Putting the X into exit interviews June 2011

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Half day open interactive workshop in Toronto on exit interviews.

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Jeep Productions

Putting the X into exit interviewsby Toronto Training and HR

June 20111Contents3-4 Introduction to Toronto Training and HR5-6Definition7-13Aims and outcomes14-15Results from exit interviews16-17Preparing for an exit interview18-20Challenges and barriers21-32Typical questions33-35Knowledge transfer questions36-42Exit interviews with discharged employees43-50Case studies51-52Conclusion and questions Page 22Page 3Introduction3Page 4Introduction to Toronto Training and HRToronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:Training course designTraining course delivery- Reducing costsSaving timeImproving employee engagement & moraleServices for job seekers4Page 5Definition

5Page 7DefinitionWhat is an exit interview?6ABC20Page 7Aims and outcomes

7Page 8Aims and outcomes 1 of 6They provide an opportunity to 'make peace' with disgruntled employees, who might otherwise leave with vengeful intentions. Exit interviews are seen by existing employees as a sign of positive culture. They are regarded as caring and compassionate - a sign that the organization is big enough to expose itself to criticism. Exit interviews accelerate participating managers' understanding and experience of managing people and organizations. Hearing and handling feedback is a powerful development process. 8ABC13Page 9Aims and outcomes 2 of 6Exit interviews help to support an organization's proper HR practices. They are seen as positive and necessary for quality and effective people-management by most professional institutes and accrediting bodies concerned with quality management of people, organizations and service. The results and analysis of exit interviews provide relevant and useful data directly into training needs analysis and training planning processes. Exit interviews provide valuable information as to how to improve recruitment and induction of new employees. 9ABC13Page 10Aims and outcomes 3 of 6Exit interviews provide direct indications as to how to improve employee retention. Sometimes an exit interview provides the chance to retain a valuable employee who would otherwise have left (organizations often accept resignations far too readily without discussion or testing the firmness of feeling - the exit interview provides a final safety net). A significant proportion of employee leavers will be people that the organization is actually very sorry to leave (despite the post-rationalisation and sour grapes reactions of many senior executives to the departure of their best people). 10ABC13Page 11Aims and outcomes 4 of 6The exit interview therefore provides an excellent source of comment and opportunity relating to management succession planning. Good people leave often because they are denied opportunity to grow and advance. Wherever this is happening organizations need to know about it and respond accordingly. Every organization has at any point in time several good people on the verge of leaving because they are not given the opportunity to grow and develop, at the same time, ironically, that most of the management and executives are overworked and stretched, some to the point of leaving too. 11ABC13Page 12Aims and outcomes 5 of 6Doesn't it therefore make good sense to raise the importance of marrying these two situations to provide advantage both ways - i.e.., facilitate greater delegation of responsibility to those who want it? Exit interviews are an excellent catalyst for identifying specific mistakes and improvement opportunities in this vital area of management development and succession. 12ABC13Page 13Aims and outcomes 6 of 6Exit interviews, and a properly organised, positive exit process also greatly improve the chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips and experience, from the departing employee to all those needing to know it, especially successors and replacements. Most leavers are happy to help if you have the courage and decency to ask and provide a suitable method for the knowledge transfer, be it a briefing meeting, a one-to-one meeting between the replacement and the leaver, or during the exit interview itself. 13ABC13Page 14Results from exit interviews

14Page 15Results from exit interviewsACTIONS RESULTING FROM EXIT INTERVIEW FEEDBACK ANALYSIS fall into two categories:Remedial and preventative, for example improving health and safety issues, stress, harassment, discrimination, etc. Strategic improvement opportunities, for example improved induction, management or supervisory training, empowerment or team building initiatives, process improvement, wastage and efficiencies improvements, customer service initiatives, etc.

