere with any employee’s exit interview 

2.       for example, by asking what the employee will say about the manager or the department.

1.       Management should prepare a checklist of questions for the interviewer and/or a questionnaire for the departing employee to complete either before, during, or after the interview. 

2.       Although the interviewer should have latitude to ask follow-up questions that might not be on the checklist, use of a checklist can ensure that the questioning is uniform and relevant and that no important issues are omitted. Use of a checklist also helps ensure that all employees are treated equally during the exit interview

Topics to consider including in exit interviews include: 

1.         reasons for employees’ departure; 

2.         degree of departing employees’ satisfaction with corporate compensation, benefits, and working conditions; 

3.         problems employees may have had balancing personal and work lives; l problems employees may have had with co-workers or managers;

4.         whether employees feel they were treated fairly; 

5.         changes employees would make in their jobs; 

6.         whether employees feel the supervision and training they received were satisfactory;

7.         whether employees feel they had adequate opportunities for career development and advancement;

8.         legal responsibilities of departing employees to protect trade secrets; and 

9.         any loose ends the employee wants to mention regarding projects in the works or ideas for future projects. (The accompanying sidebar contains sample exit interview questions that can be customized to your organization.) 

2.      What could we have done better?

4.      Were you comfortable talking to your manager about work problems? 

5.      What three things could your manager/the company do to improve? 

6.      Did you feel you were kept up to date on new developments and company policies? 

7.      Were you given the tools to succeed at your job? 

8.      What was your best or worst day on the job? 

9.      What did you like most about your job? And what would you change about it?

10.    If you had a friend looking for a job, would you recommend us? Why or why not? 

11.    Are there any other unresolved issues or additional comments?