HR Professional - April/May 2008 - (Page 40)

H R 101 with the person. “When an individual is leaving Molson Canada, they are ambassadors of your company—for good or bad—and it’s better to be on the good side than the bad. Plus we want to maintain a positive relationship with these people,” says Kirkpatrick. 6. Keep things confidential Assure the interviewee that any information they give will remain conﬁdential. “I worked briefly for a company where the manager insisted on seeing the results of exit interviews,” says O’Connell. “It corroded the work environment and made the interviews very ineffective. “An effective interview is strictly confidential. We tell interviewees that the only person we share it with is the CEO. If there’s a specific complaint about another worker or manager, we aggregate the results from more than one interview and go from there—if it’s a truly ineffective manager, then more than one person will notice that.” 7. Lead change Mold culture Build strategy Cultivate partnerships Redesign departments Discover leaders Discover yourself Are you ready to move from transactions to transformations? To learn more about Canada’s only comprehensive suite of programs designed to build organizational effectiveness, go to: www.IndustrialRelationsCentre.com 341974_Queens.indd 1 Do something with the data Many people are highly cynical about exit interviews, believing any information they give will end up collecting dust. Don’t do exit interviews just for the sake of doing exit interviews—make sure you use this valuable data. At Redwood, HR rolls interview data into quarterly reports (or six month or annual if no one leaves) that compare it against employee satisfaction surveys. “We look for highlights that would suggest something is amiss somewhere,” says O’Connell. “Then we send the report to our senior management team, pointing out areas of concern. The HR team uses it to look for efficiencies and improvements in training, process and communications.” Molson uses the information in support of its employer branding initiatives. “We want to ensure that when people come to work at Molson they have an inherent expectation of what they’re going to experience. And we want to ensure that the Molson work meets with that expectation,” says Kirkpatrick. “Exit interviews help us measure that.” HR P R OF E S S I ON A L 40 A p r i l / M a y 2 0 0 8 8/7/07 9:19:48 PM http://industrialrelationscentre.com/hrpao.htm

Table of Contents Feed for the Digital Edition of HR Professional - April/May 2008

HR Professional - April/May 2008 Contents Editor's Letter Contributors Leadership Matters By the Numbers On the Web Careers World Watch Accounting Health & Safety Foreign Professionals Management Office Life Legal Compensation Web 2.0 @ Work Talent Management Systems On Message Strategy HR 101 Interview With Colin Mackay Off the Shelf The Last Word

HR Professional - April/May 2008

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