Guide to conducting exit Interviews - Dean Amory

Exit
Interviews
Questions – examples – interview guide
Compiled by Dean Amory

Exit Interviews
According to the NLH Knowledge Management Specialist Library, Exit Interviews are traditionally
"conducted with employees leaving an organisation. The purpose of the interview is to provide
feedback on why employees are leaving, what they liked or didn’t like about their employment and
what areas of the organisation they feel need improvement. Exit interviews are one of the most widely
used methods of gathering employee feedback, along with employee satisfaction surveys.
More recently, the concept of exit interviewing has been revisited and
expanded as a knowledge management tool, as a way of capturing
knowledge from leavers. Rather than simply capturing human
resources information, the interview also aims to capture knowledge
about what it takes to do the job."
In the most straightforward terms however, an exit interview is simply
a means of determining the reasons why a departing employee has
decided to leave an organization. In fact, it appears that many
organizations take this definition literally... in a 1992 survey conducted
by Human Resource Executive Magazine, 96% of HR managers agree
that they conduct exit interviews with employees who are leaving
voluntarily.
However, in most cases, the information collected is not put to any useful purpose. In fact, the same
study showed that just 4% of companies conducting exit interviews conduct them in a structured and
systematic way. This situation does not appear to be much different than in 1975 and again in 1981
when several thorough reviews of exit survey practices indicated that the information gathered from
exit interviews is rarely used.
It appears, then, that many organizations are failing to recognize the value of a systematic approach to
collecting information from exiting employees, including:
1. Gathering and collating the data in a structured manner
2. Aggregating the results for the organization as a whole
3. Analysing the findings to identify consistent trends, patterns and themes
4. Using the results to determine and implement strategies to increase retention and reduce
turnover.
The traditional method of having the employee’s supervisor or a company HR representative conduct
an in-person interview on an employee’s final day is fraught with difficulties and problems, including
being time-consuming, difficult to tabulate, not necessarily executed consistently and both less reliable
and valid than using surveys to collect the data.

Exit interviews aims and outcomes
The purpose of an exit interview is to get the departing employee to divulge why she is leaving and
how she feels about her experience with the company. Ostensibly, this provides data that senior
leadership will use to improve things. (Alexandra Levit – Blind Spots)
The knowledge of the departing employee commonly has immense value, and the recovery of it is
often overlooked altogether by the organization, until the employee has departed, or more likely been
hurried out of the door holding the contents of their desk in a cardboard box.
When any employee resigns, or a decision is
made for a person to leave for any reason,
always ask: Should we spend some time
thinking about how to enable some sort of
knowledge transfer? In other words, if we
place a value on the knowledge that the
departing employee holds, isn't it worth
thinking about how to enable this knowledge
to be passed to the appropriate people
remaining in the organization?
Instead of course all too often, senior
management's response to all the headscratching
after a vital person has left, is to
rationalise the loss of information (and vital
personal contacts often) with the old cliché,
"No-one is indispensable". The adage might
ultimately be true, but that's not really the point. The fact is that most people who leave do actually
possess useful (often critical) knowledge and experience. Moreover most departing employees are
delighted to share this knowledge, to help a successor, or to brief a management team, if only the
organization would simply ask them politely to do so (assuming their exit is handled decently of
course, which the exit interview helps to enable).
Exit interview aims and outcomes:
They provide an opportunity to 'make peace' with disgruntled employees, who might otherwise
leave with vengeful intentions.
Exit interviews are seen by existing employees as a sign of positive culture. They are regarded
as caring and compassionate - a sign that the organisation is big enough to expose itself to
criticism.
Exit interviews accelerate participating managers' understanding and experience of managing
people and organizations. Hearing and handling feedback is a powerful development process.
Exit interviews help to support an organization's proper HR practices. They are seen as positive
and necessary for quality and effective people-management by most professional institutes and
accrediting bodies concerned with quality management of people, organizations and service.
The results and analysis of exit interviews provide relevant and useful data directly into
training needs analysis and training planning processes.

Exit interviews provide valuable information as to how to improve recruitment and induction
of new employees.
Exit interviews provide direct indications as to how to improve staff retention.
Sometimes an exit interview provides the chance to retain a valuable employee who would
otherwise have left (organizations often accept resignations far too readily without discussion
or testing the firmness of feeling - the exit interview provides a final safety net)
A significant proportion of employee leavers will be people that the organization is actually
very sorry to leave (despite the post-rationalisation and sour grapes reactions of many senior
executives to the departure of their best people). The exit interview therefore provides an
excellent source of comment and opportunity relating to management succession planning.
Good people leave often because they are denied opportunity to grow and advance. Wherever
this is happening organizations need to know about it and respond accordingly.
Every organization has at any point in time several good people on the verge of leaving
because they are not given the opportunity to grow and develop, at the same time, ironically,
that most of the management and executives are overworked and stretched, some to the point of
leaving too. Doesn't it therefore make good sense to raise the importance of marrying these two
situations to provide advantage both ways - ie., facilitate greater delegation of responsibility to
those who want it? Exit interviews are an excellent catalyst for identifying specific mistakes
and improvement opportunities in this vital area of management development and succession.
Exit interviews, and a properly organised, positive exit process also greatly improve the
chances of successfully obtaining and transferring useful knowledge, contacts, insights, tips
and experience, from the departing employee to all those needing to know it, especially
successors and replacements. Most leavers are happy to help if you have the courage and
decency to ask and provide a suitable method for the knowledge transfer, be it a briefing
meeting, a one-to-one meeting between the replacement and the leaver, or during the exit
interview itself.
Exit interviews are best conducted face-to-face because this enables better communication,
understanding, interpretation etc., and it provides far better opportunity to probe and get to the root of
sensitive or reluctant feelings. However, postal or electronic questionnaires are better than nothing, if
face-to-face exit interviews are not possible for whatever reason (although I remain to be convinced
that there is never a proper excuse for not sitting down for 30 minutes with any departing
employee.....)
In some cases perhaps a particularly shy employee may prefer to give their feedback in a questionnaire
form, in which case this is fine, but where possible, face-to-face is best.
Actions resulting from exit interview feedback analysis, in any size or type of organization, fall into
two categories:
Remedial and preventative, for example improving health and safety issues, stress,
harassment, discrimination., etc.
Strategic improvement opportunities, for example improved induction, management or
supervisory training, empowerment or team building initiatives, process improvement, wastage
and efficiencies improvements, customer service initiatives, etc.

So You Quit Your Job.
Now They Demand an Exit Interview. What Do You Say?
You just quit your job. In your final two weeks you’ll tie up loose ends, help train your replacement,
clean out your desk and say your good-byes. There’s also a good chance you’ll be asked to attend one
final meeting before you hit the road: the exit interview.
Before leaving most firms, the Human Resources department will ask you to meet with them to discuss
your reasons for quitting, among other things. “The purpose of an exit interview is to get the departing
employee to divulge why she is leaving and how she feels about her experience with the company,”
says Alexandra Levit, the author of Blind Spots: The 10 Business Myths You Can’t Afford to Believe
on Your New Path to Success. “Ostensibly, this provides data that senior leadership will use to
improve things.”
Departing employees might use this opportunity to be completely honest with their
employers—dishing out constructive criticism, berating or praising colleagues, airing grievances, or
applauding the corporation for its do-gooding ways. Others, however, might be less candid. And it
turns out there are pros and cons to both approaches. Three experts weigh in.
“I do think employees should be completely honest in the exit interview,” says Jay Canchola, an HR
business partner for Raytheon. “Without the perspective of the departing employee, the opportunity for
the workplace to improve is decreased.” By bringing certain issues to light, you could be helping out
your colleagues who will have to deal with those problems long after you’re gone.

