Closing the stable door after the horse has bolted – NO, NO, NO!!
It’s time to re-frame the value of exit interview feedback.
When we talk about exit interviews, one of the questions we get is ‘isn’t it like closing the stable door after the horse has bolted?’ In other words, what is the value of getting feedback when someone has left, surely it’s a bit late? Our answer is loud and clear…no! The purpose and therefore value of exit interviews is often misunderstood.
Many employers think that an exit interview is an opportunity to change the colleague’s mind about leaving, but it’s so much more than that, and done well, exit interviews will provide some of the most insightful feedback you can get.
Think of it this way. The majority of businesses value customer feedback and use it to shape business strategy and measure performance. This feedback is gathered after someone has experienced their service and is highly valued and used to drive customer strategy decisions. Why wouldn’t we value leaver feedback in the same way?
Leavers have valuable experience and feedback that should be used to shape people and business strategy, yet they may not feel they can share it with their employer personally, or prefer to share it after they have left.
The challenge some organisations face is getting honest feedback in a way that can provide usable data and insight, so they’ve never had the information in a way that demonstrates its true value.
Choosing to leave a business is a complex decision, influenced by many factors. It is rare for a colleague to go from engaged to disengaged overnight (although it can happen!), rather it builds over time as they become dissatisfied with their employee experience.
Understanding why people become disengaged enough to leave, and what the final trigger has been in them making that decision should be at the heart of any business and people strategy.
Some food for thought!
Reframing the Purpose:
Exit interviews are not about persuading someone to stay; they’re about gleaning insights into employee experience, pinpointing areas for improvement, and evolving as an employer.
They are also a way of creating a positive leaver experience. We want people to leave as advocates, not adversaries of our organisations. We can use exit interviews as a means of demonstrating that we values their input and feedback
Valuing Leaver Feedback:
Just as businesses value customer feedback to refine their services, leaver feedback is a goldmine of information that can shape people and business strategy. The reasons behind an employee’s decision to leave are multi-faceted, and understanding these reasons can be instrumental in creating a workplace that fosters engagement and loyalty.
The Challenge of Honest Feedback:
Many organisations struggle to obtain honest feedback during exit interviews. Employees may be hesitant to share their true feelings while still employed, fearing potential repercussions. Creating an environment of trust and assuring anonymity can encourage departing employees to provide candid feedback, offering organisations a more accurate understanding of their strengths and areas for improvement. Consider outsourcing to an independent partner to get the best insight.
Utilising Data and Insight:
Exit interviews should not be treated as a mere formality but as a source of valuable data and insight. By analysing patterns and trends in exit interview feedback, businesses can identify systemic issues, address concerns, and implement strategic changes that contribute to long-term success.
Incorporating Feedback into Strategy:
The information gathered from exit interviews should be actively incorporated into both people and business strategy. Whether it’s refining employee policies, addressing management concerns, enhancing workplace culture, or re focusing measures of success, the feedback from departing employees serves as a compass guiding organisations towards continuous improvement.
In conclusion, exit interviews are not an afterthought; they are a proactive step towards understanding and enhancing the employee experience. By reframing their purpose and valuing the feedback provided, businesses can transform departures into opportunities for positive change, ultimately fostering a more engaged and satisfied workforce.
