Étude de cas
Exit Interviews
How a client organization, working in the telecommunications sector, was accompanied by our experts in the implementation of a termination process.
Understanding the reasons why a contributor is leaving the organization and learning from this end of the professional relationship is a worthwhile investment and contributes greatly to an important element: the employee experience. Not all terminations are bad in and of themselves, but the departure of key people, high performers, and innovative contributors is undoubtedly a significant loss for any organization.
The issue
Faced with several significant departures in recent months, the company’s senior management questioned the reasons for this situation. Since the company had no formal measures or processes in place to answer their questions, a human resources consultant initiated a project to find an HR partner who could assist them with this issue. It was important to them that the partner be able to support them at both the strategic and operational levels.
The approach
- Implementation of an exit questionnaire
Following a working meeting, a consultant recommended an online exit questionnaire that was easy to implement, simple to use, and rich in information. The company’s human resources department, on EPSI’s recommendation, contacted employees who had left in the last three (3) months by email to send them the link to the questionnaire. The initiative received a response rate of 85%, which allowed us to draw up a portrait of the main reasons related to employee departures.
- Creation of a report
A group report was generated that clearly identified the reasons for employee departures. The report also identified improvements and innovations that could be made that would have had a significant impact on their decision/intention to leave the company.
- Report Analysis and Findings
Important findings emerged from the report: significant micromanagement, lack of trust in employees, difficult employee-supervisor relationships and very high stress levels. Significant issues at the first level supervisor level were also raised. The report led senior management to question its approach, its management style, and its values.
Outcomes
Culture change at the leadership level: training, awareness, and professional development sessions to improve the way they supervise and interact with their employees were implemented.
A process to review organizational values was also implemented. The goal is to integrate these values into daily work so that employees can identify with these values as they work within the organization.
Positive impacts on the employee experience through the implementation of concrete measures in processes and policies.
Implementation of an exit process in human resources management: the exit questionnaire is completed during working hours before a contributor leaves the organization.
