Exit Interviews - Compiled by Dean Amory

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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 <strong>by</strong> 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?
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Exit Interviews - Compiled by Dean Amory

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