No employer wants its talented people to leave the business. But unfortunately, it’s inevitable that employees won’t stay at your organization forever.

When an employee resigns, it’s a good idea to find out the motive behind their departure, so you can address any issues and take the necessary action to help prevent other people from leaving for the same reasons.

Conducting an exit interview provides an ideal opportunity to find out what influenced their decision and uncover if there are any underlying issues that perhaps they’ve been unwilling to share sooner.

Most exit interviews are conducted during the employee’s final week at the company. However, studies suggest they’ve probably already disengaged by then and have checked out mentally.

Some experts believe the most productive and effective time to conduct an exit interview is halfway between the announcement of their intention to leave and their actual departure.

Others argue that you should wait until the employee has left the company before conducting an exit interview. That way, they’re likely to be more relaxed, open and honest about their time at the company. However, there’s a risk the employee may have moved on mentally and may not want to revisit their time at the company.

Whenever you choose to conduct the exit interview, it’s a good idea to meet face-to-face – in person or via a video call.

To ensure an exit interview is an effective use of time for both parties, it’s useful to think about the structure of the interview and prepare some questions ahead of the meeting. You may want to send out a survey to the departing employee in advance, so they know what to expect and can think about their answers and not feel put on the spot. Allowing for prep can prevent any awkwardness and ensure both parties get value from the session.

Questions to ask in an exit interview include:

What was the main reason for wanting to leave?

Is there anything the organization could’ve done to change your decision?

Did you get the necessary support from your manager?

Would you consider working for the organization again?

Would you feel comfortable referring a friend to work here?

How could we improve the employee experience?

Perfecting your exit interview technique can help improve staff retention in the long term, because exit interviews are an effective way of gaining honest feedback.

Here are some top tips for conducting better exit interviews:

Stay neutral. If you get defensive, you’ll likely stop getting authentic feedback.

Ask open-ended questions that don’t direct the departing employee toward positive or negative responses.

Express confidentiality and explain that the information gained will only be used in an aggregated manner.

Keep the conversation relaxed. The employee is doing a favor to you by participating in the exit interview, so make sure it’s fun (or at least not unenjoyable) for them.

Listen and show you’ve understood. Try not to talk over the departing employee.

Try not to engage in unconstructive feedback. An exit interview should be focused on gaining information that can be acted upon.

Don’t force departing employees to answer a question if they don’t feel comfortable. You want to leave them feeling positive about the experience.

The benefits of conducting an exit interview

A good exit interview enables employers to evaluate what it’s really like for their employees – from the effectiveness of the company’s leadership and management to the culture of the business.

By identifying any issues which may not be immediately apparent, you can make the workplace experience more rewarding for current employees and you can make the company more attractive for future employees, too.

Of course, exit interviews aren’t just beneficial for you, as the employer. Exit interviews are also important for the employee, as they give individuals the chance to express their true feelings on their experience of working for your company – whether it’s positive or negative – in a private and constructive way.

What’s more, just because a person no longer works for your organization, it doesn’t mean your relationship is over. When employees leave on positive terms, they can act as ambassadors, by recommending the company as a great place to work or to do business with.

“Exit” interviews shouldn’t only be conducted after an employee resigns

Understanding that feedback may be more thorough and authentic when an employee is on the way out the door, waiting for a resignation before asking for feedback is not recommended.

As Adam Grant, an organizational psychologist at The School Wharton and the author of Think Again, recently said, “Okay, we’ve got to do exit interviews to figure out from the people who actually left what we can do to keep the people we want to stay. I’m a big fan of exit interviews. Just one little issue: It is the dumbest time to run them.”

All the benefits of conducting an exit interview are true prior to an employee’s resignation. Knowing what it’s really like for employees is key to creating a positive experience, a beneficial culture and a strong retention rate.

Grant recommends employers prioritize “entry” and “stay” interviews

Both entry interviews and stay interviews are similar to exit interviews, but with dramatically different objectives. Instead of understanding why people leave your company, you can learn why people join and why they stay. It’s like the equivalent of researching how people stay healthy instead of putting all the attention and effort into  overcoming illnesses.

Questions for an entry interview can include:

What are you hoping to gain from being part of our team?

What have you loved doing in your career?

What has been a bad experience in your career?

Questions for a stay interview can include:

What has been your favorite project while working here?

Have there been any times you haven’t enjoyed your time here?

What would cause you to leave the company?

Is there anything you would like to see improved or fixed?

Gathering regular employee feedback – through interviews, check-ins and surveys – can help you obtain valuable information about your employee experience, company culture, job satisfaction and employee engagement.

Are you looking for ways to enhance culture and boost retention at your company?

The Electives Library of Live Learning is stocked with classes that are inclusive, experiential, impactful and unforgettable, including these classes culture-focused classes:

Ask better questions: Curiosity as your competitive edge

Culture is cashflow: Build intentionally awesome culture by nailing super managers and teamwork

Lead with empathy: And improve inclusivity, innovation and retention in diverse teams

Talent retention & Engagement: Exploring the needs and challenges of your diverse teammates

Complete coaching system: Develop leaders that listen and ask questions to encourage feedback and growth

Contact the Electives team to learn how you can build a series of live, impactful learning that takes your culture to the next level, improving your company reputation and retention numbers at the same time.

No employer wants its talented people to leave the business. But unfortunately, it’s inevitable that employees won’t stay at your organization forever.

