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