I would like to have your valuable guidance on the topic mentioned above. We have recently started following the exit interview process in my company. We have an exit interview form that is filled out by the employees to seek genuine feedback on different aspects. Now, I have to prepare a report showing the results, including areas of serious concern and positive points. I would like to know how to present them in the report to cover the major points.
My head advised me to create a PowerPoint presentation or an Excel sheet and start by showing the time period during which all the forms were filled, the number of employees who left during that period, and how many employees left for a particular reason (out of all reasons mentioned in the form). Although I have been given this direction, I would appreciate it if you could provide some insights on this matter. I work as an HR Executive in an FMCG company. I have also been advised to keep it concise and to the point since it will be presented in a board meeting. Please help.
Thank you in anticipation.
From India, New Delhi
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My head advised me to create a PowerPoint presentation or an Excel sheet and start by showing the time period during which all the forms were filled, the number of employees who left during that period, and how many employees left for a particular reason (out of all reasons mentioned in the form). Although I have been given this direction, I would appreciate it if you could provide some insights on this matter. I work as an HR Executive in an FMCG company. I have also been advised to keep it concise and to the point since it will be presented in a board meeting. Please help.
Thank you in anticipation.
From India, New Delhi
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Reevaluating the Exit Interview Process
I see that the exit interview process is often perceived as ineffective and not entirely valuable. Once an employee decides to leave a company, they generally wish to depart peacefully. They expect timely full and final settlements, smooth PF settlements, service certificates, and seamless background verifications. In such cases, employees may not provide genuine feedback in an exit interview, especially in writing.
Recording Exit Interviews for Better Insights
Consider recording the entire exit interview conversation one-on-one to analyze underlying issues and areas for improvement. It's important to explore team-related issues, as the saying goes, "employees don't leave companies, they leave their managers." Enhancing the working atmosphere and addressing employees' expectations can help reduce attrition.
Challenges in Obtaining Constructive Feedback
It's unrealistic to expect sincere feedback from someone on their last day, especially when they have already decided to leave and may have developed negative feelings towards the organization. Therefore, obtaining constructive feedback can be challenging.
Conducting Background Research
Conduct background research to identify which teams experience the most turnover and the common factors among departing employees, such as their origin, college, or network connections. Investigate why competitors are attracting our employees. Additionally, assess the essential facilities employees expect, areas where welfare, security, and safety protocols are lacking, and opportunities for counseling services and personal engagement to retain top talent.
Presenting Solutions to Management
If your boss has assigned you this task, declining outright may not be an option. Instead, prepare a presentation outlining solutions to these challenges. Propose cost-effective or innovative ideas that satisfy employees' needs.
Thank you.
From India, Chennai
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151I see that the exit interview process is often perceived as ineffective and not entirely valuable. Once an employee decides to leave a company, they generally wish to depart peacefully. They expect timely full and final settlements, smooth PF settlements, service certificates, and seamless background verifications. In such cases, employees may not provide genuine feedback in an exit interview, especially in writing.
Recording Exit Interviews for Better Insights
Consider recording the entire exit interview conversation one-on-one to analyze underlying issues and areas for improvement. It's important to explore team-related issues, as the saying goes, "employees don't leave companies, they leave their managers." Enhancing the working atmosphere and addressing employees' expectations can help reduce attrition.
Challenges in Obtaining Constructive Feedback
It's unrealistic to expect sincere feedback from someone on their last day, especially when they have already decided to leave and may have developed negative feelings towards the organization. Therefore, obtaining constructive feedback can be challenging.
Conducting Background Research
Conduct background research to identify which teams experience the most turnover and the common factors among departing employees, such as their origin, college, or network connections. Investigate why competitors are attracting our employees. Additionally, assess the essential facilities employees expect, areas where welfare, security, and safety protocols are lacking, and opportunities for counseling services and personal engagement to retain top talent.
Presenting Solutions to Management
If your boss has assigned you this task, declining outright may not be an option. Instead, prepare a presentation outlining solutions to these challenges. Propose cost-effective or innovative ideas that satisfy employees' needs.
Thank you.
From India, Chennai
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I fully endorse the views expressed by Mr. Stephen. Exit interviews do not always reveal the facts you are expecting, but you still need to proceed with them as your boss insists.
