Brief
Employees who don’t feel a sense of purpose, don’t feel heard and don’t see growth opportunities are more likely to leave, so better to regularly inquire about those areas now than at the exit interview, writes executive coach Susan Peppercorn.
Insight
Sara, a departing employee, sat across from her company’s HR leader for an exit interview. As a marketing executive for a financial services company, she was resigning after five years to take a CMO role at a fintech startup.
When the HR director asked Sara, “Is there anything else we could have done to keep you here?” Sara paused. “Yes. I wish there had been conversations about my career goals and opportunities for growth,” she said.This is just one of the discussions that often takes place too late, after top talent is already on the way out the door.
As the number of workers quitting their jobs continues to swell amid the Great Resignation, soon-to-be-former employees are finding themselves in exit interviews with HR representatives who hope to gain a clearer sense of what’s happening inside the company — and who often learn — after the fact — things that management was unaware of.
Exit interviews provide “a way to find out what is happening, or what has happened, that may be motivating this employee… to leave,” according to Yuletta Pringle, knowledge advisor at the Society for Human Resources Management.Yet as the above dialogue illustrates, these conversations may be too little too late.
In a recent Gallup study, more than half of employees surveyed said that no one — including their manager — had talked to them about how they were feeling in their role in their last three months before they quit. And 52% of exiting employees stressed that their manager or organization could have done something to prevent them from leaving their job.
READ MORE
Recent Comments