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Ask employees for at least one idea for improvement even if they only have good things to say about the company.<\/p>\n<\/li>\n
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When an employee is overly negative, acknowledge their feelings without agreeing or disagreeing with them.<\/p>\n<\/li>\n
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Bring in a third person if you’re afraid the employee will misrepresent your conversation.<\/p>\n<\/li>\n<\/ul>\n
![\"How](\"https:\/\/www.zippia.com\/employer\/wp-content\/uploads\/2013\/12\/how-to-respond-to-employees-in-exit-interviews-the-good-the-bad-and-the-ugly.png\")
<\/p>\nThe (Maybe Too) Good<\/h2>\n
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The Employee Talks Too Much<\/b><\/p>\n
There are some things you just really don\u2019t need to know. Like the long “he said\/she said” backstory of why the employee doesn\u2019t get along with the person who sits opposite them. If you\u2019re going to get any useful information, you need to help this employee sift through the details and get to the point.<\/p>\n
For the first few minutes, allow them to get it out. Sometimes they just need to vent. When they take a breath, talk about how much time is left. Say, \u201cI\u2019m aware we only have 20 minutes left and I want to make sure I have time to talk with you about everything.\u201d This will prompt them to get to the point.<\/p>\n
If you\u2019re getting desperate, summarize the outcome of their issue in a closed ended question and quickly move on. \u00a0<\/p>\n
For example, \u201cSo, just to make sure I\u2019ve got this right, you felt your time would have been more productive if your manager had given you clear outlines?\u201d \u201cYes.\u201d \u201cOkay I have written that down. We can get back to it later if we have more time. I want to also ask you about\u2026\u201d\n<\/li>\n
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The Employee Who Only Has Good Things to Say<\/b><\/p>\n
This employee has read all the blogs advising that saying bad things about the company and talking truthfully about their experiences will only burn bridges. No workplace is perfect, but to listen to them you\u2019d think you\u2019d somehow stumbled on Employee Heaven (nevermind that they\u2019re leaving!).<\/p>\n
Don\u2019t ask them to say bad things. It just won\u2019t happen. Instead, acknowledge that every workplace has room for improvement somewhere and ask them to speak in general terms about ideas for improvement. <\/p>\n
If they still avoid the question, use your structure to try to break through: \u201cWell, I need to put something down here for areas we can improve in. Shall I just leave it blank?\u201d Focus on getting one or two things that the workplace in general can improve on.\n<\/li>\n<\/ol>\n
\n\n\nGet Started Hiring Now<\/div>\n<\/div>\n\nPost A Job<\/a>\n<\/div>\n<\/div>\n<\/div>\nThe Bad<\/h2>\n
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The Employee Who Doesn\u2019t Want to Talk<\/b><\/p>\n
On the other end of the self-protection spectrum are those employees who clam up. Some advice columns online go so far as to assure the employee they are perfectly within their rights to say \u201cNo comment.” How awkward.<\/p>\n
To get around their surliness, ask open and personally focused questions. \u201cHow are you feeling about leaving at the end of the week?\u201d or \u201cWhat would you like to talk about?\u201d <\/p>\n
Avoid black-and-white questions like \u201cDid you enjoy your time with us?\u201d or \u201cWere there things we could improve on?\u201d These will put the person on the defensive.<\/p>\n
If the employee really won\u2019t open up about their time with the organization, the best you can do is try to leave them with a good feeling. <\/p>\n
Get friendly and talk to them about the job they\u2019re going to and their plans for the future. Wish them all the best. Leave the door open for future feedback by letting them know that if they\u2019d ever like to talk about their time with the organization, you are just an email or phone call away.\n<\/li>\n
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The Employee Who Only Has Bad Things to Say<\/b><\/p>\n
This employee may have read the advice, but he\u2019s mad and he just doesn\u2019t care. He\u2019s had bad things happen and frustrations galore and, by George, you\u2019re gonna hear all about them.<\/p>\n
Two key words here: acceptance and action. Don\u2019t agree or disagree with anything this employee says, especially if it is about you. <\/p>\n
Simply note it, acknowledge their feelings by saying, \u201cSounds like that made you feel demotivated,\u201d and ask them for specific things that could make things better in the future. <\/p>\n
Write it down, then let them know you\u2019ll be following each thing up.<\/p>\n
Don\u2019t defend; it\u2019s just not worth it. Finish by thanking them for being so honest and discussing their future job.\n<\/li>\n
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The Employee Who Doesn\u2019t Show<\/b><\/p>\n
Call. Send an email. Wander over if you can. If they\u2019re not around, send a message, cc\u2019ing their manager (if that\u2019s not you) and offer them another opportunity for the interview.<\/p>\n
Then go get a cup of (good) coffee and get on with your day. Not showing up is their decision, and sometimes you just have to live with it.\n<\/li>\n<\/ol>\n
The Ugly<\/h2>\n
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The Employee Who Cries<\/b><\/p>\n
This one can be painful since most of us aren\u2019t accustomed to tears in the workplace. The best thing to do is to recognize that this situation is awkward for both you and them. <\/p>\n
Then assure them that they are welcome to cry as long as they need to, give them a box of tissues, and let them know you are going to go and get a glass of water. <\/p>\n
The glass of water does two things: One it gets you out of the office, giving them some time to compose themselves; and two, drinking curbs the crying urge. Now they have an additional tool to help them say what they need to say without breaking down.\n<\/li>\n
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The Employee Who Will Blog About It<\/b><\/p>\n
It\u2019s hard enough to say the right thing when the discussion is just between you and the employee. The pressure is enormous when you\u2019re aware that every word you say can and will be distributed out in public, causing either good or bad PR for your company.<\/p>\n
This situation requires some backup. Having a third person in the room provides validation for everything that was said and the manner in which it was said. The second person is also available to watch your back and jump in to clarify or take over if the discussion is getting heated. <\/p>\n
Ensure that you clarify up front that the discussion is confidential and that any paperwork surrounding it is company intelligence and not for public consumption.\n<\/li>\n<\/ol>\n
Thankfully, not every exit interview will have these problems – many of them will run smoothly, and you won\u2019t have to handle tears or a PR nightmare. Methodically preparing for every exit interview and following a consistent template<\/a> will help you handle these and any other good, bad, or ugly situations that arise.<\/p>\n
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