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Worth in the Workplace |
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Worth Personnel Group |
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Worth in the Workplace |
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CONSIDERATIONS
It is not sufficient to routinely ask all of the same questions to each departing employee. Circumstances vary widely in the business settings, management styles and personal circumstances of the work environment and the business relationships
There is often a perceived “agenda” in how the exit interview is performed, and the outbound employee is unaware as to how the information will be received, understood, repeated or utilized. This may bias the truth of the obtained information.
Information received by management or human resources may not be objective in that there may be a natural tendency to protect a co-worker that has been criticized, or exaggerate a complaint to condemn an “office enemy”.
Legal issues – if an employee is planning to sue at a later date, they may have already obtained legal advice – they have probably already been advised not to speak about it until they have left, and have counsel representing them, or the labor board. A third party exit interviewer might be able to bring in a mediator to resolve the issue without involving the court system.
Whether the administrator of the exit interview is management or human resources, it is often in an exiting employee’s best interest to say nothing and get out as fast as possible. Why? It is possibly that person who will be asked to provide a reference for future employers.
So how is it possible to obtain pertinent information that can be used to resolve an existing or ongoing problem, mitigate losses by avoiding a potential law suit, and work toward retention of your most valuable employees? Consider retaining the services of an exit interview consultant; one who will bring you what you need to know, alert you to a potential liability, call in the services of a mediator or arbitrator if required – all while maintaining the sanctity of professionalism, and the confidentiality of both parties. |
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THE RETENTION INTENTION
In searching the marketplace for talent, a company hopes that their hiring decision will result in a long term investment decision. If your new employee then chooses to leave, your investment is negated, and you become faced with the following considerations
· It was difficult to find the right person · It took a long time to find them · It cost a lot to find them · There was time and training involved in making them productive · How much crucial information will leave with them · How your competition may benefit from your investment · How much productivity may be lost while seeking a replacement · How much will it cost to bring the replacement to the same level of productivity as the departing employee · The cost of opportunities that were lost in making the original hiring decision · The effect that the departure will have on remaining staff members
So it becomes apparent, that employee retention as a business goal makes good business sense. And we are advocates of the adage that knowledge is power; especially the knowledge that is the toughest to accept - the knowledge that there may be a problem within the organization. So… how do we obtain this knowledge?
One method is an effective exit interview
In considering the issue of employee retention and core staff stability, understanding why people are more likely to leave you is the best starting place to correcting possible issues. While the majority of businesses do not conduct any type of effective exit interview, even those that do, often don’t exact an in-depth and independent one, thus rendering it quite useless. |
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UNDERSTANDING WHY AN EMPLOYEE LEAVES
If you understood that an employee was leaving to move out of the city, or to stay home with their family, you would be able to justify that their leaving was in no way the fault or responsibility of your organization. But in most cases, this is not the reason an employee leaves.
There is a misconception that salary is a primary driver in a decision to leave an organization, however since the “best” employees are often able to attract an attractive salary, the more common reasons given generally revolve around:
· Poor supervision and management · Lack of career opportunities; ability to better one’s future · Poor operating culture; discomfort with the environment; nepotism, prejudice · Lack of rewarding work; boredom, dissatisfaction with resulting product · Poor investment in knowledge transference; inability to communicate or exchange productive concepts · Lack of feedback on performance; no recognition or yardstick regarding levels of success · Physical environment leading to potential health concerns; dust, fumes, other irritants, safety issues · Pay related decisions; competition within industry or competing organizations |
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TO SPEAK WITH A SPECIALTY SERVICES FACILITATOR, CALL 416-402-8379
or email contactus@worthpersonnel.com
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Additional Information on Workplace Violence Additional Information on Workplace Harassment Official Government information is available at: http://www.labour.gov.on.ca/english/hs/sawo/pubs/fs_workplaceviolence.php
FOR MORE INFORMATION |