Levit offers alternative thoughts. “When it comes to exit interviews, the general rule is, if you don’t
have anything nice to say, lie.” Stick to official business as much as possible, and if you must provide
criticism, proceed with tact and caution, she says. “While it may be tempting to use the meeting to spill
your guts about the company’s difficult personalities and insufferable policies, don’t give in.” Once
you’ve made the decision to leave, unloading your grievances won’t do you a drop of good, and the
risk of offending people is too great.
Andy Teach, a corporate veteran and author of
From Graduation to Corporation: The Practical
Guide to Climbing the Corporate Ladder One
Rung at a Time, falls somewhere in between. “I
think it’s important to be honest but don’t be too
honest,” he warns. You want the HR department
to know the positives and negatives of your
experiences with the hope that they will listen to
you and take action when necessary. However, if
you’re too honest and you are overly critical of an
important executive or of the company itself, you
could hurt your reputation within that company
and could jeopardize your chances of getting a
reference from them. “This is unfortunate but I’m
sure that it happens. I think there are ways to be honest and get across your point if you preface your
negative comments with positive ones about your experience with the company,” he says.
If you do disclose your thoughts and feelings, Canchola says you should steer clear of any profanity,
racial or gender slurs, blasting individuals, departments or the company as a whole, “and never state an
opinion as fact.”
Teach says you shouldn’t be out for revenge, as there are
diplomatic ways to criticize people. If you come across as
being vengeful or out to get someone, HR will not listen to
you, and your criticisms can backfire. If you just state the
facts and even preface it by saying something like, “I don’t
want to get anyone in trouble, but I did want to make you
aware of a particular situation in my department,” you can
make more headway with the HR employee.
So instead of bad-mouthing colleagues and criticizing the
employer, Canchola suggests you discuss your work
relationship with your managers, talk about your career development, “and be as positive as you can,”
Levit adds. Talk about how much you learned at the organization and why your tenure benefited both
you and the company, she says.

Knowledge transfer questions
Start thinking about using these questions when the employee and the organization knows that the
employee will be leaving. Don't leave these questions until the exit interview.
What would you consider to be your foremost knowledge assets?
Would you be happy to take part in a briefing meeting with managers, replacements, successor,
and/or colleagues so that we can benefit further from your knowledge, experience and
introductions to your contacts prior to your departure?
I realize that you'll not be happy with the situation surrounding your departure, however we
would really appreciate it if you could help us to understand some of the important things
you've been working on - how might we agree for this knowledge to be transferred?
What can we do to enable you to pass on as much of your knowledge as possible to your
replacement or successor prior to your departure?
How and when would you prefer to pass on your knowledge to your successor?
Could you introduce (name of successor) to your key contacts before you go?
How can we gather and make better use of the knowledge of employees?

Exit interview questions
In terms of managing the interview, listen rather than talk. Give the interviewee time and space to
answer. Coax and reassure where appropriate, rather than pressurise. Interpret, reflect and understand
(you can understand someone without necessarily agreeing). Keep calm, resist the urge to defend or
argue - your aim is to elicit views, feedback, answers, not to lecture or admonish.
In face-to-face interviews particularly,
use the word 'why' if you want to probe,
especially if the first answer is vague or
superficial.
Questions beginning with 'what' and
'how' are better for getting people to
think and and convey to you properly and
honestly about their views.
Ask open 'what/how/why' questions, not 'closed' yes/no questions, unless you require specific
confirmation about a point.
'When' and 'where' are also more specific qualifying questions, unless of course they are used in a
general context rather than specific time or geographic sense.
'Who' should be used with care to avoid witch-hunts or defamatory risks (moreover many exit
interviewees will be uncomfortable if asked to name people or allocate personal blame - exit
interviews are not about 'blame', the allocation of which is not constructive and should be avoided for
anything other than very serious complaints or accusations, which must then be suitably referred as
follow-up would be beyond the normal exit interview remit.
Tips and lessons learnt
Invest enough time to research problem areas of the program/work and achievements of the
leaving person so you can shape knowledge capture questions to best reflect the person's
perspective.
Avoid asking personal questions that may make the interviewee feel intimidated. '
Where you do the interview is critical. Experience shows that interviewees answer questions
most comprehensively when the environment chosen for the interview is cozy and comfortable.
Offer comforting drinks/snacks etc.
Make sure knowledge capture queries reflect not only the person's work focused experiences,
best practices, challenges and lessons learned, but also about organizational culture. e.g. What
organizational culture did the leaving person appreciate and what improvement areas does
he/she observe.
It helps to keep knowledge capture interview questions short and clear as much as possible.

Examples of exit interview
What is your primary reason for leaving?
Did anything trigger your decision to leave?
What was most satisfying about your job?
What was least satisfying about your job?
What would you change about your job?
Did your job duties turn out to be as you expected?
Did you receive enough training to do your job effectively?
Did you receive adequate support to do your job?
Did you receive sufficient feedback about your performance between merit reviews?
Were you satisfied with this company's merit review process?
Did this company help you to fulfill your career goals?
Do you have any tips to help us find your replacement?
What would you improve to make our workplace better?
Were you happy with your pay, benefits and other incentives?
What was the quality of the supervision you received?
What could your immediate supervisor do to improve his or her management style?
Based on your experience with us, what do you think it takes to succeed at this company?
1
Did any company policies or procedures (or any other obstacles) make your job more difficult?
Would you consider working again for this company in the future?
Would you recommend working for this company to your family and friends?
How do you generally feel about this company?
What did you like most about this company?
What did you like least about this company?
What does your new company offer that this company doesn't?
Can this company do anything to encourage you to stay?
Before deciding to leave, did you investigate a transfer within the company?
Did anyone in this company discriminate against you, harass you or cause hostile working
conditions?
Any other comments?

