If your role is really to help the company and not just to serve as a rite of passage (for some companies, the exist interview is a ritual and won’t attempt to gain any real info), then you should focus on any slight negative comment made about the unit. It is probably a lot worse than what they have said.

On the process in use, two instruments were developed last year to address the possible issues at play for internal (from one business unit to another) and external exits. Client company’s feedback was secured on their ambit and depth. During the year long duration of the assignment, a couple more questions have been added after some areas constantly jumped out as those of concern.

I find it easy to keep the questions in front of me and take rapid notes on a wide writing pad while an interviewee is mulling his experience. I believe that my predecessor typed up answers live.

I type up the 2-page questionnaire and pass them all by the next day to our Consulting Analyst. What we share with the client at the end of the day is just the status on whether the requested interviews were completed and whether the candidate is open on being rehired in the future. We follow it up with analysed feedback and qualitative inputs as monthly/quarterly/bi-annual reports while maintaining confidentiality on candidate identity.

Because there have been requests from the client company for varying comparative data, that we’re happy to see the feedback being considered and thought through.

We’re also looking out for requests from the client on recontacting high performers who’ve been gone at least a year to assess their interest in returning.

Jyoti

How do you record and communicate information from exit interviews? Is a structured process used?

I’ve found that exit interviews are only half the battle. Using the information wisely is the other.

Mala