How many times have you seen people leave a company and wondered the reason why? Or perhaps you know why and wonder whether anyone at a more senior level took the time to understand further.
Any company that does not conduct exit interviews represents a missed opportunity. As an employee, it should serve as a red flag.
The Challenge with exit interviews
The challenge many companies face in implementing exit interviews comes down to either fear, not prioritizing it (i.e. not caring), or not understanding the value such insight can bring. When a company truly wants to improve itself, none of these should stand in the way.
Exit interviews are a chance to hear feedback on the workplace environment, the team, the leaders and more. They are not much different than employee surveys when people are still employed, another avenue for feedback. If we understand that a loss of talent is a loss of knowledge then we understand that we must overcome any individual fear or biases.
Implementing exit interviews generally starts with human resources understanding its necessity together with the buy-in of executive leaders. The challenge is to act on any hard truths that are revealed.
The Missed Opportunity
Taking the time to find out why someone is leaving may take bravery on the part of a company, but it is a huge opportunity that should not be missed.
Someone is leaving because they want career growth? Ask how as a company you can offer career paths that will retain your key talent.
Someone is leaving because of an issue with leadership? What is this leader’s history? Have others left for the same reason? Who might be lost in the future? Perhaps the leader requires better direction.
The workplace is stifling, toxic or non-supportive? What can be done to change the environment so you can attract and keep talented people?
Unless someone is leaving because of a move or retirement, their rationale for seeking other employment likely provides intel that can be used to change a workplace, understand the dynamics between leaders and staff, and to do better.
Whenever I see colleagues leave without exit interviews, I think to myself - if only the organization did more to create a better working experience for everyone left behind.
Open the Door to Truth
Knowing that people do not want to burn bridges and want to keep relationships whole, it is important that any exit interview be conducted in a safe space. Ensure it is clear that any information shared will be valued and appreciated, and that future doors remain open regardless of anything that may be reported. That may sound like a hard ask but when feedback is authentically requested and listened to and when people can be reassured that whatever they say is important, you create a space for people to really share.
Not only can shared truths create a better environment for those left behind, they can also create a better environment to which that person may want to return in the future.
Setting the Stage
Whether you start with the exit interview – and make it known you are acting on feedback given – or work to create psychological safety in the workplace first, it ultimately comes down to a few simple truths:
People have to understand they can share their views without repercussions.
They have to know they can provide criticism, even as they are leaving, and know a good reference may still be provided.
They need to have the opportunity to know what they say is heard, considered
And, if it is valid and important, their feedback will be acted upon.
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