Human resources departments conduct exit interviews (also called exit surveys) to gather data for improving working conditions and retaining employees. However, a hidden purpose is to help employers avoid costly litigation down the road, caused by "disgruntled" employees. In other words, your comments and the notes an HR rep takes during your exit interview might be used against you in court, should you decide to sue your former employer.
Exit interviews are interviews conducted with departing employees, just before they leave. From the employer's perspective, the primary aim of the exit interview is to learn reasons for the person's departure, on the basis that criticism is a helpful driver for organizational improvement. Exit interviews (and prior) are also an opportunity for the organization to enable transfer of knowledge and experience from the departing employee to a successor or replacement, or even to brief a team on current projects, issues and contacts. Good exit interviews should also yield useful information about the employer organization, to assess and improve all aspects of the working environment, culture, processes and systems, management and development, etc.; in fact anything that determines the quality of the organization, both in terms of its relationship with its staff, customers, suppliers, third-parties and the general public. Many employers ignore the opportunity that exit interviews offer, chiefly because exit interviews have not been practiced in the past, and starting them is a difficult initiative to undertake, given the potentially subjective and 'fuzzy' nature of the results; the time involved; and the unspoken corporate urge to avoid exposure to criticism. Exit interviews are nevertheless a unique chance to survey and analyze the opinions of departing employees, who generally are more forthcoming, constructive and objective than staff still in their jobs. In leaving an organization, departing employees are liberated, and as such provide a richer source of objective feedback than employed staff do when responding to normal staff attitude surveys.
Listed below are samples of the types of exit interview questions that employers commonly ask departing employees.
What is your primary reason for leaving?
Did anything trigger your decision to leave?
What was most satisfying about your job?
What was least satisfying about your job?
What would you change about your job?
Did your job duties turn out to be as you expected?
Did you receive enough training to do your job effectively?
Did you receive adequate support to do your job?
Did you receive sufficient feedback about your performance between merit reviews?
Were you satisfied with this company's merit review process?
Did this company help you to fulfill your career goals?
Do you have any tips to help us find your replacement?
What would you improve to make our workplace better?
Were you happy with your pay, benefits and other incentives?
What was the quality of the supervision you received?
What could your immediate supervisor do to improve his or her management style?
Based on your experience with us, what do you think it takes to succeed at this company?
Did any company policies or procedures (or any other obstacles) make your job more difficult?
Would you consider working again for this company in the future?
Would you recommend working for this company to your family and friends?
How do you generally feel about this company?
What did you like most about this company?
What did you like least about this company?
What does your new company offer that this company doesn't?
Can this company do anything to encourage you to stay?
Before deciding to leave, did you investigate a transfer within the company?
Did anyone in this company discriminate against you, harass you or cause hostile working conditions?
Do you believe that your particular job here was important and significant in the overall operation of the organization? Please explain:
To what extent did others at the organization treat your job as important and significant?
Are there any specific organization, department, human resource, supervisory practices, or working conditions that either led to your decision to resign or that you feel are detrimental to a satisfactory working relationship? If so, what suggestions do you have on how to address or improve these areas?
Are there any specific organization, department, human resource, supervisory practices, or working conditions that you feel are particularly beneficial to and supportive of an effective working relationship and that should be maintained?
What are they?
10. How would you describe communication?
A. Throughout the organization?
B. Between managers and staff?
C. Between departments?
D. Within your department?