Exit & Transition
Exit interviews are nothing new for many organisations and most consider it a standard measurement in their business. However, when organisations look closely at both the way Exit Interviews are performed and importantly how the information derived is ultimately used, there is a great deal of room for improvement.
The purpose of conducting an Exit interview should be to learn from the exiting employee - but to do this relative to an understanding of what was “Engaging” and what became “Detaching” for them to have made the decision to exit. To understand this relationship will allow the organisation to consider their Engagement initiatives for remaining and future employees to improve retention, discretionary effort and performance.
The other key purpose should be to help individual managers understand the difference that exists in their own perception of why the employee is exiting and compare this to the actual reasons provided by the employee themselves. It is this perception gap that often has led to the manager either not addressing the detaching influencers and on occasion perpetuating these detaching influencers without realising this.
For managers to learn from and understand these key differences will help them to consider the Engagement and Detachment influences that are impacting their remaining employees.
There is both an individual gain for the manager but there should also be an organisational gain by analysing the trended data associated with Exiting Employees. The trend data will assist with both manager development and future organisation Engagement initiatives.
Finally - the same insights and benefits can be derived from measuring internally Transitioning employees, not just Exiting Employees.
to register your employee for the Exit & Transition Inventory (ETI)
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