Run Exit Interview

---
name: run-exit-interview
description: Use when conducting or designing an exit interview process for departing employees to capture retention insights
source: SHRM exit interview best practices; Harvard Business Review "Making Exit Interviews Count" (2008); Work Institute Retention Report (2020)
tags: [hr, retention, exit-interview, talent-management, employee-experience]
verified: true
---

# Run Exit Interview

Conduct a structured exit interview that surfaces actionable retention insights from departing employees.

## Why This Is Best Practice

**Adopted by:** LinkedIn, Deloitte, McKinsey, and organizations with mature people analytics functions
**Impact:** Work Institute (2020) found 77% of employee turnover is preventable; organizations that act on exit interview data reduce voluntary attrition by 10–25%. HBR research shows most companies collect exit data but only 4% systematically use it.
**Why best:** Departing employees often share candid feedback they withheld while employed. Aggregated exit data identifies systemic issues (management quality, compensation gaps, career ceiling) that engagement surveys underreport due to social desirability bias.

Sources: Garvin "Making Exit Interviews Count" HBR (2008); Work Institute "Workforce Retention Report" (2020); SHRM Exit Interview Best Practices (2022)

## Steps

1. **Decide the interviewer** — never have the direct manager conduct the exit interview. Use HR, a skip-level, or an independent third party. Departing employees are less candid with their own manager.

2. **Schedule promptly** — conduct within the last week of employment. Earlier risks the employee not yet being candid; later risks memory degradation and declining willingness.

3. **Set the context** — open by explaining the purpose: the conversation is confidential, feedback improves the organization for current employees, and no response will affect references or final pay.

4. **Use a structured question set** — cover: reason for leaving, job satisfaction, manager relationship, team culture, compensation competitiveness, career development opportunities, and what would have caused them to stay.

5. **Ask the "stay question"** — "What could we have done differently to retain you?" This is the single highest-signal question. Probe the first answer: "What else?"

6. **Explore the new opportunity** — ask about the new role (function, company size, industry, compensation). This reveals where talent is going and what pulls employees away.

7. **Probe on management** — this is often the real reason, rarely volunteered first. Ask: "How would you describe your relationship with your manager?" and "What could your manager have done differently?"

8. **Document verbatim quotes** — write down key phrases exactly as stated, not paraphrased. Verbatim quotes are more persuasive to leadership than sanitized summaries.

9. **Aggregate and analyze quarterly** — categorize exit reasons by theme (compensation, career growth, management, culture, work-life balance, external pull). Track trends over time and by team.

10. **Report to leadership with recommendations** — present quarterly exit data with trend analysis and specific, actionable recommendations. Measure whether interventions change exit reasons over subsequent quarters.

## Rules

- Maintain strict confidentiality — never share individual exit feedback with the departing employee's manager without consent.
- Report trends, not individuals — aggregate data protects identities and increases candor in future exits.
- Act on the data — an exit interview program that informs no decisions destroys its own credibility over time.
- Conduct for all voluntary exits — sample bias undermines the data if only some departures are interviewed.
- Separate from offboarding logistics — don't embed exit interview questions in a benefits wrap-up meeting.

## Common Mistakes

- **Manager as interviewer** — employees will not be candid about the primary reason they're leaving (often the manager).
- **No follow-up probing** — accepting the first answer ("better opportunity") without probing misses the underlying cause.
- **Collecting but not analyzing** — individual exit forms sitting in a folder provide zero organizational value.
- **Reacting to individual exits** — one person's feedback is anecdote; patterns across 10+ exits are signal.

## When NOT to Use

- Involuntary terminations / layoffs (use a different feedback instrument)
- Employees terminated for cause (legal exposure; route through counsel)
- Organizations with fewer than 10 annual voluntary departures (sample size too small for trend analysis; still conduct, but temper conclusions)