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How NOT to conduct exit interviews

by , 09 July 2013
According to the Practical Guide to Human Resources Management, one of the many reasons organisations haven't understood the significance of exit interviews in the past, is that they have used unstructured, informal processes with negligible or even negative results. Ensure this doesn't happen in your company by avoiding the four don'ts of exit interviews...

The immediate effects of an effective exit interview include reducing costs of replacement, saving time and improving organisational performance, all of which contribute to the long-term effect of improving profitability and returns to your stakeholders.

BUT you can only achieve this if implement a successful exit interview process. This means the questions you ask during an exit interview should be as soul-searching as possible.

To help you do this, let's take a look at the things you shouldn't do when conducting an exit interview.

Four things you shouldn't do when conducting conduct exit interviews


#1: Use an immediate manager to conduct the exit interview. This may make your departing employee uncomfortable and not give useful answers.

#2: Assume you know the departing employee's responses.

#3: Be too casual and uninvolved.

#4: Conduct exit interviews on the employee's last day.

All of the above points aren't conducive to a useful outcome and will be unlikely to gather information that can help improve future productivity.

Remember, 'merely enquiring where your departing employees are going to work and how they've enjoyed their time with the organisation will hardly provide insightful information,' warns the Practical Guide to Human Resources Management.

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