Recruitment and Retention Strategy.pdf - Croydon Health Services ...

processes and enhanced partnership working. Listening into Action/Pulse check is
just one example of the Trust’s commitment to engaging with its workforce.
Listening into Action (LiA) across NHS Trusts is a leading approach to engaging
and empowering clinicians and staff around priority outcomes for patients. This
takes the whole concept of staff engagement to a new level.
3.8 Exit Questionnaires
It is important to determine what causes staff to leave and gain a better
understanding of why people are leaving the organisation.
If the Trust is to maintain good employees it is crucial that our existing staff feel
valued and supported when at work. To this end further work needs to be
undertaken to better understand why people leave the Trust. The Exit
Interview/Questionnaire Processes, documentation and reporting need to be
reviewed and re-launched as well as a campaign to improve return rates in order
to analyse trends within the organisation.
The Trust will:
Strongly encourage all employees who resign from employment to either complete
an exit questionnaire, or attend an exit interview. The interview will be conducted
in accordance with the Exit Interview Procedure.
Results of the completed questionnaires and interviews will be collated and
analysed on a quarterly basis. Where necessary, an Action Plan for improvement
will be developed and incorporated into the Quarterly Workforce Report, taking
into account common themes and issues raised. Whilst it may be too late to retain
the leaver, the feedback gathered may assist in improving things for new
employees coming in and hence improve retention rates in the future.
Consider making the Exit Questionnaire available to complete on-line. This may
encourage more leavers to complete it, as they can complete it in their own time or
explore using an external provider to conduct these on our behalf. To this end the
Trust Recruitment and Retention Manager in Partnership with a HR Business
Partner will explore further options for consideration for the Trust based on what
other Trusts/organisations do and/or best practice.
It is also envisaged that we as an organisation are more proactive in following up
leavers after they have left the organisation to get their valuable feedback on their
employment experience, their reasons for leaving and whether there is anything
the Trust could have done to make them stay. In areas of high turnover the
Recruitment and Retention Manager may if felt necessary follow leavers up for
such feedback.
An Action Plan will then be drafted to ensure that CHS effectively addresses
any aspects of activity, attitude, management style and working circumstances
which contribute to the avoidable loss of staff.
Continue to use the staff survey to identify areas of improvement within the
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