Introduction

The purpose of conducting exit interviews is to gather feedback from departing employees to gain insights into their experiences and identify areas for improvement. FSIS also gains input from exit surveys. The link to the exit survey is on the FSIS Form 2410-9, Clearance of Employee for Separation or Transfer.  It's important to note that the exit interview and survey are voluntary and may occur on government time. The exit survey helps FSIS gain insight into employee experiences on a macro level. In contrast, the exit interview gathers more detailed information about an employee's experience on a micro level, such as within a specific team or office.

Exit surveys aim to identify areas for improvement and make necessary changes to enhance the organization's overall performance. Exit interviews enable supervisors to make targeted changes based on feedback unique to their team or office.

Exit interviews are voluntary and should be conducted by a neutral third party, such as a senior manager, resource analyst, or other designee, to put the employee at ease and to encourage honest responses. If a departing employee's immediate supervisor conducts an exit interview, that employee may be unwilling to be candid. If the departing employee agrees to participate, the supervisor should identify a neutral and trustworthy interviewer who can create a safe and comfortable environment for them. This will help ensure the departing employee feels comfortable sharing their thoughts.

Exit Interview Preparations

The neutral third party should coordinate with the departing employee to schedule the exit interview. Ensure that it is conducted shortly before their last day of duty to capture their most recent experiences and feelings. To create a comfortable environment for an exit interview, it is important to set up a private and confidential space for the interview. If possible, an in-person interview is recommended as it helps create rapport and allows for nonverbal communication. However, if an in-person interview is not possible, a virtual interview through video chat or phone can be conducted. It is also recommended to send the questions in advance to the departing employee to give them time to think about their overall experience. During the interview, it is important to assure the employee that their feedback will be used constructively and emphasize that it will not affect any reference they may seek in the future. By following these steps, an effective exit interview can be conducted to gather honest feedback and improve the program in the future.

Ask open-ended questions to encourage departing employees to share their honest thoughts, experiences, and suggestions. This allows for more detailed responses and provides valuable insights. It is generally recommended to ask 5– 10 questions.  At the conclusion of the interview, provide the employee’s feedback to the supervisor.  

Examples of Exit Interview Questions:

1. What were the primary reasons for your decision to leave the organization?
2. How would you describe your overall experience working here?
3. Did you feel that your skills and abilities were fully utilized in your role? Please explain.
4. What aspects of your job did you enjoy the most?
5. What aspects of your job did you find most challenging?
6. How would you describe the work environment and organizational culture?
7. Did you receive sufficient support and guidance from your supervisor or manager?
8. Were there any specific issues or concerns that led to your decision to leave? Please provide details.
9. Did you have opportunities for professional development and growth during your tenure here?
10. How would you rate the effectiveness of communication within the organization?
11. Did you feel valued and recognized for your contributions? Why or why not?
12. What changes or improvements would you suggest to enhance the overall employee experience?

Best Practices for Exit Interviews

Do let the employee know why you're doing an exit interview and that their participation is voluntary. An employee should know why you're conducting the exit interview so they can answer appropriately and know that their answers can make a difference.

Do ask the same questions of each employee. One reason to ask employees the same questions is to identify patterns. For example, if there are multiple employees who work in a program area who leave over the course of a year, you may be able to see if there is a trend that the program area or office needs to address.

Do let the employee know they don't have to answer everything. The exit interview is the chance for employees to share details about the experience of their employment. Employees should know that they are at liberty to decline to answer if they wish.

Do listen attentively to the departing employee's responses and take detailed notes. Paraphrase their comments occasionally to ensure understanding and show that you value their input.

Do express gratitude to the employee for their time and honesty. Reiterate that their feedback is essential for organizational growth and improvement.

Do follow protocol for any allegations of harassment or discrimination. Even though an employee is leaving, it's important that you investigate any complaints as you would if the staff member were to remain employed at the organization.

Don't ask about specific individuals. You don't want to give the impression that you're asking about someone for a particular reason. Specifically, asking about someone could give the employee the incorrect impression that you're attempting to build a termination case against an individual.

Don't address office gossip. If an employee chooses to discuss office slander or gossip, do not engage. You may want to consider letting the employee know that they can share their feelings, but that you cannot and do not have an opinion on the matter.

Don't give your opinions. This is the employee's chance to speak, and it's important that you listen, ask questions to make sure you understand what they're saying, encourage them throughout the process, and provide a safe space for them to feel comfortable being open with you.

Don't ask an employee to reconsider. A manager may want to ask an employee to reconsider once they receive the employee's notice but refrain from asking during the exit interview. The purpose of the interview is to learn more about an employee's experience.

Process Employee Feedback

The neutral party should communicate the employee’s feedback to the employee’s supervisor, who can use the information to analyze and correct any problems.

Supervisors or appropriate personnel are to analyze the feedback gathered from departing employees. Look for common themes, issues, or suggestions. Here are some ways you can make changes or improvements based on those comments:

• Identify key areas for improvement by grouping the feedback into relevant categories such as those that affect the day-to-day work or work environment, communication, management, or other metrics for identifying critical areas that require attention.
• Present the findings to the management team, highlighting the key concerns and suggestions provided by departing employees. Seek their support, recommendations, and buy-in for implementing changes.
• Based on the feedback, develop actionable plans to address the identified areas for improvement. Assign responsible individuals or teams to lead and monitor these initiatives.
• Once the changes or improvements are implemented, communicate them to the current employees. Explain how the feedback of departing employees has influenced these positive changes and emphasize the organization's commitment to their well-being.
• Monitor the effectiveness of the implemented changes. Seek feedback from current employees to gauge their experiences and assess the impact of the improvements. Make further adjustments as needed.

Remember, exit interviews are valuable tools for organizations to understand and address employee concerns. By listening, acting upon feedback, and making positive changes, you can contribute to fostering a better work environment and higher employee satisfaction.