Exit Interviews and Analyses

Exit interviews can clearly mark a company's competitive strengths or weaknesses.

Does your company ever face these questions?

• Why have some of our best employees left our company? What could we have done to prevent the departure?
• What important issues are unseen and unresolved, and what do our employees really think about our management's effectiveness?
• The training we're giving our salespeople hasn't had a significant impact on bottom-line results -- what are we doing wrong?

Quantitatively documented exit interview research produces very specific insights into the state of an organization's health -- particularly for positions that are fairly large, such as sales, customer service and tele-marketing in customer-driven firms, or production and engineering positions in manufacturing-driven organizations.

Through exit interview services, Chally has analyzed and tracked those trends which cause employee satisfaction or dissatisfaction. Effective changes can reduce misalignments, increase employee morale and productivity, and improve training effectiveness.

Our Findings are Critical to Corporate Growth

1. Both top and bottom performers leave for a "better job opportunity," but the driving issues of what's "better" differ substantially:

• Top performers are looking for high compensation potential and fewer cumbersome policies and procedures
• Weaker performers are looking for better training and better managers

In other words, what top performers are saying is, "Give me top opportunities -- and get out of my way!" while weaker performers seem instead to say, "It's your job to train me and make me successful!"

2. Turnover itself is only "good" or "bad" depending on the volume and type:

• Good turnover is the result of strong employees being promoted, or weak performers choosing to leave on their own.
• Bad turnover is the result of qualified employees leaving for better opportunities with another company.
  
  

The Bottom Line:

• Organizations (or managers) who push out top performers overload them with too much paperwork, bureaucracy, or excessive supervision; or, they simply fail to offer sufficient compensation and reward opportunities.
• Bottom performers will stay if they are continually trained, coached, nurtured, and appreciated, even if they are slow to perform.

This helps explain not only why the top 20% of your employees often produce 80% of your results, but also why the bottom 20% take up 80% of a manager's time.