UW–Madison doesn’t have a centralized process for exit interviews, which is not surprising: our campus is large, and many HR functions are decentralized. The lack of a consistent process, however, hampers the ability for HR professionals across the institution to gather and analyze data—particularly as we examine retention through the lens of equity, inclusion, and diversity.
This month, we invited divisional HR leads to share what they’re doing for exit interviews, and subsequently talked with four divisional reps who were willing to share information about the mode of their exit interviews, success rate, options for when departing employees don’t respond, and questions used. A fifth rep shared how they’re going about planning for future implementation of exit interviews.
It became clear in these interviews that there are challenges inherent in striking a balance between maintaining a conversational tone (in the spirit of consultative partnership versus being robotic/transactional) and generating accurately captured data in order to examine and resolve trends, especially where equity and inclusion issues may exist.
Administrative Services Unit (ASU)
ASU provides HR services for approximately 2,200 employees across ten units on campus and is looking forward to providing services to an additional 165 employees when Nelson Institute for Environmental Studies transitions to ASU in the upcoming months.
Mode: Prior to late 2020, ASU’s process involved inviting departing employees to complete questions in a Word document, with an option to have an in-person conversation afterward. Typically, employees didn’t respond to this.
Since then, ASU shifted to a Qualtrics survey. Now, when an employee departs, ASU sends the survey link in an email that clarifies the goal for collecting exit interview feedback: to understand why employees leave ASU; increase the likelihood of retaining employees; and make ASU an employer of choice. ASU explicitly states its commitment to continuous improvement and to the development and growth of its people.
Employees have the option to complete the survey anonymously but are invited to share their name if they are comfortable. If an employee provides their name, ASU redacts it before sending the feedback to the Division Director, which is delayed until after the employee departs to avoid retaliation in cases in which the employee has communicated critical feedback.
When equity issues become apparent through trends in exit interview feedback, ASU sends the feedback to the division’s Dean/Director instead of the supervisor(s) and asks that leadership explore the causes of the trends and take action as warranted. At times, ASU has sought the involvement of Workforce Relations when exit interviews have revealed bias, such as racism. In these cases, ASU also explicitly invites the departing employee to meet with ASU to hear the employee’s recommendations, and to offer the employee resources.
Success: When ASU solicited exit interview feedback using a Word document, the response rate was 18.75%. The response rate is vastly improved—63.63%—with the Qualtrics survey.
| Paper Process January 2013–June 2019 |
Qualtrics Survey Process October 2020–Present |
|
|---|---|---|
| Total Invited | 88 | 33 |
| Total Responses | 15 | 21 |
| Percent Response Rate | 18.75% | 63.63% |
Option when people don’t respond: When employees didn’t respond using the prior (Word document) process, ASU didn’t follow up. Since the Qualtrics survey was implemented, ASU has included the options for anonymity, and to meet additionally in person. ASU follows up with departing employees in situations in which ASU is aware of work climate concerns and emphasizes with employees that the process is confidential.
Questions:
- What originally attracted you to your position? (Select up to 3 from the following: previous position ended, advancement opportunity, better management, better workplace culture, better work/life balance, better pay, better benefits).
- Why are you leaving your position? (Select up to 3 from the following: position has ended, seeking advancement opportunity, seeking better management, seeking better workplace culture, seeking greater job satisfaction, seeking better work/life balance, seeking recognition for my work, seeking better pay, seeking better benefits, personal and/or changing family situation (retirement, relocating, etc.), or other (describe in text field).)
- Were your job responsibilities characterized correctly during the interview? (Yes, no, other (describe in text field))
- Were your job responsibilities characterized correctly during orientation? (Yes, no, other (describe in text field))
- How do you feel about the work relationship you had with your manager/supervisor? (Very satisfied, somewhat satisfied, very dissatisfied)
- How do you feel about the supervision you received? (Very satisfied, somewhat satisfied, very dissatisfied)
- How do you feel about the feedback you received from your manager? (Very satisfied, somewhat satisfied, very dissatisfied)
- What was the least satisfying about the job? (Open text)
- What challenges did you experience? (Open text)
- Did your supervisor give you opportunities to develop your skills? (Yes, no, other (describe in text field))
- Did you feel your workload was balanced equally with others in similar roles? (Yes, no, other (describe in text field))
- Do you feel you had the resources and support necessary to accomplish your job? (Yes, no, other (describe in text field))
- How would you describe your satisfaction with your unit’s working climate? (Very satisfied, somewhat satisfied, very dissatisfied)
- What would you like our division to know as you leave your position? (Open text)
- Would you recommend to friends/family your division/unit as a good place to work? (Yes, no, other (describe in text field))
- Name (optional)
- Employing Unit
International Division (92-120 employees)
The International Division has 92 employees currently and will have 120 employees when International Faculty and Staff Services (IFSS) and International Student Services (ISS) transition to the division later this year.