15ABC13Page 16Preparing for an exit interview

16Page 17Preparing for an exit interviewLOOK AT TRENDSAverage length of employmentTop three reasons why people leaveTop three positions with the most turnoverLook for turnover patterns within a specific department or groupBe sure to examine what you are doing on a personal level to prevent future resignations17ABC16Page 18Challenges and barriers

18Page 19Challenges and barriers 1 of 2 Difficulty starting this process if exit interviews not already established potentially sensitive at the outset as itinvolves feedback, and may cause suspicion of vendettas and revengeLack of trust between the employee and employer, particularly in sales roles where customer relationships and data is typically business criticalExcessive ego by the employer or employee or both, resulting in a lose: lose scenario19ABC13Page 20Challenges and barriers 2 of 2 Limited skills in executing these meetings, which can be daunting and potentially damagingThe difficulty in transferring some intuitivecompetencies (tacit knowledge) so may be avoidedIf HR are relied upon to handle all exit interviews, sufficient resource needs to be invested to ensure meaningful follow-up and analysis of the data20ABC13Page 21Typical questions

21Page 22Typical questions 1 of 11Tell me about how you've come to decide to leave. What is your main reason for leaving? What are the other reasons for your leaving? Why is this important, or so significant for you? Within the (particular reason to leave) what was it that concerned you particularly? What could have been done early on to prevent the situation developing/provide a basis for you to stay with us? How would you have preferred the situation(s) to have been handled? 22ABC13Page 23Typical questions 2 of 11What opportunities can you see might have existed for the situation/problems to have been averted/dealt with satisfactorily? What can you say about the processes and procedures or systems that have contributed to the problem(s)/your decision to leave? What specific suggestions would you have for how the organization could manage this situation/these issues better in future? How do you feel about the organization? 23ABC13Page 24Typical questions 3 of 11What has been good/enjoyable/satisfying for you in your time with us? What has been frustrating/difficult/upsetting to you in your time with us? What could you have done better or more for us had we given you the opportunity? What extra responsibility would you have welcomed that you were not given? How could the organization have enabled you to make fuller use of your capabilities and potential? 24ABC13Page 25Typical questions 4 of 11What training would you have liked or needed that you did not get, and what effect would this have had? How well do think your training and development needs were assessed and met? What training and development that you had did you find most helpful and enjoyable? What can you say about communications within the organization/your department? What improvements do you think can be made to customer service and relations? 25ABC13Page 26Typical questions 5 of 11What training would you have liked or needed that you did not get, and what effect would this have had? How well do think your training and development needs were assessed and met? What training and development that you had did you find most helpful and enjoyable? What can you say about communications within the organization/your department? What improvements do you think can be made to customer service and relations? 26ABC13Page 27Typical questions 6 of 11How would you describe the culture or 'feel' of the organization? What could you say about communications and relations between departments, and how these could be improved? Were you developed/inducted adequately for your role(s)? What improvement could be made to the way that you were inducted/prepared for your role(s)?

27ABC13Page 28Typical questions 7 of 11(For recent recruits of less than a year or so:) What did you think about the way we recruited you? How did the reality alter from your expectations when you first joined us? How could we have improved your own recruitment? How could your induction training have been improved? How could you have been helped to better know/understand/work with other departments necessary for the organization to perform more effectively? What can you say about the way your performance was measured, and the feedback to you of your performance results?

28ABC13 Page 29Typical questions 8 of 11How well do you think the appraisal system worked for you? What would you say about how you were motivated, and how that could have been improved? What suggestion would you make to improve working conditions, hours, shifts, amenities, etc.? What would you say about equipment and machinery that needs replacing or upgrading, or which isn't fully/properly used for any reason? What can you say about the way you were managed?... On a day to day basis?....... And on a month to month basis? 29ABC13Page 30Typical questions 9 of 11How would you have changed the expectations/objectives/aims (or absence of) that were placed on you? ...... And why? What, if any, ridiculous examples of policy, rules, instructions, can you highlight? What examples of ridiculous waste (material or effort), pointless reports, meetings, bureaucracy, etc., could you point to? How could the organization reduce stress levels among employees where stress is an issue? 30ABC13Page 31Typical questions 10 of 11How could the organization enabled you to have made better use of your time? What things did the organization or management do to make your job more difficult/frustrating/non-productive? How can the organization gather and make better use of the views and experience of its people? Aside from the reason(s) you are leaving, how strongly were you attracted to committing to a long and developing career with us? What can the organization do to retain its best people (and not lose any more like you)? 31ABC13Page 32Typical questions 11 of 11Have you anything to say about your treatment from a discrimination or harassment perspective? Would you consider working again for us if the situation were right? Are you happy to say where you are going (if you have decided)? What particularly is it about them that makes you want to join them? What, importantly, are they offering that we are not? (If appropriate:) Could you be persuaded to renegotiate/stay/discuss the possibility of staying? 32ABC13Page 33Knowledge transfer questions

