A study of exit interview in relation to employer branding Project of Hr

It is a meeting between an employee who has voluntarily resigned from the organization and at least
one representative from the human resources management (HRM or HR) department or any other
executive of the organization from any department, particularly designated for the purpose of exit
interview.

The interviewer from the organization's side should be an un-biased person with maturity and
objectivity.

The representative of HR department or any other department assigned for exit interview and the
departing employee get into a dialogue based on the experiences and impressions of the employee
about various aspects of the organization.

The organizational representative normally facilitates this discussion.

Lots of listening during the exit interview is expected from the organization's representative for
achieving the objectives of the exit interview.

Exit interview is normally conducted after the employee's resignation has been accepted.

It is normally conducted while the employee is still serving his last days in the organization. At times, the
ex-employee is invited for the exit interview within a short time after he has physically departed from
the organization.

Staffing solutions company TeamLease Services's countrywide study found that almost 92 per cent of
employees and managements across industries took exit policies very seriously, with 99 per cent doing
so in Bangalore and Chennai, and 85 per cent in Mumbai.

The ‘relieving letter' from the current employer was becoming an important requirement for formalising
employment in a new organisation. Only about eight per cent disregarded it. Relieving certificates
becoming a deal breaker for new employers until the skill crisis eases,” says Ms Surabhi Mathur Gandhi,
Senior Vice-President, IT Sourcing, TeamLease Services.

About 76 per cent of the employees preferred a personal exit interview rather than an online one,
attributing ‘reliance' to face-to-face interviews.
The study found that Bangalore (India), the Silicon Valley of India, lagged in online exit interviews, with
only four per cent of companies adopting them, compared to Mumbai (29 per cent) and Kolkota (26 per
cent).

Titled ‘Impactful Exits', the survey found that better prospects and salary hikes motivated employees to
change jobs.

Exit interviews influence on employee retention

WASHINGTON POST: As the economy recovers, majority of employees will most likely look for better
opportunities outside their firms, experts have warned. This critical situation demands employers to
hold on to their top performers.

According to Joyce E. A. Russell, director of the Executive Coaching and Leadership Development
Program at the University of Maryland's Robert H. Smith School of Business, most firms have depended
on exit interviews to learn why their employees decide to leave as they seek acquiring honest
information about the company that can be used to tackle the reasons why some leave.

But to do this, employers need to ask the right questions, the Washington Post reported. Mostly, exit
interviews are poorly conducted by ill-trained individuals who are not really aware about why or how
should they use the information they collect. Or, employees do not divulge the real reasons they are
leaving the firm, as they are scared of burning bridges.

However, Russell has suggested that all firms including the smaller ones should make it a point to meet
with employees before they give voluntary resignation. Russell suggested that while conducting an exit
interview, the interviewer must ensure that the information is treated confidentially (i.e., using the date
in aggregate form only and not revealing who made what comments).

Interviewers are required to be well trained in active listening and be sure not to go over the top to any
venting done by the employee. Using structured questions, interviewers can enquire about topics like
the work itself, pay and benefits, training and mentoring, performance reviews, career growth o