Mode: The divisional HR lead invites people to engage in conversation—not in her office but a neutral space (when in person). This protects the departing employee who may not want to be seen in the HR area. Conversation questions are a guide—some interviewees “run with them,” and others are reticent. The lead’s goal is to set a tone of a 1:1.
Success: Fortunately, there’s not great need to do a lot of exit interviews—people tend to stay in the division once hired. There’s generally been only one exit interview per year. Since COVID hit, there have been slightly more departures than usual, and yet only one person in ten years has declined HR’s offer for an interview, a success rate of 90%. The HR lead attributes employees’ willingness to participate in the interview to her efforts (while they’re there) to get to know them.
Option when people don’t respond: Some supervisors reach out to the divisional HR lead to say they’ve done an exit interview with their employee, and this tends to happen organically. The supervisor mentions it as a courtesy. HR offered one departing employee the option to respond in writing when the employee asked if this were possible. Overall, however, there hasn’t been a need for a written tool. The one person who declined the conversation simply didn’t want to talk with anyone.
Questions:
- What led you to accept your current position with our division?
- Were your expectations of the job and the division met? If not, why?
- What, if anything, do you wish you had known before you took the job?
- How well were your talents and skills used in the completion of projects?
- Was your career path and future within our division made clear to you?
- What were the positive aspects about your job, manager, and/or the division that caused you to stay as long as you did?
- What do you consider to be the biggest challenge the division now faces and needs to overcome?
- In your opinion, what were the top three barriers to productivity in your job or work unit?
- What would you suggest to management to make our division a better place to work?
- What advice would you give your replacement?
- Would you recommend our division to others as a place to work? Why or why not?
- Would you consider re-employment?
- What, if anything, could have been done to prevent you from leaving?
- Do you have any other comments or suggestions?
The School of Nursing (SoN)
The School of Nursing (SoN) has approximately 155 employees.
When the Administrative Affairs executive assistant (who works closely with HR) joined the School of Nursing, one of her first tasks was to draft an exit interview survey for use with all departing employees. She looked to other universities and to UW Health for sample questions and aggregated a list that she felt would work well for the school. This was the first instance that a formal exit interview process was employed in the school.
Mode: The Administrative Affairs executive assistant (not HR) sends an email to the departing employee with a link to the survey. Because she onboards everyone, most staff have a relationship with her. She cultivates relationships with longer-tenured staff by virtue of her work on various committees and activities related to onboarding (e.g., if they’re a peer resource or supervisor of a new employee).
The email: First and foremost, thank you for the service and dedication you have provided to the School of Nursing. We are sad you are leaving us, but we wish you the best in your future endeavors.
As a part of your offboarding process, we would like to request that you complete the SoN Exit Interview Survey, and strongly encourage you to participate in an Exit Interview with a HR Representative. The link to the online survey is below.
Your experiences and opinions matter! Exit interviews are a crucial tool for an organization to gather and analyze data surrounding all aspects of your working experience. All feedback – positive, negative, or neutral – is extremely important and greatly appreciated.
If you have any questions about the process, please feel free to reach out to any representative in your HR department. If you are interested in scheduling an in person exit interview, please reach out to [the HR Manager] at [email address].
The survey is sent to all departing employees (including any whose jobs end due to lack of funding). The survey is not sent to student hourlies, graduate students, and employees who are otherwise terminated. Sometimes people request to meet with HR, and some go directly to HR.
Success: Since August 2018, 26 of the 49 people who have received the exit survey have responded, a success rate of 53%. Success has varied by academic year. An 83% response rate in 2018-19 substantiated the value of sending email reminders.
Some employees have asked who sees the responses, and this factors into how they phrase things. People who asked this question typically responded more frequently.
There is an option for departing employees to talk with HR in person if they don’t want to answer the survey. Some speak up with supervisors or even the Dean of the school as they’re inclined. “Most people express themselves freely, some bluntly, both in the survey and in person,” the executive assistant said.
Option when people don’t respond: There isn’t really a process if someone declines the exit interview process. We do emphasize that the survey can be completed anonymously—but SoN is a small enough school that the executive assistant can usually figure out who the respondent is—and employees know that.
Questions:
Position Title:
- Tenure-Track Faculty
- Clinical Faculty
- Non-Instructional Academic Staff
- TA/RA/PA
- University Staff
- Temporary University Staff/LTE
What are some aspects of your time at the School of Nursing that you liked most? (check all that apply)
- Benefits
- Challenging opportunities
- Co-workers
- Employees I supervised
- Independence
- Interdepartmental communication
- Interdepartmental collaboration & communication
- Job responsibilities
- Meaningful work
- On-the-job training
- Opportunities for education/professional development
- Opportunities for advancement
- Pay
- Physical working environment
- Supervisor I worked for
- Wellness initiatives
- Work environment/culture
- Work life balance
- Workload
- Work location
- Work schedule
- Other (open text)
What are some aspects of your time at the School of Nursing that you would change? (check all that apply?)
