Model of Disengagement to Exit

This model is based on information from  Leigh Branham’s book The 7 Hidden Reasons Employees Leave (AMACOM Books, 2004) . In his research with the Saratoga Institute’s database of 20000 post exit surveys, he uncovered that voluntary employee turnover is almost always preceded by a period of disengagement from the organisation, after some turning point event. He adds weight to this by referring  to Dr Thomas Lee’s research (Lee is a Professor at the University of Washington) where there is strong evidence that most employee initiated turnover starts when the employee experiences some shocking or jarring event. Dr Lee emphasis that exit interviews that do not uncover the turning point events and get the employee to discuss the deliberation process will not reveal the root case.
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Phone Exit Interviews

Workforce Retention's Exit Interview Program has specialised staff sensitively collect information from exiting employees via a phone exit interview. Participating organisations can view automated exit reports through a web-hosted database at any stage in the program. At the culimiation of the program cycle (three months) a comprehsive exit report is accessed by managment providing them with insightful information about the root causes of employee turnover, where employee turnover is manifesting and why.

Cost of Employee Turnover

  • Well-documented costs associated with losing good employees range from 1–2.5 times their salary. (Australian Institute of Management, Saratoga Institute)
  • A reduction of 5%, for a medium-sized company experiencing unhealthy turnover, could save approximately $5,000,000 p.a.  (based on: company size: 2000 employees; turnover rate of 22%; costing 1xaverage salary $50,000)
  • Hidden consequences include losses in productivity, intellectual capital, training dollars, lost business and reduced morale.

How Is It Done

  • We review the interview structure with you and agree on any necessary adjustments so that the data captured will be relevant to your organisation.
  • We work with your HR staff to obtain names and contact information on your exiting or former employees.
  • We conduct an comprehensive probing interview with each former employee, maintain quantitative data and qualitative information in our web-hosted database.
  • Management can logon to their website client account at any stage in the program and view reported results from the quantitative interview responses.
  • The data is compiled and comprehensively analysed to uncover specific patterns and trends. A drill-down analysis is also provided for deeper insight into where turnover is manifesting and why.
  • A quarterly exit report is posted to the web-site and accessed via a secure logon and presented to the HR/ Management team.

Limitations with Internal Exit Interview Programs:

HR are often more focused on other initiatives and running exit interviews is not seen as a core part of their role. Internal exit interview programs are notoriously unreliable, particularly when conducted by someone who may later be asked to provide a reference. When the internal exit interview programs develop a reputation for not creating positive change the departing employee does not engage in the process, believing  their information will be filed and forgotten. These factors translate to wasted time, energy and money. They do actual damage to the employer brand.

Why Outsource?

Advantages of outsourcing your exit interview program include:

  • A third party provides an impartial process so that exiting staff are more willing to divulge relevant information.
  • No fear of retribution
  • The environment is non-threatening
  • A dedicated resource manages the entire process. Information is collected centrally and analysed objectively so the organisation can make meaningful impact.
  • The participant is assured of complete anonymity as their information will contribute towards an overall assessment for the organisation. This encourages even greater candour.
  • The psychology in leaving the participant with a sense of having contributed to something worthwhile adds to a continued rapport and positive image of the company.