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Exit Study

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Why is this important for you?

During the great resignation wave, many organisations have experienced such large-scale attrition in a short window of time, the focus has been on restaffing and recovering. However, attrition has much to teach us and, in our experience, the right time to open up a communication channel is actually a few months after an employee has exited.

Our observations around this are as follows:

  1. During the exit phase, employees tend to be cautious. There are some unclear fears around honesty and open sharing at this time. While it may not be a reality of the culture of the organisation, exiting employees tend to err on the side of caution and restrict/moderate their feedback at this stage.
  2. After an employee has spent a few months in a new organisation, the feedback is less about negative emotions and angst and more about qualitative inputs of things the erstwhile employer can do better, differently to be more engaging and drive performance better.

So, what can you do about it?

Study feedback from exited employees in month 3 or 4 after their exit. This does not mean that exit interviews at the time of departure are not valuable. That should continue as it gives a first level input that is important. It’s the starting point for the exit study. However, it is generally not very insightful and often hard to related because its viewed in the context of the feedback provider by the hr person who knows the individual.

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Exit studies that have the potential for game changing insights have the following parameters:

  1. Conducted by a person who does not know the employee personally (no bias, no filters, no defensiveness, no contradictions)
  2. Conducted 3-4 months post exit (less emotional outbursts, more qualitative inputs, more examples come freely and less focus on what was wrong v/s how to make a better impact as an employer)
  3. Structured + Unstructured dialoguing approach, with several specific quantitative questions to establish concern areas, challenges etc and several open ended questions that encourage examples of expectations unmet, experiences that were uncomfortable, gaps in delivery v/s commitment etc
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Our Approach

We following a five-step approach to Insights from Exits:

  1. Secondary study is a focus on existing data and what it is telling us. This could include:
    1. Exit data collated at the time of departure,
    2. Employee engagement insights,
    3. Patterns/trends in attrition
    4. Social media feedback (indeed, ambition box, glassdoor etc)

With this, areas of focus are identified for the questionnaire so we are able to gather relevant inputs on areas of focus.

  1. Based on the inputs from step 1, we draft areas of focus and identify the combination of questions to be used to provide both qualitative and quantitative inputs
  2. Step 3 is the dialoguing with exited employees’ stage. Each conversation seeks to uncover insights on what makes the organisation great as an employer (to continue), what needs to change (to stop) and areas that are absent which are of importance to employees (to start). With a combination of numeric inputs (e.g. scale of 1-10 rating or ranking top 5 etc) we are able to baseline all feedback and understanding specifically what would elevate the employee experience to the next level
  3. Next, an unfiltered review of all data – what is the information telling us. At this stage we are cautious not to review the data in a context, thereby allowing us to see it for what it is.
  4. Stage 5 is the step at which we pull out key trends and insights – areas we feel will be high impact and most relevant for action. We propose some potential actions that, based on what we have heard, we feel will give the desired boost to the employee experience and elevate the employer brand.
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