- Benefits
- Challenging opportunities
- Co-workers
- Employees I supervised
- Independence
- Interdepartmental communication
- Interdepartmental collaboration & communication
- Job responsibilities
- Meaningful work
- On-the-job training
- Opportunities for education/professional development
- Opportunities for advancement
- Pay
- Physical working environment
- Supervisor I worked for
- Wellness initiatives
- Work environment/culture
- Work life balance
- Workload
- Work location
- Work schedule
- Other (open text)
Would you recommend the School of Nursing to a friend or family member as a place to work? (Yes, No)
Open text questions:
- Please explain why you would or wouldn’t recommend the School of Nursing to a friend or family member?
- Please explain why you have decided to leave the School of Nursing.
- Have you accepted another position? What about that position appeals to you?
- Was the workload and number of assignments given to you reasonable? How did they compare to that of your colleagues?
- Was the level of support and opportunities given to you sufficient? How did they compare to that of your colleagues?
Please rate the following factors (Strongly disagree – Disagree – Neutral – Agree – Strongly Agree) in current work environment:
- I found my work challenging
- I made a difference
- I had a fair workload
- I had the tools needed to do good work
- Different opinions were valued
Please rate (Strongly disagree – Disagree – Neutral – Agree – Strongly Agree) opportunities for learning and development:
- Within my department were adequate
- Provided me with the potential for career growth
- Contributed to opportunities for advancement
Please rate (Strongly disagree – Disagree – Neutral – Agree – Strongly Agree) whether my supervisor consistently:
- Followed policies and procedures
- Treated me fairly and consistently
- Provided me with recognition and praise
- Developed cooperation among staff
- Facilitated my career development
- Encouraged my suggestions
- Resolved my complaints and issues
Open text questions:
- Comments you wish to share regarding learning and development.
- Comments you wish to share regarding your supervisor.
- Is there anything the School of Nursing could have done that would have kept you from seeking other employment or that would have persuaded you to stay?
- In your experience, is the School of Nursing community inclusive and welcoming? Why or why not?
- What advice do you have that may enable the School of Nursing to attract and retain high quality faculty and staff?
- What advice do you have that may enable the School of Nursing to be a better institution?
- Is there anything else that you would like to share about your time at the School of Nursing?
- Would you consider re-employment at the School of Nursing?
- Would you like to meet with someone from HR to further discuss anything? (Yes, No)
Wisconsin School of Business
The Wisconsin School of Business (WSB) has approximately 730 employees.
Mode: Since COVID hit, WSB has offered optional, virtual, exit interview meetings with departing employees. There is no set script, so the meetings are conversational in nature with the purpose of helping to identify trends within units, departments, and the school at large.
WSB covers the following topics: culture (unit, dept, and school-wide), compensation (starting salary as well as opportunities for increases during their time with us); what attracted them to WSB when they were seeking employment; and reasons why they are leaving.
Success: The majority of departing employees (~90%) agree to meet. WSB is thinking that an online survey would be more effective in being able to present aggregate data to leadership, however, and is exploring adding a survey tool to supplement—or substitute for—the conversation, at the departing employee’s discretion.
Option when people don’t respond: WSB maintains that the process is voluntary so there is no further action if departing employees do not wish to participate. Most do, however.
Questions: To reiterate from above: there is no set script, so the meetings are conversational in nature with the purpose of helping to identify trends within units, departments, and the school at large.
Other Divisions
Other divisions, such as the School of Veterinary Medicine (SVM), don’t currently have a formal process, but are in the process of creating one. SVM HR intends to start with an electronic survey and offer an option for follow-up conversation if the employee chooses. HR is grappling with how and when to share the information gleaned from the interviews—and what should be done with the information. To avoid being HR-centric, they’re partnering with a school-wide Offboarding Taskforce on these initiatives.
Resources
If you are considering developing or refining your unit’s exit interview process, consider these resources:
- CUPA-HR: Exit Interviews – includes policy and template examples from higher education institutions; note: you must be signed into your CUPA account (sign up for your free UW–Madison CUPA account here)
- SHRM: Making Exit Interviews Work – includes what should be in place, when to conduct exit interviews, and who should interview; and how to share findings
- Harvard Business Review: Making Exit Interviews Count – includes how to uncover issues relating to HR; who should interview; and suggestions for timing, manner, etc.
- Jeff Russell Consulting: Techniques for Leveraging the Value from an Employee’s Parting Thoughts
- Consultations with the OHR Employee Equity, Inclusion, Diversity and Well-Being Office: Email eid@ohr.wisc.edu