HR Pulse - Winter 2008 - (Page 58)

Making Exit Interviews Count Switch to Strategic Interviewing By Beth N. Carvin O 58 HR Pulse Winter 2008 These computer ‘interviews’ typically push participation rates to 65-75 percent (compared to the standard 20-35 percent). rganizations are revamping the age-old exit interview process with a new strategic approach that yields much more useful information than, “I’m leaving because I got a better opportunity.” Strategic exit interviewing is a factfinding mission that mines employee attitudes and observations in ways that are not possible with conventional techniques. The results can improve HR efforts exponentially. This is accomplished by replacing or complementing paper-and-pencil, in-person, and/or telephone interviews with online surveys that automate the process. These computer “interviews” typically push participation rates to 65-75 percent (compared to the standard 20-35 percent), generate substantially more candid feedback, and capture data in a way that can be used to produce comprehensive point-andclick reports. This methodology also costs less than outsourcing. Interestingly, it also ﬁts with employee preferences. When given the choice to meet with an HR representative for an in-person exit interview, employees select that option only 6 percent of the time. • Rebounding opportunities—supporting efforts to rehire top performers after the reasons for their departure have been remedied. • Diversity initiatives—how well they are succeeding. • Litigation risks—for early warnings related to issues like harassment, violence, and discrimination. Quantitative questions are best rated on a ﬁvepoint Likert-type scale that allows for a neutral (three) rating. (A four-point scale risks the employee abandoning the survey if they are forced to lean positive or negative on a question about which they are unsure.) Qualitative questions allow employees to provide context, elaboration, and even solutions in written form. You can elicit details about what the employee liked or didn’t like about the company, changes that would have encouraged them to stay, and even health care-related compliance issues. Analyzing the Answers With the answers captured and stored in a database, you can click to produce a variety of tracking and statistical comparison reports that shed light on organizational strengths, weaknesses, and risks. These reports can be sliced and diced by factors such as department, division, job classiﬁcation, shift, status, location, gender, race, age range, length of service, performance rating, and recruiting source. Different commercial exit interview management programs offer different report sets. For example, one can generate Company Snapshot, Tracking and Statistics, Red Flags, Kudos, Comments Report, Reasons for Leaving, Executive Reports with graphs and charts, Trends over Time, and Safety Reports. Whatever the program, the reports offer a rich vein of never-before-available information that can identify root problems, point the way to corrective action, and help HR managers strengthen the overall organization. That, of course, is the pot of gold for human resources executives—in health care or any other industry. ■ Beth N. Carvin is chief executive officer and president of Nobscot Corporation and a long-time human resources veteran. For more information and sample exit interview questions and reports, she can be reached at bncarvin@ nobscot.com. Crafting the Questions Strategic exit interviews are designed to produce actionable data. Ideally there should be 30 to 70 quantitative (numerically rated) questions and two to ﬁve qualitative (open-ended) questions. More or fewer will reduce response quality and participation rates. Questions should address issues related to the work environment, management, work, compensation, company culture, and safety. With the right questions, you can uncover information about: • Likes and dislikes—irritations that drive employees to leave as well as factors that encourage them to stay. • Suggested business improvements—ideas to improve productivity, enhance products and services, and add new proﬁtable lines of business. • Target training—so you can spend effort on those who need it most. • Improving onboarding—to better meet new hires’ needs and limit early turnover.

Table of Contents Feed for the Digital Edition of HR Pulse - Winter 2008

HR Pulse - Winter 2008 Contents Pulse Points Executive Director’s Letter President’s Message HR Leader Profile: Karmen Reid Advocacy is for Everyone A Case Study in Raising Voices Diversity Management Measuring What Matters Bullying as Gender Harassment Combat Workforce Changes Hardwiring Accountability Immigration Frustration HR and Education Making Exit Interviews Count Management Styles that Enhance Intrinsic Motivation Backup Care Fact or Fiction 10 Ways to Lose Your Best People Advertisers’ Index

HR Pulse - Winter 2008

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