In an ideal world, all staff should be offered the opportunity of a well conducted exit interview before they leave their current employer for horizons new. This type of feedback can offer organisations valuable insights into what is really driving staff turnover and can usefully inform future management, retention and recruitment strategies. After all, haven’t we been hearing a lot of noise about building employer brands and the ‘war for talent’ lately? In reality, however, exit interviews are often only conducted with staff of certain grades or with senior employees, or those who can perhaps be relied upon not to behave in a controversial manner. After all, someone may raise a grievance that the organisation would rather have swept under the management carpet. ‘Let sleeping dogs lie’ is often the maxim that informs such attitudes.
How do people really feel when they leave?
Many staff part company with their current employers without the benefit of being thanked for their contribution throughout their service. If they did, it might ensure that they continued to remain an advocate of that organisation. That’s why cultural rituals like leaving parties and retirement presentations are so important, and why redundant employees often feel so hurt when they can’t say goodbye properly to friends and colleagues. Some, however, leave feeling almost as invisible as they did whilst they were employed, which may really be why they are leaving. Others may go, the cynical, the redundant, the maternity leavers, the sick, the un-promoted or under-promoted and various kinds of perceived ‘trouble-makers’ and misfits, feeling that their employer will be only too glad to see the back of them. That feeling could well be mutual.
Didn’t we used to treat customers like that?
It’s a bit like the way dissatisfied customers used to be treated by companies who neither knew nor cared why they had stopped buying or recommending their products and services. No business in their right mind would be so cavalier about their customers’ sensitivities these days but the same cannot be said regarding their other prime asset – their staff.
With opportunity comes responsibility and accountability
The opportunity to give feedback, however, carries a degree of responsibility and accountability on both sides. If your organisation offers you an exit interview how will you behave? Will you see it as an opportunity to thank them for the experience, skills and benefits you have gained during your time with them, or as a chance to settle a few old scores? Remain silent because you think it is merely a PR stunt or a ‘box ticking’ exercise? Or will you think of the co-workers you have left behind and create the potential for improvement of the very the things that may have driven you away? Issues such as: a lack of training or promotion prospects, more pay, better benefits or a better work-life balance - the kind of issues that bring thousands of visitors to this site every week. Are you prepared to be balanced and gracious in your comments? Do you believe that your employer is prepared to hear what you have to say and respond constructively?
Could we reap what we sow?
The line between 'moan' and 'grievance' can be very fine and what some may judge to be letting off a bit of harmless steam could, potentially, set off an unexpected chain reaction of more formal proceedings. It could also unnecessarily jeopardise the careers of others and the references you may need in future. So, if you request, or are invited to take part in an exit interview, what should your approach be? Simply this – be balanced, be fair, be polite and be constructive. You never know, the views of ex-employees might just become as sought after and valued as those of customers one day. Now, wouldn’t that be something?
