Employee Exit Interviews

Dramatically Reduce Employee Turnover!

Employee Exit Interviews

An employee exit interview or exit survey is administered when someone leaves the organization.  Exiting employees can be a source of valuable insights about the level of development opportunities available, sources of organizational dysfunction, and—more generally—perceptions and attitudes about the company and its competitors.  The information gleaned from these interviews and surveys can help guide future organizational action.  As a result, an organization will be better positioned to make hiring and developmental decisions that will increase its ability to either maintain or develop a competitive edge.

NBRI’s Employee Exit Interviews provide unique insights about the organization from employees who have chosen to leave its employ.  When employees voluntarily turnover, this frequently means they perceive an opportunity with a different company as more desirable in some way.  Finding out what makes this other job opportunity more desirable is critical to understanding key organizational weaknesses.  Were career opportunities limited in some way?  Perhaps there were adequate vertical growth opportunities, but not horizontal developmental opportunities?  Or perhaps there were greater issues at play, like mismanagement or organizational dysfunction?

If an organization is mismanaged, existing employees may find it difficult to speak out about these issues due to concerns of job security.  As a result, this means organizational dysfunction is unlikely to be confronted directly.  The result?  Disengaged employees, unhappy customers, employee lawsuits, financial losses, and even bankruptcy.  A well-designed exit interview or survey process can identify areas in the company that are mismanaged, and with NBRI’s ClearPath Analytics and ClearPath Action, these issues can be rectified and major sources of turnover eliminated.

A staff member who voluntarily leaves the organization can cost the organization over 150% of their annual salary in:

  • Advertising
  • Recruiting
  • Training a replacement
  • Lost productivity
  • Customer satisfaction issues
  • Declines in sales

High turnover can create many financial problems for organizations, so understanding the sources of turnover can be incredibly beneficial to sustained organizational health.  Employee exit interviews will let you know if turnover is routine or an indicator of a larger problem.  By understanding the causes of turnover, an organization can act quickly to stem future exits and rectify existing problems.

High turnover can be conceptualized as both a disease and a symptom, and exit interviews/surveys are a way of obtaining raw and honest data that will permit accurate diagnosis.  Using this data, NBRI develops a customized treatment plan for your organization to ensure the loss of good employees is minimized in the future.  In this way, exit interviews are a solid investment; by identifying the sources of turnover, the process pays for itself many times over, saves money and can stabilize the workplace, ultimately making the company a better, stronger entity.

When you hire NBRI, you’re hiring more than a company to conduct survey research. You’re hiring a business partner with a sincere interest in the health and success of your company.

Give us a call.  We’re confident that you’ll find us a valuable partner capable of fulfilling your survey research needs, and exceeding your expectations.

Case Study: Employee Exit Interviews

Within six months of increasing employee perceptions of fairness and equity, turnover was reduced by over 80%.

Purina ClientAfter experiencing a surge in employee turnover, a large household name manufacturer retained NBRI to conduct employee exit interview surveys on an ongoing basis to discover the reasons why they were losing employees.

Internal exit interviews, such as those conducted by an organization’s own Human Resources Department, can place former employees in an uncomfortable position.  If they are unhappy with the quality of supervision they received during employment, for example, openly stating this to another employee of that same organization can feel a lot like “tattling.”  For this reason, it is difficult for employees to candidly share their experiences with interviews that are conducted internally.

To ensure respondents were able to be open and honest about their experiences with the Fortune 500 manufacturer, NBRI conducted the exit surveys by telephone after employees had physically left the premises.  This allowed NBRI to collect pure and unbiased data.  Often people believe that it is necessary to conduct the interview onsite to ensure high response rates, but this is not the case.  NBRI was able to consistently achieve a 95% Confidence Level in the interviews.  This high confidence level means that management can be certain the data gathered accurately represented the thinking of the typical exiting employee.

Data analysis revealed that supervision was the overriding factor contributing to employee turnover. NBRI ClearPath Analytics’ provided even greater insight, pinpointing the specific areas where supervisors should be developed to stem employee exits. Specifically, performance evaluations were perceived to be unfair, a perception that led to negative opinions of organizational diversity, discrimination, career advancement, and a host of other issues.

NBRI recommended that the client focus solely on the root cause of performance evaluations, a conclusion that was reached after a thorough analysis of the employee exit interview data.  Within six months of increasing employee perceptions of fairness and equity in performance ratings, overall perceptions of the organization had improved as well.  Since this root cause drove nearly half of the client’s survey results, this was significant improvement indeed.  Most importantly, employee turnover was reduced by over 80% and the most common reason for leaving became ‘to start a home business.’

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