Tell me about how you've come to decide to leave?
What is your main reason for leaving?
What are the other reasons for your leaving?
Why is this important, or so significant for you?
Within the (particular reason to leave) what was it that concerned you particularly?
2
What could have been done early on to prevent the situation developing/provide a basis for you
to stay with us?
How would you have preferred the situation(s) to have been handled?
What opportunities can you see might have existed for the situation/problems to have been
averted/dealt with satisfactorily?
What can you say about the processes and procedures or systems that have contributed to the
problem(s)/your decision to leave?
What specific suggestions would you have for how the organization could manage this
situation/these issues better in future?
How do you feel about the organization?
What has been good/enjoyable/satisfying for you in your time with us?
What has been frustrating/difficult/upsetting to you in your time with us?
What could you have done better or more for us had we given you the opportunity?
What extra responsibility would you have welcomed that you were not given?
How could the organization have enabled you to make fuller use of your capabilities and
potential?
What training would you have liked or needed that you did not get, and what effect would this
have had?
How well do think your training and development needs were assessed and met?
What training and development that you had did you find most helpful and enjoyable?
What can you say about communications within the organization/your department?
What improvements do you think can be made to customer service and relations?
How would you describe the culture or 'feel' of the organization?
What could you say about communications and relations between departments, and how these
could be improved?
Were you developed/inducted adequately for your role(s)?
What improvement could be made to the way that you were inducted/prepared for your role(s)?

(For recent recruits of less than a year or so:) What did you think about the way we recruited
you? How did the reality alter from your expectations when you first joined us? How could we
have improved your own recruitment? How could your induction training have been improved?
How could you have been helped to better know/understand/work with other departments
necessary for the organization to perform more effectively?
What can you say about the way your performance was measured, and the feedback to you of
your performance results?
How well do you think the appraisal system worked for you?
What would you say about how you were motivated, and how that could have been improved?
What suggestion would you make to improve working conditions, hours, shifts, amenities, etc?
What would you say about equipment and machinery that needs replacing or upgrading, or
which isn't fully/properly used for any reason?
What can you say about the way you were managed?... On a day to day basis?....... And on a
month to month basis?
How would you have changed the expectations/objectives/aims (or absence of) that were
placed on you? ...... And why?
What, if any, ridiculous examples of policy, rules, instructions, can you highlight?
What examples of ridiculous waste (material or effort), pointless reports, meetings,
bureaucracy, etc., could you point to?
How could the organization reduce stress levels among employees where stress is an issue?
How could the organization enabled you to have made better use of your time?
What things did the organization or management do to make your job more
difficult/frustrating/non-productive?
How can the organization gather and make better use of the views and experience of its people?
Aside from the reason(s) you are leaving, how strongly were you attracted to committing to a
long and developing career with us?
What can the organization do to retain its best people (and not lose any more like you)?
Have you anything to say about your treatment from a discrimination or harassment
perspective?
Would you consider working again for us if the situation were right?

Are you happy to say where you are going (if you have decided)?
What particularly is it about them that makes you want to join them?
What, importantly, are they offering that we are not?
(If appropriate:) Could you be persuaded to renegotiate/stay/discuss the possibility of staying?
Can we be of any particular help to you in this move/deciding what to do next (we can't
promise anything obviously)?
1. What is your main reason for leaving?
2. What’s been good about working here?
3. What’s been difficult about working here?
4. How effective and supportive has your line manager been?
5. What’s communication like within your team and the wider Directorate?
6. What kind of learning opportunities have you had?
7. What hasn’t been addressed by the Directorate that should have been?
8. If you could change one thing about the Directorate, what would it be?
9. Would you recommend SCS as a good place to work?
I agree that the above notes represent a fair and accurate record of the exit interview
discussion.
I do not agree that the above notes represent a fair and accurate record of the exit interview
discussion. I have these additional comments:
3

