Reflection on Exit Interviews

Exit interviews give an insight into the organization into why an employee chose to leave and provide recommendations and the particular improvements and changes that should be effected. Studies have revealed that employees decide to resign and move on based on either of the three reasons, including an exciting new career opportunity, a better job offer, or as a result of unresolved issues in the company. The exit interview, therefore, allows both the employer and the employee to have a healthy and productive discussion to deal with any unresolved issues amicably.

More organizations should, therefore, conduct exit interviews because they provide avenues to uncover an employee’s actual reason for choosing to leave. Some employers would,however, question the validity of the interview, citing that a majority of employees will most probably not provide the truth as to why they have chosen to resign for fear of burning bridges(Jurkiewicz&Giacalone, 2015). On the contrary, most employees will be as candid as much as they can about providing crucial information on unresolved issues, which may include the continuation of insurance benefits, pensions, and return of company assets. Many employees also utilize this opportunity to point out the areas in which the organization is lacking, including poor management, ineffective communication channels, unsatisfactory conflict resolution strategies, among others.

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Organizations that take exit interviews seriously will be able to utilize the responses gathered to investigate on the problem areas mentioned by the interviewee and take necessary steps towards making the appropriate changes. It should, however, be understood that some employees resign based on other valid reasons that are in no way related to their time in the organization. They may have developed other career interests they want to pursue, or the family may be shifting elsewhere, or other personal issues that may have come up and can consequently hinder their optimal performance.

Some employees, however, may have been dealing with a grievance that they have tried to have resolved for a long time but could not, resorted to remain quiet about it, until they reached a point where they have decided to call it quits. In such cases, if the employee is a valuable member of the organization, it may utilize the opportunity provided by the interview to work with the employee to resolve the grievance as promptly as possible. It is, without a doubt, more costly to find a replacement compared to retaining a proven good employee.

Exit interviews also give the organization a clear picture of whether their conflict management procedures have been effective. If that is not the case, new strategies and better communication channels employed may be quite sufficient to the point of even retaining the employee(Jurkiewicz&Giacalone, 2015). Actions and changes made towards minimizing the organization’s deficiencies may be useful in creating a better working environment in the workplace, consequently improving productivity, morale, and efficiency. It is, however, critical that the organization promise resolutions that are practical because most of them are contractual, to avoid being held liable by the employee should they fail to do so.

It is, therefore, without a doubt that exit interviews provide a vast source of information about an organization’s employees’ experiences and grievances that may have been overlooked in the past. Most organizations, however, do not see its relevance, majorly because they have not tried it out or they have been doing it wrong. If an organization asked for my input on exit interviews and how they should be appropriately conducted, there are various recommendations I would suggest to get the most out of the exercise.

First, organizations must ensure that employees are not subject to any form of retaliatory action regardless of what they say since that is precisely what they regard as truth. In addition to retaliation being illegal, should any information leak to the public about it, the effectiveness and possibility of future exit interviews will be significantly undermined. Exit interviews should also be voluntary, and an employee has every right to request the presence of a colleague or any other person during the interview session. Data collected from the interview should be availed on a need to know basis and should be stored elsewhere away from an employee’s personnel file(Berman et al., 2015).

During the interview, it is essential to create a comfortable environment to facilitate honest feedback from the employee. To get the most out of the session, the interviewer should ask whether the employee is comfortable speaking with him or her, or if someone else they prefer can be brought on board(Serrat, 2017). Some companies doing really well may avoid biasness by involving external consultants to conduct exit interviews, to make the employees feel more comfortable.

The organization also ought to inform the employee during the interview that its primary objective is to gather data that could significantly improve the working conditions. This should be done right at the start of the interview to help ease the employee’s anxiety about the possible retaliation by the organization(Serrat, 2017). Employees will definitely be concerned about how the information they provide will affect their reputations. The interviewer should, therefore, be very clear in assuring them that their feedback will be kept private.

Exit interviews are best conducted in person. Even though these interviews can be undertaken through questionnaires, online surveys, and over the phone or email conversations, the most effective form of gathering information is by having a two-way conversation. This allows the interviewer to observe the employee’s body language and have a lengthy discussion with the help of follow-up questions to the most out of it.

References

Berman, E. M., Bowman, J. S., West, J. P., & Wart, M. R. (2015). Human Resource Management in Public Service: Paradoxes, Processes, and Problems. SAGE Publications.

Jurkiewicz, C. L., &Giacalone, R. A. (2015). Exit Interviews. Wiley Encyclopedia of Management, 1-1. https://doi.org/10.1002/9781118785317.weom050129

Serrat, O. (2017). Conducting Exit Interviews. Knowledge Solutions, 1023-1028. https://doi.org/10.1007/978-981-10-0983-9_115

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Reflection on Exit Interviews