Exit Interview Report

EXIT INTERVIEW REPORT
Overall Report
Period: 1/1/18 – 4/30/19
The summary and the analysis on SUPPORTZEBRA’s Attrition based on exit interviews done from
1/1/2018 – 4/30/2019.
I. Wanted vs. Unwanted Attrition
UNWANTED
Personal Reasons 61
Another Employer 27
Return to School 13
Relocation 11
Termination of Account 8
WANTED
Client Decision/Account Removal 22
Performance Issue 8
Attendance Issue 6
Violation of Company Policies 3
TOTAL 159
II. The most number of separations come from 1 – 2 years tenure bucket followed by 0 – 3
moths. (This is not relative to the headcount report since exit interview data is limited to the
number of exit interviews done.)
a. 1-2 years tenure bucket is a critical period. At one to two years on the job, the
shine on the relationship starts to dim, and imperfections are more frequently and readily
noticed. That starry-eyed optimism turns to realism – possibly cynicism? – as employees
gradually see fewer learning possibilities, plateau in their development, become more
involved in office politics, and receive less attention.
Breach of psychological contract. When one party (e.g., the employee) believes another
party (the organization) is not holding up its end of the bargain, there is a violation of trust
and expectation. In the case of plummeting engagement, employees in the 1-2 year bracket
would likely believe that they should continue to receive the learning opportunities and
attention they enjoyed during their first three months to their first year. When
that “contract” is broken, employees feel a bit abandoned. They begin to wonder if their
jobs are really all that great or if the organization really cares.
1 – 2 years tenure bucket is more susceptible for resignation than 0-3 months. This is
the time when employees have already adopted to the culture of the company. They have
already an idea of what is to come and what to expect every single day. It is therefore very
possible for them to seek out another employer that can provide what they want.
b. Based on the exit interviews, most number of resignations were due to another
employer, and personal reasons.
i. Personal Reasons – 27
ii. Another Employer – 7
iii. Return to School – 6
iv. Termination of Account – 4
v. Relocation – 3
c. Thus, this leaves us to think of an initiative to keep employees coming from this tenure
bucket.
d. Please see the tenure bucket distribution below:
TENURE BUCKET UNWANTED WANTED
0 - 3 Months 21 19
4 - 6 Months 18 6
7 - 9 Months 11 5
10 - 12 Months 4 2
1 - 2 Years 47 6
3 - 4 Years 14
5 Years and Up 5 1
III. 73.43% is the overall satisfaction of employees before resigning. We have three significant
difference maker in retaining our employees: (1) Vision, Mission, Core Values, (2)
Culture, (3) Workmates/Teammates.
a. In my exit interviews, employees would always site that they have understood the Vision,
Mission and Core Values and they feel one with Core Values of the Company. That which
made them stay.
b. Employees who resigned said they that love the Culture and that they had always advertised
SZ to their friends and even to their co-employees (for those who are about to resign).
c. One of the reasons that made them stay longer are their workmates/teammates. They had a
family in them.
However, we have four (4) points to improve our retention. (1) Salary and Benefits, (2)
Account, (3) Team Leader/Supervisor, (4) Work Environment.
a. In my exit interviews, most reasons for resignation is their desire to be compensated more.
This is due to the fact that majority of our workforce are working not just for ourselves.
b. According to the ambassadors belonging to this group that the accounts are becoming more
rigid and has left them no room for error and growth because it is very easy for the clients
to remove them. There is one of the policies in the account that was immediately being
passed without even being disseminated properly.
a. New policy of ONYX that when an ambassador will have immediate resignation,
they will not receive their incentive.
c. Some employees belonging to this group have felt discouraged and discriminated by their
team leaders/Supervisors. Here are some of the specific lines coming from the
ambassadors:
a. Roseos, Ruben (“He power trips through bullying other agents.”) – referring to Sir.
Mitch
b. Bautista, Jeremyn (“He has discriminated me for quite some time. He does not
know how to respect his ambassadors.”) – referring to Sir. Mitch
c. Silva, Sheila (“He says derogatory comments to me. He belittled me and my
capacity to work.”) – referring to Sir. Mitch
d. Flores, Rachel Ruth (“I never had support from my Team Leader – Sherry. She
always had her attention to her set of friends within the team.”)
e. Omongos, Jenelyn (“I have encountered some challenges, failures and rejections,
but good thing that the team I had has great company.”)
f. Fabrigas, Kimberly (She felt discriminated and mistreated by Ms. Shera Yañez.)
g. Thus, creating a toxic and stressful work environment. Please see table below for
reference:
How happy were they with

the company upon leaving? 73.43%
Component Like Dislike
Vision, Mission, Core Values 68 4
Culture 55 3
Workmates/Teammates 57 14
Account 27 16
Salary and Benefits 21 34
Team Leader/Supervisor 15 16
Manager 16 6
Work Environment 31 15
SZ Shared Services Team 14 2
IV. 80.39% is the overall satisfaction of employees with their team leaders/supervisors. We
have four points to capitalize and work-on.
a. Employees appreciates the feedback given to them by their supervisors, product-wise, they
respect that.
b. Employees would commend that their TLs have always been there when they needed help.
However, they felt like the help that they were given was insufficient and at times delivered
negatively.
c. Team Leaders/Supervisors have sufficiently helped them solve problems.
d. The most important thing here is that the team leaders treated them with the respect they
deserve.
If we look into the overall rating, it is not bad. However, there are points that we need to
look closely.
a. Employees felt that they were not anymore growing. They had less training opportunities
outside their teams.
b. There were less training provided in the team. They had to learn ASAP on the job.
c. They felt that their complaints and problems were not addressed or resolved. If employees
are not mature enough to handle situations like these, they will result to resignations.
d. Please see the table below:
How happy were they with the Team Leader/Supervisor upon

