Call It an Exit Interview or Resignation _ a Quick Digest to Ensure You Don’t Lose a Right Talent at Your Workplace.

Well, exit interviews(EI) aren’t exciting. I agree. Please understand that EI factor will determine your existence in this cut-throat realm. Finding a skilled workforce in niche technologies is a tough nut to crack!

When an annoying employee quits his job in the organization, it doesn’t really upset anyone in the organization. But if a valued employee is lost, you need to learn that one of your company’s core asset is gone forever. To encounter a surprise resignation, one should dig deep into the crux of the problem to validate the proposed action.

To smooth out an exit interview(EI), analyze the current scenario to foresee the existing employee pattern. Usually, EI’s tend to produce emotional, tricky, confusing and most importantly quirky results. However, for you to harvest useful insights, fix up your mind to be unbiased and, your tone to sound buoyant.

Frame and Fabricate

Exit interviews can become genuine when piloted confidentially collaborated with constructive feedback. Let the exit interviews get more realistic rather than being robotic. Fill up the EI questionnaire form in such a way that you get the answers as it is expected to be. All I’m saying is if I ask why do you want to leave? I get a reply why shouldn’t I? Isn’t that vague and conflicting answer?

If the onus is to set up company’s trajectory to success and achieve organizational goals, then hear out the discrepancies that spotlight the need for action immediately. Don’t be predictable and judgmental while leading EI. Remember, exit interviews are meant to record the departing employee’s experience at the organization. So, make it simple, crisp and to the point.

These five traits (to discuss) have been tested and succeeded in providing high-quality insights. So, here is the action plan set-up for you. As I always say try and riddle out what works best for your organization.

Who Is Going to Take up the Exit Interview (EI)?

Plan and organize the EI program. If the interviewer is the employee’s direct supervisor or manager, it is hard to get the actual results. Especially if the cause of an employee’s resignation is his/her immediate boss or manager, the employee would less likely be candid and genuine in expressing his views. EI can deliver outstanding insights if carried by anyone from the HR’s team. Be professional and polite. Sound positive and make the employee feel comfortable first.

How Confidential Is Your Exit Interview?

Confidence is earned not learned. Assure the departing employee that the feedback is not shared among his team members. Do not propel the employee with too many questions and make them stand out in headlines. Remember he/she is not going to tell you everything that you want instead let him know how the feedback can be useful to improve the workplace environment. Reassure that the information shared will be kept anonymous and will be maintained with utmost secrecy. You can expect a near to perfection answers if you focus on the betterment rather than treating it as a mere interview.

Being Frank Can Foster Actionable Outcomes.

Be as much open as you can. Start with how was your experience with the company? How did you feel about your work? Gradually intensify the questions to build an emotional connection to tap into the departing employee’s thoughts. Listen to him and acknowledge all of his issues and problems. After this, probe deep by asking questions related to compensation, a growth spurt in the organization, and his camaraderie with the managers.

Interruptions Can Wreck Your Exit Interview Program

To drive organizational success from the EI inputs, identify and hear out the pain points of the employee. Don’t try to convince and ask them to opt out of departing. The purpose of this meeting is to collect, summarize and gather information to develop a healthy environment for the current talents. You can ease the procedure by sending a survey link asking the employee to fill up the questionnaire and then followed by the personal one(interview). This way, you condense and zero out the questions to ask and consider some time to think what they want to say.

The Glitches That Can Churn the Right Talent Out.

  • Lack of appreciation and opportunities can limit the right talent to remain in the current shores.
  • Improper management conflicts with coworkers and pay dissatisfaction to come second in our list.
  • Uncover all the possibilities for the employee’s departure.
  • Find out whether the competitors are trying to poach your employee.
  • Curb the turnover and boost retention by shaping an improved strategic EI.

Addressing these issues can lead to a vital piece of information that you’re looking for. Fix it quickly by explaining it to the middle managers and find the best way to retain the right talent. Take it up a notch higher you will notice the increase in your efforts adding value to the current employees. Movement of one talented employee in the Middle Market company can be too substantial.

Out of all, choose the mode of the interview, face-to-face seems to be more gesturing and offers a personal touch. At the final moment, do not hook them to stay back with the organization. Exit interviews don’t outline this purpose. Explore new trends by making an exit interview a more positive one.

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