What are you going to do?
4
Asian Development Bank
6 ADB Avenue, Mandaluyong City
1550 Metro Manila, Philippines
Tel +63 2 632 4444
Fax +63 2 636 2444
knowledge@adb.org
www.adb.org/knowledgesolutions
What Next
If employment, who will be your new employer?
If employment, what sort of job and at what level?
If employment, what attracted you to your new job?
If employment, how will your new job differ from your current one?
About the Unit
Do you feel the description of your job in the engagement process was accurate?
Were the purpose and expected results of your position clear throughout your work in the unit?
Could your qualifications, experience, and skills have been used to better advantage?
Do you feel you received appropriate support to enable you to do your job?
Was the training you received in the unit adequate to enable you to accomplish your job?
Are there further training opportunities you think the unit should be offering?
What did you see as your promotion and career prospects in the unit?
How might those prospects have been improved?
How was your working environment generally?
Can you list the three most important things that should be done to make the unit more
effective in terms of influencing decisions in the organization?

The following questions can be used in face-to-face exit interviews to complement or deepen, on a
case-bycase basis, the responses made to the exit interview questionnaire.
General
What was satisfying during your time in the unit? What was frustrating?
What could you have done better or more?
What extra responsibility would you have welcomed?
Induction
Were you inducted adequately for your role(s)?
What improvement could be made to the way you were inducted for your role(s)?
Training and Development
How well do think your training and development needs were assessed and met?
What training and development did you find helpful and enjoyable?
What training and development would you have liked or needed that you did not receive and
what effect would that have had?
Performance Evaluation
What can you say about the way your performance was measured and the feedback on your
performance results?
How well do you think the performance and development plan worked for you?
How would you have changed the expectations (or absence of) that were placed on you? And
why?
Communications
What can you say about communications in the unit? How could these be improved?
What could you say about communications between the unit and other departments and
offices? How could these be improved?
Working Conditions
How would you describe the culture of the unit?
What suggestion would you make to improve working conditions?
What examples of inefficiencies in business processes and procedures in the unit could you
point to?
How could the unit reduce stress levels among employees where stress is an issue?
Management
What can you say about the way you were managed? On a day-to-day basis? On a month-tomonth
basis?
What things did the unit and its management do to make your job more difficult?
What would you say about how you were motivated and how could that have been improved?
How could the unit have enabled you to have made better use of your time?

Early retirement interview guide
Overview
Thank you for agreeing to participate in this “exit interview” project. Many people prefer to know in
advance what topics will be covered and the specific questions that will be asked. This “pre-interview
copy” of the exit interview guide has been prepared with that aim in mind.
I invite you to review the document in advance of our meeting. You might want to simply familiarize
yourself with the topics and questions, to get comfortable with the territory we’ll cover. If you like,
you might make notes to assist you in recalling certain events or to remember some points you want to
include. However, please know that I don’t expect you to prepare anything for our meeting. Just being
familiar with the questions, and showing up for the appointment, is fine. The document is organized
into the following areas.
Factors making the organization attractive: items cover your initial experience here, any changes in
perception, times when you felt exceptionally involved, and what you value and will miss most.
Exceptional customer service: a core value for the organization. Questions explore times when it has
provided exceptional customer service, and how that can be made the norm.
Managing change: another critical area for the organization. Questions seek your recollections and
insights about the organization’s “greatest hits” in managing change.
Your own contributions: what you believe your greatest value has been to the organization; your
“legacy.”
Disappointments and missed opportunities: a look at times when the organization underperformed
or didn’t take advantage of an opportunity, or a chronic aspect that needs to be addressed. This is
something of a contrast to the rest of the interview questions, which focus on stories of “highest and
best moments.” Even in those instances, however, there are questions about how to make those
moments more frequent (which can include addressing constraints and barriers).
Three wishes or suggestions for the organization: an opportunity to build on the “disappointments
and missed opportunities,” as well as on your recollections of high points.
-------------------------------------------------------------
Ground Rule for the Interview: As you already know, the chief ground rule for the interview is
confidentiality and privacy. I will probably do quite a lot of note-taking, but my report will only
summarize what you and others tell me, without saying “who said what.” (Of course, you are free to
discuss the interview with whomever you please.)
Thanks again for participating. I am looking forward to our conversation!
Ed Jacobson

