Seeking Help: How Do You Analyze Exit Interviews in a Hospital Setting?

Hi everyone,

Wishing you all a happy and prosperous New Year 2009. I am currently working at a hospital in Coimbatore. I would be grateful if someone could provide me with details regarding the analysis of exit interviews.

Thank you in advance.

Best regards,
S. Nagaraj Pandyan
Email: nagaraj.pandyan@gmail.com

Dear Nagraj,

I am trying to send you the details, but the mail is not delivered to you. Please check whether you have mentioned the correct ID or not.

Hello S. Nagaraj:
"I would be thankful if some one could send me details regarding Analysis of exit interviews."
What management problem(s) does the management team want to fix?
Most employees once they give notice seldom give the real reasons for leaving or they do not know why they need to leave other than they are not happy in the job.
If we want the most useful feedback, we need to hire a third party to do a post employment survey about 60 days after an employee's last day on the job. The third party must convince the former employees that their comments will be kept anonymous.
Have you considered studying why your best employees don't leave?

Hi,

It is true that once a person resigns, normally would not specify the reason for the correctness/authenticity of his/her separation from the organization.

To make it closer to reality, the person who conducts the exit has to be a mature individual who has stayed with the organization for a longer duration. This person should understand the various ways in which management deals with the situation alongside knowing the various senior members of the organization.

Having said that, interviewers should also keep an eye and ear on the whispers around. Conducting an analysis on various parameters once a quarter or half-yearly is advisable. Parameters to consider include:
- Longevity of the service with the organization
- Seniority/ranking of the departing individual
- Salary hike (if substantial) the individual is receiving, which could indicate leaving for remuneration
- Checking the area of responsibility in the new offer versus the current job could affect job satisfaction
- Relationship with the supervisor, as managers sometimes take undue advantage
- Duty in a particular ward in the case of a hospital

There could be more parameters to consider. When a common trend is noticed in a particular quarter, analyzing the reasons for movement and identifying repetitions can lead to suggestions for management to improve and reduce attrition for better management.

Thorough analysis of exits and implementing methodologies for improvements are crucial for the growth of any organization.

Cordially,
Preet

hi this is K. thaniyarasu,
In my opinion most of the emploees leave the job cos, they are not given due respect and properly recognised. salary, perks also included in this, if they are offfered higher salary in some other company why don't the parent company recognise their talent and hike their salary, this is also a kind of humiliation they face. personal reasons play a minimum role in resignation.

Moreover, the following issues can also be addressed:

1. Reason to quit
2. Interpersonal relationships with peers, boss, and subordinates
3. Performance during the last 6 months
4. Work profile
5. Match between potential and job
6. Family concerns

Regards,
Vandana

Hi All,

Exit analysis should also include things like:

1. Analysis of the average duration in which an employee leaves the organization - this is the vulnerable band of time when most people leave. For example, if most people leave within 6-8 months (dependent on industry type), probably not enough hand-holding or internal selling has happened. Similarly, it is seen that fewer people leave within 4 to 5 years of their service in an organization - mostly because they wait to collect their gratuity after the completion of 5 years. (examples only)

2. Analysis of which particular department do most people leave - to revisit the processes/functioning of this department to see why an employee leaves that role. This could attract role re-definition, process realignment, incentives, target realignment, etc.

3. Analysis of which manager do employees leave the most. As the saying goes... people don't leave the organization, they leave their bosses. The manager probably needs to be trained for leadership skills, team management, job definition, etc.

4. Analysis of qualification of the person(s) leaving. Again for our understanding's sake, an undergraduate would be less likely to change jobs for fear of insecurity, income, etc. A qualified, well-experienced person has the chances of being attracted by competitors, etc and is more likely to jump around.

5. Case of a wrong hire. There are seat warmers/job hoppers who take up a job only to gain experience and would jump for even a few hundred bucks. This reflects on the hiring process of the organization and needs improvement.

Most of the time, people give the reason "FOR BETTER PROSPECTS" or "FOR GROWTH" while leaving an organization.

Ask them to define growth while selecting.

Cheers!!!