leaving? 80.39%
Component Rating
Provided feedback on my performance. 81.64%
Treated me with respect and courtesy. 84.28%
Led by example. 80.00%
Helped me solve problems. 82.26%
Was available when I needed help. 82.14%
Followed policies/practices and applied them fairly. 80.88%
Provided positive feedback and recognition. 81.76%
Resolved complaints and problems. 79.50%
Represented the position accurately and effectively. 80.50%
Training opportunities were available inside the department. 76.86%
Training opportunities were available outside the department. 74.47%
V. 77.37% is the overall rating to their salary and benefits. This is the primary reason why
ambassadors/employees leave the company. They were happy with how the company
compensates and gives benefits but the reality is that other companies (bigger companies)
promises better compensation and benefits.
How happy were they with the

Compensation and Benefits upon
leaving?
77.37%
Component Rating
Rate of pay for your job 73.33%
Paid holidays 76.73%
Paid vacations 76.94%
Medical coverage for self 80.25%
Medical coverage for dependents 76.43%
Accident and Life insurance 78.98%
Sick leave 78.98%
VI. CONCLUSION:
In summary, the company doesn't have yet the financial capacity to be at par with big companies.
What we have is our Culture and our Core Values. But, for the Core Values and Culture to be felt
more, it should start from the supervisors. Through proper engagement we can probably make a
difference in our attrition.
Comparison Report
Period: 1/1/18 – 12/31/18 and 1/1/19 – 4/30/19
The comparison and the analysis on SUPPORTZEBRA’s Attrition based on exit interviews done
between 1/1/2018 – 12/31/2018 and 1/1/19 – 4/30/19.
Period: 1/1/18 to 12/31/18 Period: 1/1/19 to 4/30/19
UNWANTED UNWANTED
Personal Reasons 47 Personal Reasons 14
Another Employer 24 Another Employer 3
Return to School 11 Return to School 2
Relocation 9 Relocation 2
Termination of Account 3 VS Termination of Account 5
WANTED WANTED
Client Decision/Account Removal 20 Client Decision/Account Removal 2
Performance Issue 4 Performance Issue 4
Attendance Issue 6 Attendance Issue
Violation of Company Policies 1 Violation of Company Policies 2
TOTAL 125 TOTAL 34
Type ALL
From 1/1/2018
To 12/31/2018

Culture 30 3
Account 13 12
Manager 10 2
Vs.
Type ALL
From 1/1/2019
To 4/30/2019

Culture 25 0
Account 14 4
Manager 6 4
Type ALL
From 1/1/2018
To 12/31/2018

leaving? 78.91%
Component Rating
Vs.
Type ALL
From 1/1/2019
To 4/30/2019

leaving? 85.83%
Component Rating
Type ALL
From 1/1/2018
To 12/31/2018
leaving?
76.14%
Component Rating
Sick leave 77.40%
Vs.
Type ALL
From 1/1/2019
To 4/30/2019
leaving?
81.85%
Component Rating
Sick leave 84.71%
Comparison Report
Period: 1/1/18 – 4/30/18 and 1/1/19 – 4/30/19
The comparison and the analysis on SUPPORTZEBRA’s Attrition based on exit interviews done
between 1/1/2018 – 4/30/2018 and 1/1/19 – 4/30/19.
Period: 1/1/2018 – 4/30/2018 Period: 1/1/19 – 4/30/19
UNWANTED UNWANTED
Personal Reasons 12 Personal Reasons 14
Another Employer 6 Another Employer 3
Return to School 3 Return to School 2
Relocation 4 Relocation 2
Termination of Account 2 VS Termination of Account 5
WANTED WANTED
Client Decision/Account Removal 1 Client Decision/Account Removal 2
Performance Issue Performance Issue 4
Attendance Issue 1 Attendance Issue
Violation of Company Policies Violation of Company Policies 2
TOTAL 29 TOTAL 34
Type ALL
From 1/1/2018
To 4/30/2018

Culture 2 1
Account 5 1
Manager 1 0
Vs.
Type ALL
From 1/1/2019
To 4/30/2019

Culture 25 0
Account 14 4
Manager 6 4
Type ALL
From 1/1/2018
To 4/30/2018

leaving? 75.61%
Component Rating
Vs.
Type ALL
From 1/1/2019
To 4/30/2019

leaving? 85.83%
Component Rating
Type ALL
From 1/1/2018
To 4/30/2018
leaving?
77.29%
Component Rating
Sick leave 82.86%
Vs.
Type ALL
From 1/1/2019
To 4/30/2019
leaving?
81.85%
Component Rating
Sick leave 84.71%

Exit Interview Report

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EXIT INTERVIEW REPORT

How happy were they with

How happy were they with the Team Leader/Supervisor upon

How happy were they with the

Period: 1/1/18 to 12/31/18 Period: 1/1/19 to 4/30/19

How happy were they with

How happy were they with

How happy were they with the Team Leader/Supervisor upon

How happy were they with the Team Leader/Supervisor upon

Period: 1/1/2018 – 4/30/2018 Period: 1/1/19 – 4/30/19

How happy were they with

How happy were they with

How happy were they with the Team Leader/Supervisor upon

How happy were they with the Team Leader/Supervisor upon

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