When someone decides to leave your organization, it can feel like a loss. Maybe that person was an imporant player on the team; maybe he or she quietly got the work done without much fuss. But every departure has a story behind it. The good news? If handled correctly, that story can help you build a stronger, more resilient workplace.
That’s where exit interviews come in.
Too often, companies treat these interviews as a formality—a survey sent by email, or a checklist completed on the last day. But when you slow down, sit across from the employee (or at least hear their voice on the phone), and really listen, you’ll uncover insights that can transform your workplace for the better.
Why exit interviews matter
Here’s the truth: People usually do not leave an organization for one reason only. Sure, sometimes it’s about money or a life change. More often, however, it’s about recurring frustrations, cultural mismatches, or growth opportunities that weren’t there. Exit interviews give you a front-row seat to those stories.
If you thank the person before you even begin (“I appreciate you taking the time to share your perspective with me today”) you’re far more likely to get honesty. People want to be heard, especially on their way out the door. That small gesture of gratitude sets the tone for an open and constructive conversation.
Spotting the trends behind departures
Think of each exit interview as a piece of a puzzle. One piece on its own doesn’t tell you much, but over time, patterns emerge. For example, if several employees say they felt their growth had plateaued, that’s a signal to revisit career development programs. If you hear consistent concerns about a lack of recognition, maybe it’s time to rethink how you celebrate achievements.
The trick is consistency. Ask the same set of core questions in every exit interview. This not only makes the process fair, but it also makes it easier to compare answers. Then take the extra step: when an employee shares something vague, like “communication wasn’t great,” ask for examples. What did “communication” mean to them? Was it feedback from their manager, updates from leadership, or clarity on expectations? Drill down gently, and you’ll walk away with something actionable instead of something abstract.
Why surveys alone don’t cut it
In my experience, the least effective exit interviews are those that are conducted using a simple survey tool. Don’t get me wrong. Surveys have their place. But when it comes to uncovering the why behind someone’s decision to leave, you need a conversation.
A one-on-one, whether in person or by phone, allows you to follow the natural flow of dialogue. You can ask follow-up questions, clarify points, and even sense tone and hesitation. It’s in those moments of pause, when someone says “well… I guess I just felt…,” that you strike gold. That’s when you hear the unfiltered truth—and that truth is what helps you improve.
From exit to onboarding: closing the loop
Here’s where many organizations drop the ball: they gather exit interview data but never do anything with it. That’s like collecting customer feedback and tossing it in a drawer.
Instead, use what you learn to strengthen how you bring new employees into the company. If you discover that people left because they never fully understood expectations, that’s an onboarding issue. If they left because they didn’t feel supported in their first 90 days, that’s a training issue. Exit interviews, when taken seriously, can directly shape a smoother, more engaging experience for the next hire who walks through your door.
It all boils down to culture
If you look closely, many exit interviews boil down to one word: culture. “Culture” can sound like a vague, fluffy concept, but I like to define it as what employees perceive the rules and policies to be. Notice the word “perceive.” Your employee handbook might say one thing, but if employees experience something different each day, what they are experiencing is your true culture.
Changing that perception starts with leadership. Executives and managers need to be on the same page about the kind of environment they want to create. That might mean rewriting policies, but more importantly, it means living them consistently and fairly. When leaders model the culture they want, employees start to believe in it.
Retention starts with respect
Here’s something I never want overlooked: always thank the departing employee for both their service and their honesty.
No matter the circumstances, this person contributed to your company. They gave their time, skills, and effort. By expressing gratitude, you leave the door open for future goodwill, whether that means a potential boomerang employee down the road or simply someone who speaks positively about your organization after leaving.
That final impression matters. Ending on a respectful, appreciative note ensures the exit process is just as professional as the hiring process.
Building a simple framework for exit interviews
If you’re wondering how to put all this into practice, here’s a straightforward approach:
- Start with gratitude. Thank the employee for meeting with you and for their contributions.
- Keep questions consistent. Use a core set of questions in every exit interview so you can identify trends.
- Encourage honesty. Remind the employee that their feedback will help improve the workplace.
- Ask for examples. Don’t settle for general statements—dig deeper to understand specifics.
- Request recommendations. Ask, “If you could change one thing, what would it be?” You’d be surprised how thoughtful the answers can be.
- Close with appreciation. Thank them again and wish them success in their next chapter.
Turning insights into action
Exit interviews aren’t just about listening; they’re about acting. Once you start noticing patterns, share those insights with leadership. Develop action plans, whether it’s adjusting policies, improving manager training, or refining your onboarding process.
The real measure of success is when employees see those changes in action. That’s when you shift from being a company that “asks for feedback” to a company that actually listens and improves.
Final thoughts
At the end of the day, exit interviews aren’t about looking back, they’re about looking forward. Every departing employee is handing you a roadmap. It’s up to you whether you file it away or use it to build a workplace where people want to stay, grow, and thrive. So, the next time someone gives their notice, don’t just think of it as goodbye. Think of it as a chance to learn, adapt, and strengthen your organization for the long run.
Jim Cichanski is the founder, president and CEO of Flex HR, a company offering customized HR outsourcing and consulting solutions to businesses nationwide, and its chief human resources officer.
