I was listening to feedback part I podcast and the subject of Exit Interviews popped in my head. I am a fairly new listener and I am not sure if a podcast has already been created about this topic but I thought it would be a good discussion / podcast. Does anyone have thoughts on this subject? Thanks

stephenbooth_uk's picture

I'm not aware of a cast about Exit Interviews although they were mentioned (from the leaving employee's side) in the how to resign cast.

There was a forum thread on the subject back in 2006 in which Mark said there'd be a cast about them in the near term.

Mark also picked up on someone's comment about using it as a final O3, he seemed to like that as it will help you to strengthen the relationship with the leaving employee (obviously how much you can do that depends on the situation of them leaving, if they're leaving because they've been offered their dream job or because they have to care for a family member then you've got a lot of options but if they're leaving because of a grievance then your options are limited). This may link into the Boomerang cast, i.e. if they leave with a warm and fuzzy glow then they're more likely to come back if things don't pan out and bring back all those really useful skills.


jhack's picture

If it's your exit interview, say only positive things, particularly about where you're going. Don't use the exit as a chance to get even or "speak truth to power."

If you've lost an employee, Stephen's points above are spot on.


peterddw's picture

I have not heard any podcasts on this topic here at MT. I have conducted exit interviews and found them to be extremely beneficial in reviewing your firm's internal behaviors. Having a look at the organization through another person's perspective can often be revealing. I also have performed these interviews on associates and the reports of others. I find there are circumstances in which the departing employee will open up more readily and have constructive input that can contribute to the development of the organization as well as their former manager. It is important that this information is only fed upward and with respect for confidentiality of course. Occasionally the former manager may become defensive but that is another issue all together. Feedback is helpful to have whether it be from above or below.

Peter Williams