- They provide an opportunity
to 'make peace' with disgruntled employees, who might otherwise
leave with vengeful intentions.
- Exit interviews are seen by existing employees
as a sign of positive culture. They are regarded as caring and
compassionate - a sign that the organisation is big enough to
expose itself to criticism.
- Exit interviews accelerate
participating managers' understanding and experience of managing
people and organizations. Hearing and handling feedback is a powerful
- Exit interviews help
to support an organization's proper HR practices. They are seen
as positive and necessary for quality and effective people-management
by most professional institutes and accrediting bodies concerned
with quality management of people, organizations and service.
- The results and analysis
of exit interviews provide relevant and useful data directly into
training needs analysis and training planning processes.
- Exit interviews provide
valuable information as to how to improve recruitment and induction
of new employees.
Exit interviews provide direct indications as to how to improve
- Sometimes an exit interview
provides the chance to retain a valuable employee who would otherwise
have left (organizations often accept resignations far too readily
without discussion or testing the firmness of feeling - the exit
interview provides a final safety net).
- A significant proportion
of employee leavers will be people that the organization is actually
very sorry to leave (despite the post-rationalisation and sour
grapes reactions of many senior executives to the departure of
their best people). The exit interview therefore provides an excellent
source of comment and opportunity relating to management succession
planning. Good people leave often because they are denied opportunity
to grow and advance. Wherever this is happening organizations
need to know about it and respond accordingly.
- Every organization has
at any point in time several good people on the verge of leaving
because they are not given the opportunity to grow and develop,
at the same time, ironically, that most of the management and
executives are overworked and stretched, some to the point of
leaving too. Doesn't it therefore make good sense to raise the
importance of marrying these two situations to provide advantage
both ways - ie., facilitate greater delegation of responsibility
to those who want it? Exit interviews are an excellent catalyst
for identifying specific mistakes and improvement opportunities
in this vital area of management development and succession..
- Exit interviews, and
a properly organised, positive exit process also greatly improve
the chances of successfully obtaining and transferring useful
knowledge, contacts, insights, tips and experience, from the departing
employee to all those needing to know it, especially successors
and replacements. Most leavers are happy to help if you have the
courage and decency to ask and provide a suitable method
for the knowledge transfer, be it a briefing meeting, a one-to-one
meeting between the replacement and the leaver, or during the
exit interview itself.
Source: Alan Chapman, businessballs.com.
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