Conduct exit interviews worksheet - Flexible Learning Toolboxes

More documents

Recommendations

Info

Poor techniqueBlamingPreachingReasonsTry to avoid focusing on who is to blame for aproblem. Blame is neither particularly relevant norimportant to your goals in the exit interview.Nobody likes to be scolded or talked down to. Givesuggestions and feedback, but do not lecture orscold.Dealing with interview feedbackThere are two main reasons for holding exit interviews. One is to foreseepotential problems with a departing employee, before the situation gets outof control. The other is to provide information that could be used to improveprocesses and procedures in the organisation.There are two issues here for you to consider.1. Take into account the value of information provided by the departingemployee.2. Critically scrutinize the policy, planning and realisation of the exitinterview itself.You will need to determine if the exit interview information accuratelyrepresent the feelings, satisfactions, frustrations and opinions of separatingpersonnel. If so, how widely shared is that information amongst otheremployees? You will therefore need to gauge what other staff think aswell—and compare information.ThinkIf your organisation plans to use exit interview data to learn of problemareas, the question remains: What represents a problem and (after achange) an improvement? If 80% of employees are satisfied or highlysatisfied with management, are the remaining 20% a problem? What do youthink an acceptable satisfaction level would be?12 Conduct exit interviews: Worksheet2002_329_026 July 2003
Step 1—Review the feedbackData collated from exit interviews, regardless of how genuine or reliable, isreduced in value unless it is analysed alongside a comparison baseline ormeasure of usefulness.The issue of goals and their achievement should be widely discussed withmanagement and stakeholders.In a survey of other managers and the stakeholders, you could ask:• How did you initially plan to use information from exit interviews?(This question should be asked as part of the needs analysis, prior todeveloping the exit surveys and checklists. The answers can then beused to evaluate the outcome of the interviews.)• Does the information from exit interviews serve your needs?• How have you used exit interview data in the past year?• How have you used exit survey data to:– improve your business unit– identify and resolve problems– identify and take advantage of opportunities?• How has the exit interview process been ineffective in serving yourneeds?• What content could we include in future exit surveys to better meetyour department’s needs?• What specific changes in the past year have been the direct results ofexit interview data?• Are reports back to you from exit interviews timely?• Are exit interview related reports clear?• Are you satisfied with the way the exit interviews are organised?Step 2—Determine changesWhat should the organisation assess regarding the exit interview? This ispotentially where problems can occur in the methodology of the exitinterview. Serious flaws in an interview procedure could hide problem areasin the organisation, or lead to a wrong conclusion when new problems arethought to have been found. You need to confirm the information providedin the interview with information provided by other employees at their exitinterviews.Compare the exit interview survey or summary reports with othermanagement documents in the organisation. The efficiency of the surveyConduct exit interviews: Worksheet 132002_329_026 July 2003
Page 1 and 2: Conduct exit interviewsOverviewIt i
Page 3 and 4: Issues and concernsMany problems as
Page 5 and 6: The answers to these questions will
Page 9 and 10: ResearchDoes your organization have
Page 11: TechniqueUse doublesidedreflection.
Page 15 and 16: Table 5: Exit survey 1 part 2 (1 co
Page 17 and 18: Reason forleavingPrimaryimportanceS

Conduct exit interviews worksheet - Flexible Learning Toolboxes

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?