The importance of exit surveys for employees is often overlooked but in these turbulent times they’re even more crucial.
The Importance of Exit Interviews for Employees
In 2013 CIPID reported in their annual Resourcing and Talent Planning survey that there has been a lowering rate of voluntary leavers from organisations. This is attributed to the current economic situation.
Though, great{with}talent has found that top talent are still as likely to leave. This is the group that organisations invest in the most. Yet, the economic crisis hasn’t slowed their willingness to move on.
Therefore, knowing the reasons for people’s choice to voluntarily leave an organisation is even more vital. In these turbulant times of economic uncertainty, companies need to do all they can to stay competitive.
By collecting data on why staff leave, organisations can increase the employee engagement of their workforce. Yet, there may be several misguided reasons that companies don’t invest resources in this data.
Read: Why HR Doesn’t Understand the Real Reasons Employees Leave.
The Timing of Exit Surveys for Interviewers
Exit surveys are often conducted by human resources. When an employee leaves an organisation they then have to take on the task of recruitment.
Whilst line managers and managers may also be involved in this process, they also have the task of finding cover for the individual’s work. This doesn’t leave much time for exit interviews.
Exit Surveys, however, can reduce the need for cover and recruitment in the future by increasing staff retention. It’s playing the long game.
Furthermore, exit survey results can be used to increase employee engagement. Not only can this lower staff turnover by increasing employee commitment but it can also improve production and customer satisfaction.
Read: Talent Retention Solutions at Virgin Mobile.
The Timing of Exit Interviews for Employees
Employees may be unwilling to take part in an exit interview or have concerns about participating. One issue is that staff having reservations because they want to receive a good reference.
One way to tackle this is through anonymous online questionnaires preferrably by a third party. This can increase staff’s trust and willingness to give honest responses.
Moreover, without a face-to-face interaction, employees can be less emotional. In person, a former member of staff may feel the need to offload grievances and give more forceful responses.
Another option, according to Trillium Teams, is to conduct the exit survey at a later date. They argue that employees, very often, are happy to give feedback.
Anywhere between a month and a year after they have left their role allows time for more objectivity. Furthermore, it’s more likely that the individual has gained other employment and can give a useful and informed comparison.
Read: Staff Retention Strategies and Informatica.
Exit Surveys Take Too Much Time
Dealing with exit survey results are usually the downfall of the process, if there is one in place at all. More quantitative and informal exit interviews can produce results that are difficult to deal with.
By the time the role has been filled, the results can also seem less pressing and relevant. Yet, it’s important to prevent any repetition of someone voluntarily leaving a role, particularly top talent.
That’s why a more quantitative online survey can reap more rewards. Organisations know how to deal with statistics and a fast turnover of the results can gain faster benefits. For that reason, a third party conducting the research and collecting the data is also more efficient.
The time and resources invested in conducting exit surveys won’t go to waste and other employees can feel the benefits. Additionally, the organisation will benefit from being more competitive.
Contact great{with}talent and find out more about their LastOpinion exit interviews.
(Main image from GDN)