Using Exit Interviews As A Tool For Talent Retention-tx49.cc

Software Many people who have left a significant job have found their last week and last day to be chaotic, fast-paced and even emotional. The last day can be spent handing in keys, checking in equipment, clearing desks and offices, signing separation and financial documents, saying good-byes and even .pleting an exit interview or survey. Under these conditions, trying to summarize your work experience may be difficult as you try to answer the exit interview questions. Thus, it seems reasonable to conclude that this may be a poor time to .plete an exit interview, especially if the organization wants valid answers. Many organizations do the exit interview at the time of departure because the person is available to be interviewed. After departure, it is more difficult to get the individual to respond. The trade off for organizations is that some information is better than none, even if the information is of dubious quality. Kenexa suggests the exit interview or survey process be .pleted between two weeks and one full year after departure. This allows respondents time to put their experiences in perspective and take some of the emotionality out of their responses. At the time of departure, many individuals respond that they are leaving for two reasons: better opportunity and/or higher salary. These are the convenient reasons that no one will ever question. By letting some time pass, people are usually more open to give further detail around their reasons for departure, which increases the reliability and validity of the information and makes it more useful to the organization. Most organizations have the intention when conducting an exit process to determine why people are leaving. This is an appropriate goal, but Kenexa suggests adding an exit process goal of finding out why people stay with the organization and using the information in developing action strategies for managers to increase retention of productive people. This suggests the organization should be very discriminatory in who it asks to .plete an exit interview or survey, especially when resources are limited. Kenexa re.mends that only people who are leaving voluntarily, people who are eligible for rehire or people who were very productive be given the exit interview. Instead of conducting an exit process with everyone, spend these resources obtaining information from people who you would really have liked to keep. Then use the data to find out how to retain the most productive associate""the one you would really like to stay. The next function that can be served by an exit process is to turn it into a re-recruiting tool. By allowing time to pass between departure and the exit interview, some exited associates will find the "grass is not really greener" and would entertain the idea of returning (another good reason to only exit interview people you want to return) to the organization. The question that is asked is, "Under what conditions would you think about returning to XYZ organization?" If the answer is positive, the follow up question is, "Would you like someone to contact you about returning?" One organization has found that about two-thirds of its exited employees said they would like to return as long as they could work for a different manager. This opens up a large pool of candidates who know the culture, have some training and will be the most cost effective people to hire. They will require less training and time between rehire, and be a productive contributor to the organization. To turn this process into a tool that will allow managers to develop retention strategies, another process must be added. One or both of the following could be .pleted. The first is conducting an employee attitude or engagement survey with the entire employee population. Many of the concepts measured in the engagement survey could be turned into parallel questions in the exit process. Utilizing more parallel concepts between the exit interview and the survey will result in more .parisons that can be drawn between exited people and the existing employee base. From the parallel questions and analysis of the exit data, a model of exited people can be derived and then the model can be applied to the engagement survey group. One client who did this found that 35 percent of their existing employee population was very similar in attitude to the exited sample. A retention index was derived yielding a departure potential score for each work group. This retention index was .posed of behaviors that managers needed to pay attention to in order to retain productive employees. This allows managers to develop retention strategies around keeping the key employees, or most productive associates in the organization. Another technique in lieu of, or in conjunction with, an engagement survey would be to identify a large sample of the most productive employees across the organization. This productive group would be given the exit interview""with verb tenses changed of course""and .pared to the model of exited associates. Once again, this would allow a Retention Index to be developed with ac.panying action plans. Kenexa Exit Interviews"" can be delivered to clients in many ways, using a .bination of these methodologies. One delivery method is through an outbound telephone call. The Kenexa Exit Interviewing specialist places the call from the Kenexa phone management system. This system uses a five call format, that is, the first call is placed on a weekday evening (not Friday), with the second and third calls on other weekday evenings. The fourth call is placed during the week with the fifth call being on a weekend early afternoon. Kenexa has found that the best days for .pletion are Tuesdays, followed by Wednesday, then Monday and Thursday. It takes, on average, 2.5 calls to obtain one .pleted exit interview. When the specialist connects with a person, the .pletion rate is 91 percent, with only nine percent declining to be interviewed. The interview is configured to be no more than 10 to 15 minutes in length. When .pleting the exit interview, many people .ment that they wish the .pany had asked them these questions during their employment. Other ways the exit process can be .pleted are through an online survey, touch-tone phone, interactive voice response, and paper and pencil. Kenexa will work with the client to determine the best and most efficient way, or .bination of ways, to conduct the exit process. .pletion rates will vary with each methodology. The exit interview process, along with a strong learning management strategy, can be a valuable tool for talent management experts and human resource professionals as they develop ways to retain the most productive associates of the .anization. And if too many employees slip away, a strong RPO strategy is essential. About the Author: 相关的主题文章: