With this ready-to-use survey template, you can ask the reasons why employees leave your company. This enables you to initiate measures to reduce the fluctuation rate in the long term.
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Content and targets of this template
Why should you have an exit interview? The answer is simple: every termination leaves a gap. Knowledge and skills leave the company along with the person.
The replacement must first be found, hired and trained. The transition period often burdens direct colleagues with significant extra work. As a result, errors and bottlenecks can occur.
Find out specifically why employees leave with an employee survey. Collect information from a regular and standardized exit interview via questionnaire. Based on this information, you can take action and reduce turnover.
• General view of employees
• Identify undesirable developments through exit interviews
• Introduce fluctuation-reducing measures at an early stage to prevent problems from occurring
• Continuous corporate development
• Modern personnel management
Almost everything you need to know about exit interviews
An exit interview is a final discussion with an employee who is leaving the company.
The aim of the interview is to find out the reason for the employee’s decision. Because only if you know the reason for your employee’s unexpected resignation can you identify potential problems and take action if necessary. In this way, you prevent further terminations for the same reason and save high financial expenses for the search and training of new employees.
With exit interviews, you have a valuable tool to promote staff development and retention. In addition, you get another chance to receive valuable feedback from departing employees. This gives you the opportunity to sustainably improve the working atmosphere and employee satisfaction.
In summary, the exit interview is a method of the offboarding process and thus just as important a strategic instrument of the employee cycle as the interview of potential new employees.
If an employee decides to leave the company, there is literally “nothing more at stake” for them. For you, this offers the opportunity to receive honest feedback.
You should take advantage of this opportunity, because if you don’t, a lot of valuable information will leave the company along with the employee’s know-how.
Among other things, an exit interview enables you to identify potential problems in personnel management and to rectify them. In this way, you reduce fluctuation within the company and improve the working atmosphere.
An open discussion at eye level also makes your employees feel heard and taken seriously. In this way, you can strengthen employee loyalty even after termination and benefit from positive word-of-mouth advertising.
Employer ratings and recommendations can have a positive impact on your attractiveness as an employer.
Create a pleasant atmosphere for the interview. The best way to do this is to schedule enough time for the interview and give your interviewer your full attention. Your employee is unlikely to open up in a door-to-door conversation.
Keep the conversation from an exit interview confidential and communicate this to your interviewer. Have a one-on-one conversation; the more people present, the more likely pressure will build and your chances of getting honest feedback will decrease.
It also makes sense to hand out the questionnaire to your employee when you invite them. This gives him the opportunity to prepare and answer the questions in peace. This enables you to go into the answers in greater depth during the interview and increases the chance that the employee will agree to the interview. After all, exit interviews should always be voluntary.
Give your employee the choice and accept his or her decision if he or she decides against it.
It is advisable to hold an exit interview only shortly before the employee leaves. If you schedule the meeting too early, there is a risk that the employee will not provide honest feedback for fear of possible consequences. At best, all framework conditions have already been clarified at this point and the employee has already received his or her reference at best.
As an interview partner for the departing employee, select a person with whom the employee has a good or neutral relationship. A person from the HR department or another trusted person from the company is suitable for this.
The direct superior should be avoided as a discussion partner, since the reason for the termination may be directly or indirectly related to the superior. In this power relationship, especially if the employee still has to work under the supervisor for some time, honest feedback is more likely not to be forthcoming.
It is best to conduct the exit interview as a one-on-one meeting; this increases the chance of obtaining useful information and an open exchange.
The aim of the exit interview is to find out the reason for the termination and to derive possible measures from this.
If you want to use a questionnaire for your exit interview, limit yourself to a few selected questions and address the answers in a direct conversation. This way you will learn more than if you let your employee answer a catalog of questions without talking to him directly.
Possible questions for your exit interview questionnaire could be:
- How satisfied were you with your duties?
- Were there enough opportunities for advancement?
- What was the workload like?
- How was the atmosphere in the team?
How was your relationship with supervisors?
- Were you able to identify with the company?
- What would have had to change for you to stay?
- Were you satisfied with your salary?
- If you could change something in our company: What would it be?
You can find more possible questions in our exit interview questionnaire template.
Talk to your employee not only about the reasons for quitting, but also about what the employee liked best about his or her job. That way, you’ll find out what’s already going well and what you can build on.
You can gain a variety of insights from an exit interview. Not only will you learn the reason for the departing employee’s resignation, but by evaluating the results and comparing the answers from previous exit interviews, you can also uncover possible deficits.
If the same reasons for quitting are often given, such as lack of career opportunities, excessive workload, problems with the supervisor, you can target these points.
Use the opportunity of an exit interview and do not waste the potential to increase employee loyalty and reduce employee turnover through feedback.