Factors Making The
Organization Attractive
Exceptional Customer
Service
Interview Guide
Think back to when you first joined the organization.
How long had you been employed by _______________?
What attracted you to the organization?
What were your initial impressions when you joined?
How have these impressions changed since then?
Tell me about a time when you felt most excited, most engaged
or involved in your work –with your colleagues, the customers, a
specific project, it could be anything during those years: a time
when you felt, “this is really good!” “I wish it could always be
like this!” or sentiments such as that.
What was the situation?
What made it exciting?
Who was involved that made it significant?
What do you value most about the organization? Why?
What do you think that you will miss most, when you leave?
As you well know, the vision includes a focus on customer
service (include quote, as appropriate).
Think of a time, in your __ years here, when you witnessed truly
exceptional customer service. Perhaps a time that you recall
whenever you read or hear that phrase, “exceptional customer
service.” It might be an occasion when you were directly
involved, or when you observed a colleague.
What was the situation?
Who was involved?
What took place? What about it earns the phrase,
“exceptional customer service?”
Have you seen that type of event often here, or is it truly
exceptional?
What is one suggestion that would make it more frequent?

Managing Change During your __ years here, you have certainly witnessed many
changes and transitions here. (Give examples of actual changes
past, present and/or pending.)
Think of a change – it could be any of these, or any other – that
you believe was especially well handled.
What was the specific change?
What about it was well handled?
Who was involved?
What did they do that was especially helpful?
What was your role or participation in this change?
What about the organization contributed to the change’s
success?
How can we apply this experience to other organizational
changes, now and into the future?
Your Own Contributions What do you feel that you have contributed to the organization
during your years here?
Perhaps it is a specific and concrete “thing,” such as a process, a
procedure, a written document. It may be an attitude or a way of
relating to colleagues or customers, that others may have
“caught,” as one catches a contagious “bug.” It might be
something else.
What is it that you think you leave as a legacy or a “footprint”
as you plan to leave here?

Disappointments,
Missed Opportunities
Nothing is perfect, and nothing (and no one) works as we might
wish all the time: whether it is an appliance, a computer, a
relationship, an organization, a job, a person, ourselves.
Thinking back to your years here, is there a major disappointment
or a missed opportunity that you would like to bring up? A time
when the organization under-performed, when it didn’t take
advantage of an opportunity, or when it quite simply “blew it?”
Alternatively, it could be an area where the organization doesn’t
quite “get it,” and that might be keeping the organization from
being all it could be.
What is that disappointing event or missed opportunity?
What happened?
What didn’t happen?
What was the result?
How can we learn from that event or situation?
Three Wishes What three suggestions do you have for enhancing the
organization’s effectiveness? These could be in areas that are
obvious to many people but that, for some reason, it doesn’t
change. Or they could be something that only a few ever talk
about. Or something subtle that you have noted, and for which
this is a good opportunity to raise it for consideration.
What are those three suggestions?
How would each one help the organization in its work?
IMAGE OF THE ORGANIZATION’S FUTURE
Imagine that you left here this evening, and didn’t return here for a visit until the year 2025. You’ve
heard or read nothing about us in the intervening time. When you return, you see that a major
transformation has occurred, and the organization has become everything you hoped it could be!
Aspects that were excellent are still that way, if not better. Areas that needed attention have been
strengthened. This is now truly a world-class organization which provides exceptional customer
service.
What do you see? What does the organization look like? What is new and different? What is the
same? What do you see in terms of people (your former colleagues; customers others), systems, ways
of working?
What has been preserved (i.e., not been lost)?
How did this come about?

Sources:
http://www.businessballs.com/exitinterviews.htm
http://www.forbes.com/sites/jacquelynsmith/2012/07/31/you-quit-your-job-now-they-demand-an-exitinterview-what-do-you-say/
http://www.insightlink.com/exit_interviews_employee_turnover.html
http://www.estates.qmul.ac.uk/businessservices/documents/35513.pdf
http://www.kstoolkit.org/Exit+Interviews
http://jobsearchtech.about.com/cs/interviewtips/a/exit_interview_2.htm
http://www.adb.org/sites/default/files/pub/2008/conducting-exit-interviews.pdf
http://appreciativeinquiry.case.edu/uploads/Ed%20Jacobson-
%20EARLY%20RETIREMENT%20INTERVIEW%20GUIDE.doc