How to Run Effective Exit Interviews + 10 Essential Questions to Ask
Have you ever ended a relationship and asked the person for feedback on how you were as a partner? You know, questions like “What did you think of my habits?”, “How do my crazy family members come across?”, “How can I be a better partner for someone in the future?” Of course not...that would just be crazy!
But wouldn’t it be awesome if you were able to do that in some way? Lucky for you, you can do this for your business in the form of exit interviews!
Exit interviews are a simple and impactful process that companies can implement in their organization. There are many things you’ll need to do when an employee gives notice - like removing their access to all those tools! 😱 Scheduling their exit interview may not seem high priority, but it is a huge opportunity to learn and grow.
Running a successful exit interview is imperative, so you’ll want to keep the following in mind:
➡️ Set up clear expectations from the start.
Let them know that this is not about bad mouthing their teammates or bashing the company. Any constructive feedback is welcome in order for the company to improve. We don’t want to gloss over any pain points, but the meeting should be productive for both sides.
➡️ Schedule the date with purpose.
Recommend to schedule this on their last day or even after they’ve departed to allow them time to process their thoughts. Don’t surprise someone with an exit interview. They need time to prepare, just like you do.
➡️ Choose your interviewer well.
While it may seem like a good idea, it is not a good idea to have managers or supervisors conduct these; there can be a rise in tension. It is wise to have a neutral person perform it who is informed enough that they can speak to the values and goals of the company.
➡️ Be prepared!
Have questions ready and clarify your goals. Here are a few sample questions you could include:
How well did the job match your expectations (i.e. job posting and hiring process)?
Did you feel that the work you were doing was aligned with your personal goals and interests?
What would you say is the main reason for leaving?
Did you have the tools and resources you needed to effectively do your job?
Did you have clear goals and objectives for your position?
What would set someone up for success if they had your role as it is today?
How would you describe the culture within the organization?
What are your thoughts in regard to compensation and benefits?
Share some feedback about working with your supervisor. (You can also ask them to name a high point and a low point about working with their supervisor.)
What are 3 things the company is doing well / What are 3 things they can work on to improve?
➡️ Lastly, take action!
It’s not enough to simply ask good questions; you must act on the new information you gained! It may be tempting to brush off comments from departing employees, blaming the negative feedback on emotions being too high or the employee being checked out. We can all think of more excuses, but what if you stopped and asked, “Why would a person be feeling the way this person felt?” This empathetic position will allow you to see past some of your bias when gathering your notes after the meeting. As you see patterns in the feedback you’re given, allow those observations to spur change in your routines, operations, and structures.
In the end, even though employees leave for a variety of reasons, I find there are usually common threads around areas for improvement. It can be tempting to let our hurt feelings override the opportunity for growth. Pivot from a closed-off view and gain invaluable wisdom from a departing employee.
