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Using attitude surveys and exit interviews

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Using attitude surveys and exit interviews

Tools such as exit interviews and employee attitude surveys not only offer a unique insight into the precise reasons why individuals are leaving, but also "can act as a catalyst for change and support changes to be made in organisations". That is the key conclusion to emerge from new research by Industrial Relations Services.

The 90-company survey suggests that the practice of conducting exit interviews is widespread: more than nine in then (92%) carry them out. Almost two in three respondents to the IRS survey (64%) conduct employee attitude surveys.

Key survey results

Exit interviews

  • When to conduct the interview: There are no hard and fast rules for the best time to carry out an exit interview. "It really depends on what the organisation wants from the process," says IRS.
  • Reasons for carrying out the interview: Among the 90 survey respondents, the most frequently cited reason is to "identify reasons for labour turnover". The second most frequently quoted reason is to "identify areas needing change within the organisation".
  • Using the information: As many as 90% of organisation conducting interview told IRS they have acted on the information they have received.
  • Separation questionnaires: According to IRS, separation questionnaire can encourage honesty and frankness on the part of the exiting employee with regard to their reasons for leaving the organisation. But "nuances and underlying issues" can be overlooked.

"When using exit interviews to gather data on retention issues, they must be conducted in a structured, consistent way, ensuring that the same information is collected from all leavers." - IRS Employment Review 757.

Employee attitude surveys

  • Timing of surveys: 41% of survey respondents conduct surveys every 12 months.
  • Use of consultants: 70% of organisations use consultants in some form to help conduct their employee attitude survey.
  • Use of the internet: Fewer than one in ten organisations conduct their surveys online, although a third plan to do so in the future.

"Attitude surveys are powerful tools, but can damage employee relations and morale if they are not conducted properly, from beginning to end. This involves constructive, interactive feedback acting on results and conducting follow-ups." - IRS Employment Review 757.

A final word

"There is often a marked difference between an organisation's assumptions about the state of employees' morale and the reasons why individuals resign, and reality. Using tools such employee attitude surveys and exit interviews allows organisations to 'take the temperature' of the organisation far more effectively than relying on feedback from line managers." - IRS Employment Review 757.

Want to know more?

Title: "Don't leave us this way" IRS Employment Review 757/Recruitment and retention, 5 August 2002.

Methodology: The seven-page study is based on information received from 90 organisations - all subscribers to IRS Employment Review. It also draws on feedback from HR consultancy Insight, which operates the HR function on an outsourcing basis for the Wales and West Housing Association.

Survey sample: The survey participants employ around 204,000 people in total. Seven in ten respondents are private companies.

Availability: Contact the subscriptions department at Industrial Relations Services in London, tel: 020 7354 6742.

For more details jump to . . .
www.irsemploymentreview.com

Posted 2 September 2002