s.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If left until later any comparison between their old and new roles may be the result of them putting on a brave face, and if reasons are given that require action, the delay may well hinder the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. They will at the very least provide good records that could prove ver

Losing good employees is not only an expense in terms of time, effort and the associated cost of finding a suitable replacement but also in the untold cost of loosing valuable knowledge and experience that is unique to the organization; Loosing good employees is a problem where prevention is most definitely the best cure.

It is inevitable that employees will leave from time to time but a good employer will want to know why an employee has decided to leave to ensure that personnel are leaving for the right, and not the wrong, reasons.

Concerns of employees can be identified early by the regular use of well designed employee satisfaction surveys, allowing for problems to be resolved and helping to minimize needless loss of staff. However, some problems, especially those that involve personalities, are not always brought to the surface until it is too late.

There are two very common reasons for employee dissatisfaction that can often result in personnel deciding to change jobs, a lack of career development and/or poor management. Both of these problems can be difficult to identify even for organizations that adopt regular 360 degree assessments (i.e. where as part of the overall appraisal system, employees evaluate their managers).

While employed employees can be reluctant to criticize their managers for fear of the consequences, they can however be more candid when completing an exit survey.

Although adopting exit surveys many not prevent individuals from leaving it will help bring to the surface problems that could, if left unchecked, result in poor staff moral for the remaining staff and worse case scenario, a flood of resignations.

Lack of Career Development

Not all employers can offer, and nor do all employees desire, a clear and long term career path. There are just as many people that find comfort and security in doing one job well as there are there are people that need to feel that they are continual being challenged, learning new skills and moving onwards and upwards with respect to the corporate ladder. For organizations to succeed and excel they need the high flyers as well as the steady Eddies of the world.

Where losses due to a lack of career development are occasional they may also be inevitable, but where they are frequent, then changes to the organizational structure might need to be considered to allow for greater career development of the employees.

Poor Management

Many managers achieved their position through promotion, but it does not always follow that a good worker will automatically make a good manager and often people are assigned management position without any formal management training.

Poor managers can be quick to discredit the views of disgruntled staff, 'I was thinking of getting rid of them anyway' and 'they were a waste of space' are typical responses to being asked if there is a problem causing people to leave an organization.

It is proper and natural for senior management to support their line managers by giving them the benefit of any doubt, after all a good managers can always be slighted by poor employees. But by conducting exit surveys, if a man-management problem were to be identified early there is a good chance that it can be addressed and resolved with the appropriate formal training and guidance.

Records

It is not uncommon for people to leave an employer and at a later date put in a claim for constructive dismissal. With 'No win no fee' legal representation this has become a real problem for even good employers. Exit surveys will at best, provide a valuable record of the employee's reasons for leaving, and at worse, provide early warning that a possible claim might be expected.

Unless it is on record a tribunal will not necessarily accept an employer's word that when an employee left they did so without indicating any grievance.

When to conduct an exit survey

Exit surveys can be conducted as part of the termination procedures or they can, with the employee's agreement, be delayed for a few months.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If left until later any comparison between their old and new roles may be the result of them putting on a brave face, and if reasons are given that require action, the delay may well hinder the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. They will at the very least provide good records that could prove ver

t and/or poor management. Both of these problems can be difficult to identify even for organizations that adopt regular 360 degree assessments (i.e. where as part of the overall appraisal system, employees evaluate their managers).

While employed employees can be reluctant to criticize their managers for fear of the consequences, they can however be more candid when completing an exit survey.

Although adopting exit surveys many not prevent individuals from leaving it will help bring to the surface problems that could, if left unchecked, result in poor staff moral for the remaining staff and worse case scenario, a flood of resignations.

Lack of Career Development

Not all employers can offer, and nor do all employees desire, a clear and long term career path. There are just as many people that find comfort and security in doing one job well as there are there are people that need to feel that they are continual being challenged, learning new skills and moving onwards and upwards with respect to the corporate ladder. For organizations to succeed and excel they need the high flyers as well as the steady Eddies of the world.

Where losses due to a lack of career development are occasional they may also be inevitable, but where they are frequent, then changes to the organizational structure might need to be considered to allow for greater career development of the employees.

