EXIT INTERVIEW 2.0 proper implementation, business and security aspects

How to Effectively Integrate Exit Interviews into Your Company’s Business Processes?

“We don’t really see any particular benefit in conducting exit interviews, so we simply don’t do them.”

“We’ve been conducting exit interviews for several years, but the results have been poor or completely absent. We’re thinking about giving up on the practice.”

“We’re not satisfied with the results of our exit interviews — we even had an uncomfortable situation in the company related to one of them.” …These are just a few of the viewpoints shared by companies that struggle to implement exit interviews effectively.

Although the exit interview is not a new business function, in practice there are significant opportunities to improve this process, which can bring substantial benefits to a company’s operations in several different areas. Most companies are aware of these potential benefits; however, at the implementation level, the processes often do not run successfully and, most importantly, fail to deliver concrete results for the company. As a result, exit interviews are frequently conducted only on a formal level or abandoned altogether. There are numerous components that need to be considered and properly implemented to achieve success. In addition to effectively managing individual segments of the exit interview process, it is important to pay attention to the process as a whole. For example, an otherwise perfectly coordinated process becomes pointless if

the information obtained during the exit interview is made available to unauthorized individuals or implemented in an inappropriate manner.

Beyond the fact that interviewers must be specially trained to conduct exit interviews effectively, there is also a range of activities that must be carried out for the process to deliver the expected results for the company. We will mention only some of the key components for implementing an exit interview process. First and foremost, the highest management levels of the company need to be presented with the main advantages of introducing exit interviews into business practice, so that they can make a well-informed and reasoned business decision. The implementation of exit interviews is a modular process and should be adapted to the company’s size, industry, geographical distribution, number of employees, and other specific characteristics. Another important step is the adoption of appropriate internal regulatory documents to govern both the implementation and the direct execution of exit interviews.

It is also important to emphasize the significance of confidentiality and the proper use and protection of insights gained during exit interviews. The exit interview function must be properly communicated internally to employees. Although companies usually choose to have their own staff — typically HR professionals—conduct exit interviews, excellent results can also be achieved by engaging neutral external experts under a confidentiality agreement.

If you would like to further explore how to implement the exit interview process in the most effective way within your company, book a free consultation so that we can better understand your needs.