33Page 34Knowledge transfer questions 1 of 2How might we benefit from your knowledge, experience, introductions to your contacts, etc., prior to your departure? Would you be happy to take part in a briefing meeting with managers/replacements/successor/colleagues so that we can benefit from your knowledge and experience, prior to your leaving? What can we do to enable you to pass on as much of your knowledge and experience as possible to your replacement/successor prior to your departure? 34ABC13Page 35Knowledge transfer questions 2 of 2How and when would you prefer to pass on your knowledge to your successor? I realise that you'll not be happy with the situation surrounding your departure, however we would really appreciate it if you could help us to understand some of the important things you've been working on - how might we agree for this knowledge to be transferred? We'd be grateful for you to introduce (name of successor) to your key contacts before you go - are you happy to help with this? 35ABC13Page 36Exit interviews with discharged employees

36Page 37Exit interviews with discharged employees 1 of 6It is best to have at least two managers at such an interview in case there is a disputeabout what went on.First, tell the departing employee that the organization has decided to terminate his/heremployment due to unsatisfactory performance, tardiness, failure to follow instructions, reduction in force or other specific reasons approved by your lawyer.37ABC16Page 38Exit interviews with discharged employees 2 of 6You should always be able to document a factually solid, sensible reason, regardless of whether the employment was at-will.Even if you don't consult your lawyer every time you fire an employee, you should ask about any reason that is not on the list above. Don't fire someone for a reason that is improper or that can easily be made to look suspect.38ABC16Page 39Exit interviews with discharged employees 3 of 6Remind the departing employee of your previous discussions, if any, concerning the problems for which he is being terminated. Tell him, if applicable, that as a result of the lack of sufficient improvement in the relevant areas, you cannot continue his employment.If you are offering the employee a severance package that contains releases of liability (and you should), tell him that you are willing to offer him a severance agreement thatwould give him certain benefits. Then give the employee your standard termination letter, the severance agreement, and the usual notices.39ABC16Page 40Exit interviews with discharged employees 4 of 6Listen carefully and patiently to what the employee has to say, especially including any complaints he may have. If the employee disagrees with the reasons for his/her termination, ask the employee why, and later consider what response may be appropriate, perhaps in consultation with your lawyer. Do not argue with the employee. Simply say that you are sorry that you do not agree with the employee and are surprised at any untrue statements that he/she may make.

40ABC16Page 41Exit interviews with discharged employees 5 of 6Ask the departing employee whether he/she has any documents belonging to the organization, including lists of clients, and arrange for their return. Remind the employee that he/she has a continuing obligation to maintain the confidentiality of the company's business after his/her departure. Make arrangements for the employee to remove his/her personal belongings at your mutual convenience.

41ABC16Page 42Exit interviews with discharged employees 6 of 6Ask whether the employee's records relating to compensation are up to date. Thesemight include records relating to leave taken. Make arrangements for a check to be issuedfor all accrued compensation, including any salary, leave time, vacation time and commissions. If there is any disagreement about compensation, tender the amount that you believe you owe, and offer to get back to the employee as to any disputed amount.42ABC16Page 43Case study A

43ABC16Page 44Case study A 44ABC15Page 45Case study B-State of Connecticut

45ABC16Page 46Case study B 46ABC15Page 47Case study C

47ABC16Page 48Case study C 48ABC15Page 49Case study D

49Page 50Case study D 50ABC15Page 51Conclusion & Questions

51Page 52ConclusionSummaryQuestions52

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