How to Conduct an Effective Employee Exit Interview

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How to Conduct an Effective Employee Exit Interview

Richard recently talked about the benefits to your MSP (managed service provider) business in having conversations with both employees and clients when they decide to part ways. Yes, it can seem uncomfortable to ask someone directly why they’re leaving, but it is good practice.

But how do you actually do it? I want to share some tips you can implement now so that the next time an employee resigns, you’ll feel confident and prepared to have an exit interview with them.

Preparing for an Exit Interview

I’d suggest having an exit interview plan as part of your induction process. No, I don’t mean asking a new starter when they’re thinking of leaving! But be realistic about how long someone might stay. You can sometimes work that out depending on the role they’re recruited for.

If it’s an admin job, they may stay for a couple of years before they move on. If there’s an opportunity for career progression, then they’ll be with you for longer. A good employer supports learning and growth in every team member, and the fact that someone leaves can be an indication that you’ve helped them to go as far as they can in your organisation.

You should be holding regular review meetings with your staff, to discuss challenges, opportunities and wins. If you do, getting that resignation letter shouldn’t come as a complete surprise. Be supportive and encouraging when you get it, and if they have to work a notice period, make it as comfortable and ‘business as usual’ as possible. Try not see it as a personal attack.

Conducting the Exit Interview

Find a time to sit down in a private space to talk to your team member. Or, if you’re a bigger business, arrange for HR to host the meeting. Don’t forget, this isn’t a formal disciplinary or progress meeting, so you might choose to go to a coffee shop or the staff cafeteria/kitchen. Make them as comfortable as possible, and make the reason for the meeting clear.

Have a template questionnaire that you’ll go through with the employee, and let them have a copy a few days before you sit down together. If they share anything they’d like to discuss that isn’t on your list of questions, make a note of it.

After you ask each question, give the employee time to answer, and listen carefully. It may be more appropriate to make notes after they’ve finished speaking, so you can show that you’re actively listening and taking in what they’re saying.

Remember that you want the employee to leave feeling good about themselves and their contribution to the company, and that any suggestions they’ve made will be considered and followed up on. It’s unlikely that they’ll want to bring anyone with them for support, but do agree if they ask.

Here are some questions that you might want to ask (the first couple should definitely be on your list!)

Why are you leaving and why now?What are we doing well as a company?What are we not doing?Where do you think we could improve?What have you enjoyed about your time here?What’s been your favourite project/proudest moment?How have you found the company culture?What have relationships been like with your colleagues/managers?How did you find the onboarding process? Is there anything we could have done differently?What advice do you have for your replacement?Are there any comments you want to make about your role, your department or your manager?Do you think any of your colleagues feel the same as you? (Do NOT ask for names!)Can I share your feedback with your manager?

Ask any questions that are specific to your organisation/sector, too.

After the Exit Interview

Once you’ve met with the employee and made notes on their comments, you need to take action. If they raised any specific concerns that you weren’t previously aware of, address those first. Liaise with HR and any relevant department heads. Communicate clearly with the leaver that you’re acting on their concerns.

However, it’s far more likely that there weren’t any issues and the employee has just reached the point where it’s time for pastures new. Nevertheless, schedule some time in your diary to go through the notes you made during the meeting.

Are there any learning points for you, their line manager or the wider organisation? Some things that might come up are:

Company cultureManagement of annual leave/time offCommunication styleOpportunities for career progression/learningOnboarding and inductionMisalignments – things that were promised that didn’t happen, things that did happen unexpectedly (eg change in team/role/management)Frequency of progress meetings and manager catch-ups

Once you’ve reviewed everything, share the findings with the appropriate people and make updates to any policies, staff handbooks. procedures and so on.

What do you think? Do you have a process in place to carry out an exit interview with your employees or have we inspired you to create one?