Reflections powers a best practice exit interview process:

  • Exit interviews are seen by existing employees as a sign of positive culture. They are regarded as caring and compassionate - a sign that the organization is big enough to expose itself to criticism and any conflict of interest in the workplace.

  • Exit interviews accelerate participating managers' understanding and experience of managing people and organizations. Hearing and handling feedback is a powerful development process.

  • 3rd Party exit interviews help to support an organization's proper HR practices. They are seen as positive and necessary for quality and effective people-management by most professional institutes and accrediting bodies concerned with quality management of people, organizations and service.

  • The results and analysis of 3rd party online exit interviews provide relevant and useful data directly into training needs analysis and training planning processes.

  • Exit interviews provide valuable information as to how to improve recruitment and induction of new employees.

  • Exit interviews provide direct indications as to how to improve staff retention.

  • A significant proportion of departing employees will be people that the organization is actually very sorry to have leave (despite the post-rationalization and sour grapes reactions of many senior executives to the departure of their best people). The exit interview therefore provides an excellent source of comment and opportunity relating to management succession planning. Good people leave often because they are denied opportunity to grow and advance – and not always due to conflict of interest in the workplace. Wherever this is happening organizations need to know about it and respond accordingly.

  • Every organization has at any point in time several good people on the verge of leaving because they are not given the opportunity to grow and develop, at the same time, ironically, that most of the management and executives are overworked and stretched, some to the point of leaving too. Doesn't it therefore make good sense to raise the importance of marrying these two situations to provide advantage both ways - i.e., facilitate greater delegation of responsibility to those who want it? Exit interviews are an excellent catalyst for identifying specific mistakes and improvement opportunities in this vital area of management development and succession.

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.: 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 they 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 regarding everything from pay to how they report workplace harassment than employed staff do when responding to normal staff attitude surveys.

Many businesses hold the best practice process of conducting a face-to-face exit interview with departing employees. Face to face exit interviews when the departure is on neutral or friendly terms offers 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. They can also provide an opportunity to 'make peace' with disgruntled employees, who might otherwise leave with vengeful intentions due to conflict of interest in the workplace.

As important as that passing on of vital information, and calming of emotions in a departure are, studies have consistently shown that departing employees are reluctant to offer sincere critical feedback or to report workplace harassment, fearing retaliation in the form of a negative job reference in future. They tend to try and leave on good terms, willing to facilitate the knowledge transfer, but unwilling to give that oh so vital critical feedback.

Reflections™ offers an independent 3rd party platform to interface with departing employees. In leaving an organization, departing employees often feel liberated, and as such are willing to share with a 3rd party a richer source of objective critical feedback during an online exit interview than they do when responding to face to face exit interviews.

Reflections™ works either as a company's primary source of exit interview data or in conjunction with established HR processes, providing a platform for the consistent collection of key data and analytics to help our clients gain greater insight. When used in conjunction with internal face to face interviews, Reflections™ provides a consolidated data point for analytics and reporting.

ETHIX360 powerful ReflectionsTM solution bundles best practice software, data visualization and analytics tools and outbound call services to conduct the interviews, all on a per interview cost.