Gathering The Data
Performing Exit Interviews
The method you use to gather employee feedback in the exit space matters. Multiple studies have shown that conducting exit interviews after an employee leaves and using a 3rd party changes the given reason for leaving 40-63% of the time.
Most organizations do their exit surveys before employees leave. Therefore, many employees are not honest about their true reasons for leaving. They may be concerned about references, last pay checks or retaliation from their manager.
How We Help
To help our partners identify the real reasons why employees leave we use a high touch, deep dive approach to conducting exit interviews.
The key to getting high quality exit data is putting the former employee in control of the conversation. Our exit interview services allow interviewees to participate by web or in a live telephonic interview. There is no better way to learn from someone than to listen to them share their thoughts and stories in their own words. Don't restrict their responses for the sake of convenience.
How We Help
Our research center will reach out to your former employees after they have exited the organization by phone 6 times over approximately six weeks at different times throughout the day to attempt to conduct an interview as well as use an email campaign to participate in the web-based interview. The former employee also has the option to call in to the research center at their convenience as well as schedule their interview at a time that works best for them.
In both the web-based and telephonic formats, we go beyond simple ratings and multiple-choice questions by conducting intentional and conversational interviews with your former employees.
How We Help
Analyzing The Data
Our mixed methodology approach (collecting both quantitative and qualitative data) allows employees to highlight what they deem important in their own words, providing the detail you need to act in specific areas in specific ways.
Once the interview has been completed, our researchers will code and categorize the responses to enable them to be measured and capture themes in different levels of the data.
One of our children’s hospital partners identified five of their hospital units that required more specialized nurses and had higher turnover rates than other parts of the organization. The specificity of the data from Work Institute’s exit interviews informed multiple interventions including:
- Building out a nursing career ladder
- Partnering with local university to provide increased tuition assistance
- Strategically removing several poor nurse managers as well as
- Realignment of some personnel to ensure adequate supervision
- Revamped the orientation & onboarding process
These efforts reduced turnover between 11 and 34% across the included departments. Meaningful change starts with quality data.