BSCI 7100-002 Executive Issues in Construction Management
Professor Steve Williams
Table of Contents
Problem Statement 2
Introduction 2
Who Should Conduct
the Exit Interview
2
When Should the Exit Interview be Conducted 3
How Should the Exit
Interview be Conducted
3
Interview
Questionnaire
3-8
Data Analysis
9
Conclusion
9
Spreadsheet Tracking Example See Attachment
Problem Statement:
Prepare an exit interview
for employees leaving the company from the perspective of the employer. Identify
methods by which you will determine the employee’s interpretation of
experiences at your company, good and bad, as well as how to get a sense for
retention issues. Identify who will be responsible for administering the
interview and how they will provide feedback to your organization. Address
issues such as culture, performance, expectations, industry, or any other
potential areas of dissatisfaction.
Introduction:
The exit interview is of key importance in any business environment. Exit interviews, if done correctly will benefit the employer in many ways. For example, they provide an excellent opportunity to gain insight into employees’ views of the company, underlying workplace issues, and managers’ capabilities. Ultimately, the exit interview provides the employer with a valuable tool for reducing turnover, improving recruitment methods, identifying poor practices and correcting or eliminating them, and minimizing the risk of legal action. In order to assure that the exit interview is conduced most effectively, there are several steps that should be followed.
Who should conduct
the interview?
·
A neutral third party should conduct the interview. That would
mean someone who is not involved in the day-to-day supervision of the employee.
This includes a representative of the Human Resources Department for the company
or an uninvolved manager. If a manager conducts the interview, the duty should
be rotated as to provide a variety of interpretations.
·
The interviewer should have an open and honest attitude.
·
Under no circumstances should the employees’ former supervisor
conduct the interview. Nearly 95% of exit interview respondents say that their
primary reason for leaving is related to their direct manager.
·
Whoever conducts the interview should possess excellent listening
and interviewing skills.
When should the
interview be conduced?
·
The interview should usually be conducted about a week after the
employee has left the company.
·
The last day of the job is too hectic and emotional to effectively
conduct the interview.
·
Waiting more than 10 days will make the employee less willing to
talk.
·
Morning is usually the best time to conduct an exit interview.
·
For employees that have been terminated, wait about 60 days and
then mail a questionnaire to them along with a self addressed stamped envelope.
How should the interviews be conducted?
·
The oral interview is the most effective.
·
Stick to the script of questions
·
Save the hardest questions for the end of the interview.
·
Leave room at the end of the interview for general comments.
·
End on a positive note. Thank the employee for their valuable
input.
·
Immediately after the interview, decide if you would rehire the
employee.
Interview Questionnaire
The following
questionnaire is designed to provide the past employer with valuable information
about the past employee’s views of the company. The information collected in
this interview will be useful to the employer in many ways; for example, this
information could be used to help the next person in the job or could be given
to others in the organization with similar roles. Also, exit interviews with
departing employees will help the company to discover internal problems that it
may be experiencing and will ultimately help to reduce turnover and to keep its
good employees if the information is used correctly.
Exit Interview Questionnaire:
REASON
FOR LEAVING: (Mark as many as apply)
_____
1. Secured a different job
_____ 2. Dissatisfied with pay
_____ 3. Moving from area
_____ 4. Family circumstances
_____ 5. Health reasons
_____ 6. Dissatisfied with type of work
_____ 7. Dissatisfied with Management
_____ 8. Other
Please use the following
ratings for this section
Not
Satisfied
Acceptable
Satisfied
1 2 3 4
5
6
7 8
9 10
|
Training
received |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Company
benefits |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Career
opportunities |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Supervision
received |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Working
conditions |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Pay
for work required |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Type
of work performed |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Work
schedule |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
The
job met my expectations |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
The
company’s commitment to customer service |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
What factors led you to select a job with our company?
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How has your perception of those factors changed since the time that you have been here?
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How do you feel about the level of training that you have received while working for Holder Construction Company?
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What additional training should have been provided to you?
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How do you feel about the quality of supervision that you received?
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How is your new job different from the job you held with Holder Construction?
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What motivated you to begin looking for another job?
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How would you rate the moral in your previous department?
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What part did pay or benefits play in your decision to leave?
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How did you view your chances for advancement at Holder Construction?
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If
you did receive feedback from your manager, how helpful was it? Explain why it
was or was not helpful.
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What
did you like best about working for Holder Construction?
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What
did you like least about working for Holder Construction?
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Under
what condition would you have stayed with Holder Construction?
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In
terms of compensation and benefits, what would it have taken for you to stay
with us?
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Please
provide any additional information you feel will help Holder Construction exceed
customer’s expectations, attract and retain excellent employees.
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Please
tell us the type of work (job title) that you have now:
_________________________
Pay
for this job is: __________
In
order for the company to benefit from the exit interview, it must be organized
in a manner to effectively analyze the data that it has obtained. Most of the
information on the questionnaire is quantifiable and can be related to one of
the following categories: Training, Company Benefits, Career Opportunities,
Supervision, Working Conditions, Pay, Satisfaction with Type of Work, Work
Schedule, Worker Expectations, and Company Commitment to Customer Satisfaction.
The attached spreadsheet could be used in order to analyze the quantifiable data
received through the exit interview. The non-quantifiable information should be
included in a written report that will go into the ex-employees file along with
the other interview data. The written report will be produced by the interviewer
and should include aspects such as the interviewers overall impressions, a
summary of non-quantifiable data, and information on any comments made by the
ex-employee that might deemed to be useful to the company.
The successful recruitment and retention of employees remains a high priority for any thriving company in today’s highly competitive business environment. Because employees can mean the difference between a company’s success and ultimate failure in this business atmosphere, companies need to utilize any means necessary to give them an edge on other organizations when it comes to retaining valuable employees. Replacing trained and experienced employees is costly and time consuming. The impact of the loss of an important employee is even greater when that employee has been involved in working in a project team that is subsequently shorthanded. Through the use of a tool such as an exit interview, a company can effectively track the reasons that employees’ leave, and can take the necessary steps to correct the problem.