When an employee resigns, it’s a good idea to find out the motive behind their departure, so you can address any issues and take the necessary action to help prevent other people from leaving for the same reasons.

Conducting an exit interview provides an ideal opportunity to find out what influenced their decision and uncover if there are any underlying issues that perhaps they’ve been unwilling to share sooner.
How to conduct a good exit interview
Most exit interviews are conducted during the employee’s final week at the company. However, studies suggest they’ve probably already disengaged by then and have checked out mentally.

Some experts believe the most productive and effective time to conduct an exit interview is halfway between the announcement of their intention to leave and their actual departure.

Others argue that you should wait until the employee has left the company before conducting an exit interview. That way, they’re likely to be more relaxed, open and honest about their time at the company. However, there’s a risk the employee may have moved on mentally and may not want to revisit their time at the company.

Whenever you choose to conduct the exit interview, it’s a good idea to meet face-to-face – in person or via a video call.

To ensure an exit interview is an effective use of time for both parties, it’s useful to think about the structure of the interview and prepare some questions ahead of the meeting. You may want to send out a survey to the departing employee in advance, so they know what to expect and can think about their answers and not feel put on the spot. Allowing for prep can prevent any awkwardness and ensure both parties get value from the session.
Questions to ask in an exit interview include:
What was the main reason for wanting to leave?
Is there anything the organization could’ve done to change your decision?
Did you get the necessary support from your manager?
Would you consider working for the organization again?
Would you feel comfortable referring a friend to work here?
How could we improve the employee experience?
Perfecting your exit interview technique can help improve staff retention in the long term, because exit interviews are an effective way of gaining honest feedback.
Here are some top tips for conducting better exit interviews:
Stay neutral. If you get defensive, you’ll likely stop getting authentic feedback.
Ask open-ended questions that don’t direct the departing employee toward positive or negative responses.
Express confidentiality and explain that the information gained will only be used in an aggregated manner.
Keep the conversation relaxed. The employee is doing a favor to you by participating in the exit interview, so make sure it’s fun (or at least not unenjoyable) for them.
Listen and show you’ve understood. Try not to talk over the departing employee.
Try not to engage in unconstructive feedback. An exit interview should be focused on gaining information that can be acted upon.
Don’t force departing employees to answer a question if they don’t feel comfortable. You want to leave them feeling positive about the experience.
The benefits of conducting an exit interview
A good exit interview enables employers to evaluate what it’s really like for their employees – from the effectiveness of the company’s leadership and management to the culture of the business.

By identifying any issues which may not be immediately apparent, you can make the workplace experience more rewarding for current employees and you can make the company more attractive for future employees, too.

Of course, exit interviews aren’t just beneficial for you, as the employer. Exit interviews are also important for the employee, as they give individuals the chance to express their true feelings on their experience of working for your company – whether it’s positive or negative – in a private and constructive way.

What’s more, just because a person no longer works for your organization, it doesn’t mean your relationship is over. When employees leave on positive terms, they can act as ambassadors, by recommending the company as a great place to work or to do business with.
“Exit” interviews shouldn’t only be conducted after an employee resigns
Understanding that feedback may be more thorough and authentic when an employee is on the way out the door, waiting for a resignation before asking for feedback is not recommended.

As Adam Grant, an organizational psychologist at The School Wharton and the author of Think Again, recently said, “Okay, we’ve got to do exit interviews to figure out from the people who actually left what we can do to keep the people we want to stay. I’m a big fan of exit interviews. Just one little issue: It is the dumbest time to run them.”

All the benefits of conducting an exit interview are true prior to an employee’s resignation. Knowing what it’s really like for employees is key to creating a positive experience, a beneficial culture and a strong retention rate.
Grant recommends employers prioritize “entry” and “stay” interviews
Both entry interviews and stay interviews are similar to exit interviews, but with dramatically different objectives. Instead of understanding why people leave your company, you can learn why people join and why they stay. It’s like the equivalent of researching how people stay healthy instead of putting all the attention and effort into  overcoming illnesses.
Questions for an entry interview can include:
Why did you choose to take this job?
What are you hoping to gain from being part of our team?
What have you loved doing in your career?
What has been a bad experience in your career?
Questions for a stay interview can include:
What has been your favorite project while working here?
Have there been any times you haven’t enjoyed your time here?
What would cause you to leave the company?
Is there anything you would like to see improved or fixed?
Gathering regular employee feedback – through interviews, check-ins and surveys – can help you obtain valuable information about your employee experience, company culture, job satisfaction and employee engagement.
Are you looking for ways to enhance culture and boost retention at your company?
The Electives Library of Live Learning is stocked with classes that are inclusive, experiential, impactful and unforgettable, including these classes culture-focused classes:
Ask better questions: Curiosity as your competitive edge
Culture is cashflow: Build intentionally awesome culture by nailing super managers and teamwork
Lead with empathy: And improve inclusivity, innovation and retention in diverse teams
Talent retention & Engagement: Exploring the needs and challenges of your diverse teammates
Complete coaching system: Develop leaders that listen and ask questions to encourage feedback and growth
Contact the Electives team to learn how you can build a series of live, impactful learning that takes your culture to the next level, improving your company reputation and retention numbers at the same time.

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Waiting for a resignation before asking for feedback is not recommended. The benefits of conducting an exit interview are true prior to a resignation.

How to conduct exit interviews… and why to conduct entry & stay interviews, too

Fri Feb 03 2023

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