Exit interviews are invaluable

Exit interviews are proven tools for identifying organizational and cultural issues that impact turnover. If exit interviews are utilized consistently and the findings of these interviews incorporated into an organization’s self-evaluation process, problems that impact turnover, productivity, and morale can be identified and effectively resolved.

As you review your exit interview procedure, keep the following points in mind:

• The exit interview, regardless of the reason for separation, should be a positive engaging experience for the departing employee. If the employee leaves as a friend rather than an enemy, the likelihood is that even disgruntled employees will have better feelings toward the organization and will be less likely to engage in malicious behavior or litigation.
• Face-to-face interviews are preferable to printed questionnaires. This allows for some degree of flexibility so  the interviewer can explore issues the employee might raise during the interview that may not have otherwise been addressed.
• The exit interview should be standardized and conducted by someone not in the employee’s direct chain-of-command. The organization should utilize an exit interview form that is consistent across the organization. By having someone outside of the employee’s supervisory chain conduct the interview, the employee is more likely to feel unthreatened and to respond positively and candidly.
• Give the interviewee time and space to answer. Coax and reassure where appropriate. Seek to interpret, reflect and understand. Be a good listener.
• The interview should utilize open questions. Each question should begin with “what”, “when”, “where” or “how”. “Who” questions should be limited to avoid defamation. “Yes” or “no” questions should generally not be used.
• Information gained from exit interviews should be compiled and analyzed for issues as well as trends. While the interview may identify problems that can be immediately resolved, by compiling data over time, trends that imply more comprehensive issues can be observed.

This blog post is provided by Allen Miller and Business Advantage International. For assistance in dealing with human resources issues including organization effectiveness, training, compensation, and compliance, call Allen at 801.444.9919.

Electronic media policy is essential

According to a recent survey sponsored by the American Management Association and The ePolicy Institute, monitoring of employee use of electronic media in the workplace continues to rise. Some of the survey findings include:

• 65% of companies use software to block connections to inappropriate websites. 
• 96% block access to adult sites, 61% to game sites, 50% to social networking sites, 40% to entertainment sites, 27% to shopping and auction sites and 21% to sports sites. 
• 18% use URL blocks to stop employees from visiting external blogs. 
• 45% track content, keystrokes and time spent at the keyboard. 43% store and review computer files. 
• 12% monitor the blogosphere to learn what is being written about the company while 10% monitor social networking sites. 
• 43% monitor email; 73% use technology tools to automatically monitor email while 40 assign an individual to manually review email. 

Companies should have a technology use policy in place with signed acknowledgments from each employee. These policies should clearly state that all electronic communications are subject to monitoring, that employees should have no expectation of privacy with regard to those communications, and that employees consent to any monitoring conducted by the company.

This blog post is provided by Allen Miller and Business Advantage International. For assistance in dealing with human resources issues including organization effectiveness, training, compensation, and compliance, call Allen at 801.444.9919.