Understanding the Why Behind Employee Departure

Employee turnover can be costly and disruptive. To address this challenge effectively, we must delve deeper into the reasons why people leave. By analyzing exit data and conducting thorough exit interviews, organizations can identify underlying issues and implement targeted retention strategies.

Unexpected employee resignations can often be alarming. More so if the resignations come from star employees whom you had high hopes for in terms of future expert or leadership roles at your company. How will it impact your project and your team, you may wonder? The question I would ask is, was it avoidable?

The Exit Interview helps with gathering feedback on employees’ decisions to leave the company and what next steps they are planning to further their careers elsewhere. This structured interview can greatly support your ability to narrow down the reasons for the exit and whether you have any large internal issues to address to avoid more people leaving the company.

While it appears to be a written survey, it works well as an interview conducted in person and then the interviewer (usually from HR) can complete the survey later in order to capture the answers from exiting employees in a structured way. Based on your company set-up and employee conditions you may want to add some questions or statements to be rated. Just avoid overloading the employee with too many questions. Perhaps you can remove some of the existing questions if you decide to add any?

Tips:

• You could choose to use this as a survey which the departing employees complete independently. I would however recommend that you ask these questions as part of an exit interview conducted in person as it offers the opportunity to ask follow-up questions to clarify answers to make sure you really understand the factors that led to the decision to leave the company.
• There is a good chance that the departing employee may not tell you the truth. Sometimes they are afraid you may give them a bad reference in the future if a prospective employer calls you up. Other times they may be worried about being the whistle-blower on an existing organizational issue in terms of potential impact on any friends they still have at the organization. It may be worth considering the use of an outsourced vendor to gather feedback from departing employees before or just after they have left.
• Do take the time to review feedback received from exit interviews to determine whether you or anyone else at your company may need to take action to improve a situation, revise benefits, improve communications to employees on specific topics, etc. These actions may be exactly what is needed to prevent other employees from leaving for similar reasons.
• Mind confidentiality around these interviews. Be sure to be honest with the departing employee on who will get to know about the information shared and stick to the agreement.
• Talk to those employees who remain with the company and make sure they understand how much you value their continued service and loyalty to the team/organization. When a prominent person leaves – whether a subject matter expert or a much-liked leader – people may start wondering about their own careers and consider leaving too. Taking employee retention actions and communicating especially to those in key roles will go a long way toward putting people’s minds at rest.

Employee turnover is inevitable, but it doesn’t have to be detrimental. By conducting thorough exit interviews and analyzing the data, you can transform departures into opportunities for growth. By identifying and addressing the root causes of turnover, you can create a more engaged and loyal workforce, ultimately strengthening your organization’s overall performance.