Week5 Assignment 1





Consistenthigh levels of employees’ turnover, over a period of time, raiseeyebrows in any organizations management. It is, therefore, necessaryfor the organization to put up mechanisms to have a glimpse, if notthe whole picture, of the root cause of the employees’ turnoverthat will help to gather vital information. Just like naturalsituations, the approaches taken have advantages and limitations.Ideally, the process employs the personal one-on-one interviews orcalling the individuals, who have departed from the company, toparticipate in various surveys. In my case, I would suggest that thecompany implements the use of exit surveys rather than completing theexit interviews to gather the needed information. The limitation thatcomes along with the implementation of exit interviews are many andhave always rendered it ineffective, even though it has some notableadvantages.

Thefirst limitation of the exit interviews is the cost incurred duringthe process. When related to the alternative approach, an exitinterview is quite expensive as far as administration is considered.The greatest expense will be on the salaries paid to the personnelemployed to carry out the interviews. The cost will have to cater forthe preparation, conducting the interview, and the final manipulationof the gathered information to provide a clear picture of what isgoing on and what needs to be done. The complexity of quantifyingthe collected data, objectively, is also another limitation of thisapproach. Since the interviews cannot be carried out by one person,the variation in interpretation from the different interviewers,misrepresentation, and forgetting of key ideas make the approach lesseffective. In addition, the departing employees may have very littletrust in any of the employees associated with the company. In such acase they may be reluctant to give their feedback and dissatisfactionof what made them leave the entity. Despite the assurance ofconfidentiality and maintaining the feedback on anonymity status,most employees prefer to keep passive demeanor rather thanverbalizing the experiences.

Ourcompany, being a large firm with numerous branches, also facesanother challenge towards the exit interview approach. For instance,a departing worker will not be able to believe that the interviewcarried out by a person from the same office will be free from biasand neutral. This will call for someone from our headquarters toconduct the interview which is costly.


Ifit is necessary for the exit interview to be carried out, then thefirst thing is seeking the consent of the departed employee. This canbest be done by the human relations manager of the company. Themanager should fill and complete the interview form during theinterview. Privacy and confidentiality should be highly maintained.This can be done by carrying it out in the private area or anyappropriate location chosen by the manager. For effectiveness, theinterviews should be conducted at least one week to the last day ofthe work. In addition, it is also necessary for the interview to beplanned as close as possible to the last day of the employee. Thiswill make the employee have a feeling of less vulnerability and lessreluctant to provide the needed information. The employee can also begiven a time span of up to 30 days fill the exit interview form andreturn the duly filled form the human resource manager.