Post by joypaultop1 on Jan 16, 2024 22:50:18 GMT -6
You probably already know what types of questions are usually asked in an exit interview. However, the way you prepare for this meeting and the subsequent analysis are just as important. In an offboarding process, team leaders have the opportunity to go one step further and understand what is behind that decision and how it can affect the future of the organization. So why not turn a formal interview into a free-flowing conversation? Why not let the professional who leaves set the pace or choose the place for the meeting? Small changes like these make a difference and we are going to talk about all of them below. This way you can better prepare your exit interviews and get more out of the information you get. Table of Contents An exit interview is an opportunity The keys to good offboarding How asking questions makes a difference The perfect time for an exit interview What can be done with the information? Change a goodbye for a see you soon Improve your offboarding processes An exit interview is an opportunity A company should aim to retain talent. High turnover is a multidimensional problem that causes effects such as a negative impact on the work environment. However, in the last twelve months, almost 4 out of 10 companies (38.5%) have experienced increases in their turnover levels , according to the Randstad Research Report that analyzes this phenomenon in detail. Furthermore, for 77% of companies, one of the reasons why turnover has increased is that their workers now have greater alternative job opportunities in other companies or sectors . In any company there may come a time when a person announces that they are leaving and that is when two big questions arise: why did they make that decision and what can the organization do to avoid other cases? The exit interview should be, above all, reflective and also an opportunity to extract all possible information although the reality is very different: To begin with, many companies do not even conduct these exit interviews, limiting themselves to signing documents or planning the transition.
In other cases, they do carry it out and collect data but then do not analyze it. Another error that also occurs is that, despite analyzing the data, it is not shared with the rest of the team or with managers. The ideal would be to pr Fax Lists epare each exit interview in a unique way , taking into account the person's profile, the position they have held, the projects in which they have participated or who they have shared them with. From here, collecting, analyzing and sharing data to promote changes in the organization would be the way to follow in all cases. The keys to good offboarding Time, planning and empathy . To begin with , the exit interview begins long before the date on which it is scheduled . Therefore, preparation is essential for it to be effective and if it is combined with a dose of empathy, the result can be very positive for everyone. But, what recommendations can you introduce in the next offboarding processes? We have compiled those that will help you go one step further if you are not satisfied with simply asking a battery of questions. Decide who will be present Although the person who conducts the interview and manages the entire process is a people management leader, other colleagues can also participate . Now, is it a good idea to involve a manager? Depends. While some experts do not recommend it because they believe that the person leaving the job will feel uncomfortable, others believe that if it is a large organization, where there has not been much contact between both, it can work . Taking advantage of the fact that there is no close relationship, the interviewee could transmit key information about corporate issues. As always, the key is to personalize each case. Show interest in the person who is leaving The person responsible for conducting the exit interview should know the interviewee well enough .
We refer to issues related to his experience and history, such as when he joined the company, in what position, or what his career has been like. It is also time to put on the table those successes or projects in which you have participated to demonstrate that they have been important for the organization. An advance survey To collect more information, you can send a form beforehand since it is likely that the person will feel more free when responding. In an offboarding process, the survey and the interview are tools that are not mutually exclusive but work better together. Let's say an employee doesn't want to share the real reason they're leaving their job. In this case, through a survey, you can ask him 3 things he would change about the company . It will probably take him less to respond and from those responses, you can deduce the reason for his departure. By repeating this question in all surveys, you can begin to collect data and obtain trends. For example, perhaps you discover that 95% of employees who leave before two years miss a training program. With this information in hand, team leaders can begin developing training programs. Remember: the protagonist is the interviewee Although it may seem obvious, it is always good to remember that the interviewer must be a good listener. There are little tricks to reinforce this attitude, such as maintaining eye contact or showing open body language, such as keeping your arms loose instead of crossing them over your chest or with your shoulders back. It's about not putting physical barriers in that conversation, such as keeping your hands on your mobile phone. In short, small gestures that will make the person in front of you feel heard and understood.
In other cases, they do carry it out and collect data but then do not analyze it. Another error that also occurs is that, despite analyzing the data, it is not shared with the rest of the team or with managers. The ideal would be to pr Fax Lists epare each exit interview in a unique way , taking into account the person's profile, the position they have held, the projects in which they have participated or who they have shared them with. From here, collecting, analyzing and sharing data to promote changes in the organization would be the way to follow in all cases. The keys to good offboarding Time, planning and empathy . To begin with , the exit interview begins long before the date on which it is scheduled . Therefore, preparation is essential for it to be effective and if it is combined with a dose of empathy, the result can be very positive for everyone. But, what recommendations can you introduce in the next offboarding processes? We have compiled those that will help you go one step further if you are not satisfied with simply asking a battery of questions. Decide who will be present Although the person who conducts the interview and manages the entire process is a people management leader, other colleagues can also participate . Now, is it a good idea to involve a manager? Depends. While some experts do not recommend it because they believe that the person leaving the job will feel uncomfortable, others believe that if it is a large organization, where there has not been much contact between both, it can work . Taking advantage of the fact that there is no close relationship, the interviewee could transmit key information about corporate issues. As always, the key is to personalize each case. Show interest in the person who is leaving The person responsible for conducting the exit interview should know the interviewee well enough .
We refer to issues related to his experience and history, such as when he joined the company, in what position, or what his career has been like. It is also time to put on the table those successes or projects in which you have participated to demonstrate that they have been important for the organization. An advance survey To collect more information, you can send a form beforehand since it is likely that the person will feel more free when responding. In an offboarding process, the survey and the interview are tools that are not mutually exclusive but work better together. Let's say an employee doesn't want to share the real reason they're leaving their job. In this case, through a survey, you can ask him 3 things he would change about the company . It will probably take him less to respond and from those responses, you can deduce the reason for his departure. By repeating this question in all surveys, you can begin to collect data and obtain trends. For example, perhaps you discover that 95% of employees who leave before two years miss a training program. With this information in hand, team leaders can begin developing training programs. Remember: the protagonist is the interviewee Although it may seem obvious, it is always good to remember that the interviewer must be a good listener. There are little tricks to reinforce this attitude, such as maintaining eye contact or showing open body language, such as keeping your arms loose instead of crossing them over your chest or with your shoulders back. It's about not putting physical barriers in that conversation, such as keeping your hands on your mobile phone. In short, small gestures that will make the person in front of you feel heard and understood.