Exit interviews are a standard practice for many companies. It is often an integral part of an employee’s off-boarding when they are preparing to leave the company. Often, the goal of these interviews is to uncover the “real” reason why the employee is departing, and in theory, fix the issue (if there was one) so it doesn’t keep happening. This is a great idea in theory; but does this happen? Do Exit Interviews have the effect on employee retention that they were intended to have? And if they don’t, why not?
Let’s think about an Exit Interview from the departing employee’s perspective. For some, it is a long last opportunity to vent. That employee is leaving due to a specific reason (or often due to a specific person) and they want management to know. Those interviews are long and detailed. Many times, the departing employee is burned out and disgusted with the situation they are leaving behind. Are they alone in their complaints? Probably not, but they are leaving. In this situation, it is easy for a decision maker to dismiss the complaints on the one person who is leaving due to personal grievances or a “personality conflict” rather than to investigate what may be an atmosphere of dysfunction within.
Exit Interviews are, after all, constructive criticism for the company. They are an opportunity for the company to make improvements and possibly keep other employees from leaving. And if utilized, they can be a tool for increased retention as the employer can use each Exit Interview as an opportunity to address root causes of internal challenges and do something about it. Employees can be much more likely to speak freely if they are in the process of moving on. In these situations, this is when the company should be listening closely. But think of this scenario I just illustrated. The squeaky wheel is rolling away- and all the internal drama is leaving with them. Everyone else seems ok. No one else is complaining. So often, the exit interview is just a formality when it should be an opportunity to understand the intricacies of the employees’ experience and act accordingly. Was there a toxic work environment that they are fleeing? Translation: the problem isn’t leaving, it is staying. There is a weak link in the remaining personnel and there will most likely be more turnover because everyone else is afraid to say anything while they are still there. Or is the employee leaving because they could receive career advancement elsewhere? Are you losing talent to a competitor? Translation: maybe your business needs a program where high achievers are recognized and placed on avenues that will lead to advancement.
In the inverse, you may also encounter employees who are leaving for a specific reason but are hesitant to share the reason because they do not want to burn any professional bridges. Translation: the employee does not feel that they can trust this employer, so they are going to find another. They never really cared about the company to begin with, and frankly, the company failed them.