An exit interview is a conversation with a departing employee about their time at the company and the reason for their departure. It’s completely optional, but some employers conduct them to learn about workplace issues they may want to address.

Exit interviews can be a good opportunity to get the employee’s perspective on the training they received, the compensation the company offered, the growth potential the employee felt they had, the performance review process, and their assessment of employee morale. They can also shine a light on toxic management practices, hostile work environments, departmental conflict, and employee concerns that haven’t been shared with management or HR. That said, departing employees who were reluctant to raise these issues earlier may still be hesitant or unwilling to share them on their way out the door.

Exit interviews typically use one of two formats: an in-person interview or a form the employee completes on their own. Each format has its advantages. The interview allows for further questioning in the event the employee mentions something you’d like additional information about. The written form option lets the employee give more consideration to each question and answer each one at a pace that works for them.

If you conduct exit interviews, be sure to put the information you receive to good use. Share it—as appropriate—with the leaders in the company. Some of these conversations might be difficult, especially if you’re having to address sub-par management practices, correct unproductive working conditions, or investigate harassment. But exit interviews will be useful only if you’re willing to have these conversations and make changes based on what you learn.

Below is a helpful checklist to ensure your exit interviews run smoothly.

Select a format.

• In-person interview
• Written form the employee completes on their own.

Formulate the questions.

• Why is the employee leaving?
• Why did they seek employment elsewhere?
• Could the company or manager have done anything differently?
• Did the employee explore options that could have enabled them to stay?
• What does the departing employee’s new company do better?
• What bad working experiences the employee have?
• What matters were unresolved?
• Did their supervisor demonstrate fair and equal treatment?
• Did their supervisor provide recognition on the job?
• Did their supervisor develop cooperation and teamwork?
• Did their supervisor encourage and listen to suggestions?
• Did their supervisor resolve complaints and problems?
• Did their supervisor follow policies and practices?
• What situations, practices, or behaviors hindered collaboration? How could those be changed?
• Was communication good or bad? What made it that way?
• What practices or working conditions were beneficial and should be maintained or enhanced?
• What training did they receive or not receive?
• How did they feel about career development opportunities, employee morale, and performance reviews?
• Is there anything they’d like to add?

Conduct the interview.

• Conduct an in-person exit interview as close as possible to the end of employment (e.g., the last hour of their last day of work).
• Make the departing employee as comfortable as possible and encourage open, honest communication. Meet somewhere private and make sure to allow enough time for a meaningful conversation.
• Avoid having the employee’s direct supervisor conduct the interview, if possible.
• Offer a form to the departing employee instead of conducting an in-person interview if you have concerns about safety or the departing employee’s temperament.
• Explain that the interview is for informational purposes and for the betterment of the organization and their coworkers.
• Say that you will take notes and that you will keep them as confidential as possible. Note that certain allegations must be discussed with management.
• Assure them that concerns or information shared in good faith will not be communicated to future employers or negatively affect a reference check.

Put the information to good use.

• Share it—as appropriate—with the leaders in the company. Some of these conversations might be difficult, especially if you’re having to address sub-par management practices, correct unproductive working conditions, or investigate harassment. But exit interviews will be useful only if you’re willing to have these conversations and make changes based on what you learn.

Emplova is a unique Professional Employer Organization (PEO) that helps small to medium sized businesses grow and prosper by providing benefits, payroll, technology, compliance, and HR administration. To learn how we can create a winning HR strategy for your business contact us today.