Exit Interviews Offer Critical Insights to Improve Staff Retention
By Jamy J. Sullivan, JD, Robert Half
When and why did you start looking for a new job?
Perhaps these employees didn’t feel they were given projects they wanted to work on, or their opportunities to advance were limited or pay didn’t match their workload. Ask whether there one single moment that prompted the decision to leave or a succession of incidents? Either way, if you know what went wrong and when, you can take steps to ensure history doesn’t repeat itself.
Did you feel you were given everything you needed to be successful at this job?
Did the departing worker feel underappreciated by managers or partners? Did they receive the training they needed or requested? Should you have brought in contract professionals to provide support? Perhaps it was a failure to update tech tools such as your discovery software. If the person leaving felt unsupported, you can bet some of your remaining staff feel the same. The good news is that you still have the chance to turn things around with those remaining.
Did your job description change unexpectedly while you were in your role?
No one should be blindsided by new responsibilities or overloaded with extra work they didn’t anticipate. Asking this question will allow you to trace the arc of your departing worker’s career, including what may have trigger to disillusionment and the later desire to move on.
Would you ever consider rejoining the company? Under what circumstances?
Jamy J. Sullivan is executive director of the legal practice at Robert Half, the world’s first and largest specialized talent solutions firm. Robert Half offers contract, temporary and permanent placement solutions, and is the parent company of Protiviti®, a global consulting firm. Visit RobertHalf.com.