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A very common problem across organisations is that of productive workforce retention. There can be many reasons behind employees leaving an organisation to which they have been associated for a certain tenure. The most common causes are : The job was not as expected Work/ personal life imbalance Management freezes raises and promotions Feeling undervalued Too few growth opportunities When employees have to confront these issues chances of their parting with the organisation becomes visible. Organisations take up a rigorous approach to stop employee attrition. This involves the organisations looking for the best way to retain employees. They try to stay in touch with what they’re thinking. Are they happy with their work? Are their needs for development, and meaningful work met?If organisations stay in touch with the employees, they can head off potential retention issues. Even after following this approach organisations face the dearth of potential employees who leave the organisation. As an after effect of the above recurring problem an effective tool called exit interview is being used by organisations. This helps to know the underlying causes related to exit of employees from the organisation. Further it helps to arrest the future chances of employees exiting the organisation. A proper exit interview should be structured , timely,actionable and engaging. The base of the exit interview are the questions which are being asked to the employee who has resigned from the job he/she was holding. Generally the questions are being asked by the HR. What needs to be kept in mind while framing the questions is that they should be reviewed periodically. Questions should not be stereotype else the interview will lose its effectiveness. Another important highlight of the questions should be the soul searching factor attached to it. The exiting employee should be made comfortable enough to reveal his inner thoughts pertaining to the work role, colleagues, work environment and grudges if any. A right interviewer is equally important in order to bring out the information regarding the employee separation. The person can be anybody other than the immediate manager. Generally, HR managers, third party interviewers, second level managers are considered apt people for conducting the interview. The immediate manager is not included in the list because the responses received from the exiting employees tend to get biased. The exiting employee might be the favourite employee of him/her or there is also a possibility of the existence of cold vibes between them. An effective exit survey is conducted through a mix of face to face interaction, mail and over the telephone. Even after following all the above nuances of exit interview it may not bear fruitful results. Therefore in order to make the exit interview effective it needs to be conducted in two parts. The first one should be conducted on the day of resignation and the second part 18 months after exit. This helps to bring out the actual feedback and also removes the chances of possible biasness. Naman is associated with a leading background screening company that specializes in Exit Interview Survey
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exit interview, exit survey, employee separation,
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