These interviews reveal raw data on bad managers, outdated policies, and culture issues your engagement surveys will never catch. It is your chance to spot patterns and fix them before they drive your best people away.
Too often, leaders dismiss exit interviews with sentiments like, “they’re leaving anyway, what’s the point?”
But the exit interview isn’t about the person leaving. It’s about everyone who’s still here. If you want to keep top performers from quietly refreshing their resumes, you’d better pay attention to what the last one said on their way out. If you are not using exit interviews to inform leadership decisions, identify toxic management, or uncover broken processes, you’re missing a massive opportunity. Here’s how to do it right:
1. Make it safe to be honest.
If people think you’ll retaliate, you’ll only get sugarcoated fluff. Make it clear that you are not hunting for dirt; you are looking for insight that won't be held against them.
2. Ask real questions.
“Why are you leaving?” is the bare minimum. Dig deeper, with questions such as: “What would have made you stay?” or “What advice would you give your replacement?” You want details, not vague platitudes.
3. Listen without ego.
Defensiveness kills feedback. Resist the urge to explain or justify or dismiss. When someone points out your blind spots, don’t argue, thank them for being real.
4. Do something with it.
This is where most companies fail. If you are not turning exit feedback into action, you are wasting everyone’s time. Look for trends, not one-offs. One bad boss? Maybe. Three exits pointing at the same manager? Fix it and do it fast.
5. Close the loop.
When you spot an issue, follow up. Let your current team know what’s changing. When people see that you actually do something with feedback, trust grows and turnover drops. Let your team see that their experiences shape the culture going forward.