Poor Management

Many managers achieved their position through promotion, but it does not always follow that a good worker will automatically make a good manager and often people are assigned management position without any formal management training.

Poor managers can be quick to discredit the views of disgruntled staff, 'I was thinking of getting rid of them anyway' and 'they were a waste of space' are typical responses to being asked if there is a problem causing people to leave an organization.

It is proper and natural for senior management to support their line managers by giving them the benefit of any doubt, after all a good managers can always be slighted by poor employees. But by conducting exit surveys, if a man-management problem were to be identified early there is a good chance that it can be addressed and resolved with the appropriate formal training and guidance.

Records

It is not uncommon for people to leave an employer and at a later date put in a claim for constructive dismissal. With 'No win no fee' legal representation this has become a real problem for even good employers. Exit surveys will at best, provide a valuable record of the employee's reasons for leaving, and at worse, provide early warning that a possible claim might be expected.

Unless it is on record a tribunal will not necessarily accept an employer's word that when an employee left they did so without indicating any grievance.

When to conduct an exit survey

Exit surveys can be conducted as part of the termination procedures or they can, with the employee's agreement, be delayed for a few months.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If left until later any comparison between their old and new roles may be the result of them putting on a brave face, and if reasons are given that require action, the delay may well hinder the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. They will at the very least provide good records that could prove ver

to the corporate ladder. For organizations to succeed and excel they need the high flyers as well as the steady Eddies of the world.

Where losses due to a lack of career development are occasional they may also be inevitable, but where they are frequent, then changes to the organizational structure might need to be considered to allow for greater career development of the employees.

Poor Management

Many managers achieved their position through promotion, but it does not always follow that a good worker will automatically make a good manager and often people are assigned management position without any formal management training.

Poor managers can be quick to discredit the views of disgruntled staff, 'I was thinking of getting rid of them anyway' and 'they were a waste of space' are typical responses to being asked if there is a problem causing people to leave an organization.

It is proper and natural for senior management to support their line managers by giving them the benefit of any doubt, after all a good managers can always be slighted by poor employees. But by conducting exit surveys, if a man-management problem were to be identified early there is a good chance that it can be addressed and resolved with the appropriate formal training and guidance.

Records

It is not uncommon for people to leave an employer and at a later date put in a claim for constructive dismissal. With 'No win no fee' legal representation this has become a real problem for even good employers. Exit surveys will at best, provide a valuable record of the employee's reasons for leaving, and at worse, provide early warning that a possible claim might be expected.

Unless it is on record a tribunal will not necessarily accept an employer's word that when an employee left they did so without indicating any grievance.

When to conduct an exit survey

Exit surveys can be conducted as part of the termination procedures or they can, with the employee's agreement, be delayed for a few months.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If left until later any comparison between their old and new roles may be the result of them putting on a brave face, and if reasons are given that require action, the delay may well hinder the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. They will at the very least provide good records that could prove ver

any doubt, after all a good managers can always be slighted by poor employees. But by conducting exit surveys, if a man-management problem were to be identified early there is a good chance that it can be addressed and resolved with the appropriate formal training and guidance.

Records

It is not uncommon for people to leave an employer and at a later date put in a claim for constructive dismissal. With 'No win no fee' legal representation this has become a real problem for even good employers. Exit surveys will at best, provide a valuable record of the employee's reasons for leaving, and at worse, provide early warning that a possible claim might be expected.

Unless it is on record a tribunal will not necessarily accept an employer's word that when an employee left they did so without indicating any grievance.

When to conduct an exit survey

Exit surveys can be conducted as part of the termination procedures or they can, with the employee's agreement, be delayed for a few months.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If left until later any comparison between their old and new roles may be the result of them putting on a brave face, and if reasons are given that require action, the delay may well hinder the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. They will at the very least provide good records that could prove ver

s.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If left until later any comparison between their old and new roles may be the result of them putting on a brave face, and if reasons are given that require action, the delay may well hinder the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. They will at the very least provide good records that could prove very valuable later, at best they will provide management with information that can help improve an organization spiritually and with the bottom line.

For a sample Exit survey:

Sample Exit Survey