Interviews with people leaving the company represent a mine of information that too often goes unexploited. They are an essential moment to collect data about the causes of employee departures. When properly conducted, these interviews can help identify dysfunctions, detect the low-key generalization of unsatisfactory behavior, and identify possible levers for building loyalty.

To that end, discussions must be able to be frank and critical, while also remaining constructive. This quality of exchange is difficult to achieve when emotions are still raw, or when employees are concerned that expressing themselves too forthrightly will lead to not getting their former employer’s recommendation.

One good practice consists in slightly pushing back the timing of this interview, within the limits of what is possible. In this respect, studies show that exit interviews held two to six weeks after the end of employment are often the most fruitful. They benefit from greater perspective and objectivity on both sides. The more neutral tone allows deeper probing of the true causes of dissatisfaction. In these more favorable conditions, some managers and HR experts even report feeling they have taken part in a genuine and shared brainstorming session on the solutions. 

Source: The Biggest Mistake Companies Make in Exit Interviews, William Mahan, Work Institute, August 2023.