We do not know what data you have collected so far. It would have been easier if you had shared your exit interview format. Anyway, consider the following inputs:
1. Leaving for better prospects
2. Going for a higher salary
3. Taking up a higher position
4. Moving closer to or to a native place
5. Spouse's work spot is nearby in the new location
6. Children's education
7. To take care of aging parents
8. Climate of the present location (place, not company) is not suitable
9. Very long, cumbersome travel to work and back home
10. Lack of medical facilities nearby
11. Going for higher education
Untold reasons; you have to be lucky or smart to catch these details. Ask them before they leave, assuring them it will be off the record and they do not have to sign any paper. Win their trust and keep the matter confidential, sharing it only with top management verbally.
1) Not treated well
2) No promotion prospects
3) Colleagues not cooperating
4) Appalling working environment (physical), such as sound, heat, dust, etc.
5) Very long working hours
6) No/less overtime wages
Regards, V. Raghunathan
From India
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We do not know what data you have collected so far. It would have been easier if you had shared your exit interview format. Anyway, consider the following inputs:
1. Leaving for better prospects
2. Going for a higher salary
3. Taking up a higher position
4. Moving closer to or to a native place
5. Spouse's work spot is nearby in the new location
6. Children's education
7. To take care of aging parents
8. Climate of the present location (place, not company) is not suitable
9. Very long, cumbersome travel to work and back home
10. Lack of medical facilities nearby
11. Going for higher education
Untold reasons; you have to be lucky or smart to catch these details. Ask them before they leave, assuring them it will be off the record and they do not have to sign any paper. Win their trust and keep the matter confidential, sharing it only with top management verbally.
1) Not treated well
2) No promotion prospects
3) Colleagues not cooperating
4) Appalling working environment (physical), such as sound, heat, dust, etc.
5) Very long working hours
6) No/less overtime wages
Regards, V. Raghunathan
From India
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Exit interview will yield results when you build confidence, also start the discussion after giving all dues and certificates to him. Tell him that in no way the feedback will affect him.
From India, Bangalore
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From India, Bangalore
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Using Excel for Exit Interview Data Presentation
It's better to work in an Excel sheet with a provision for a filter part, including a column labeled "Attention" where you can categorize concerns as LOW, Medium, or High.
When presenting, use the filter option and start with all low concerns (e.g., higher education, family concerns such as getting married, spouse getting transferred, parents' health issues, etc.). Then, move to Medium concerns (e.g., career growth, higher role and benefits), and finally, address High concerns related to regulatory and statutory compliance violations, issues with infrastructure, product quality, and superiors, which need to be escalated.
You should also include data such as the employee's name, qualifications, experience, native area, and dates of joining and leaving. Include remarks about your or the HOD's efforts in retaining them. Hope you understood, all the best.
Regards
From India, Hyderabad
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It's better to work in an Excel sheet with a provision for a filter part, including a column labeled "Attention" where you can categorize concerns as LOW, Medium, or High.
When presenting, use the filter option and start with all low concerns (e.g., higher education, family concerns such as getting married, spouse getting transferred, parents' health issues, etc.). Then, move to Medium concerns (e.g., career growth, higher role and benefits), and finally, address High concerns related to regulatory and statutory compliance violations, issues with infrastructure, product quality, and superiors, which need to be escalated.
You should also include data such as the employee's name, qualifications, experience, native area, and dates of joining and leaving. Include remarks about your or the HOD's efforts in retaining them. Hope you understood, all the best.
Regards
From India, Hyderabad
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I agree with the views of Mr. Stephen, but as HR professionals, we should not lose hope and should find out the reasons through discussions with employees. We need to create a friendly atmosphere during these discussions and convince them to have faith in us. There may be things that they will not write but share informally, which can be valuable for us as HR.
It may not meet our expectations 100%, so before the discussion, we should review the exit forms filled out by employees and always prepare a few questions in mind based on our experience with the department's culture and the attitudes of the HOD/Supervisor.
The rest depends on the company's expectations and culture; we need to design a form accordingly.
Regards
From India, Surat
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It may not meet our expectations 100%, so before the discussion, we should review the exit forms filled out by employees and always prepare a few questions in mind based on our experience with the department's culture and the attitudes of the HOD/Supervisor.
The rest depends on the company's expectations and culture; we need to design a form accordingly.
Regards
From India, Surat
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