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Divercial 004: How to make your Exit Interviews more Inclusive · The Business of Alignment - Powered by The E1B2 Collective

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  Here's a quick message from diversion.
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  Lots of exit. Interviews are going to be
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  happening over the next. Let's call it three to six
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  months. It already started when during
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  the back half of 2022 and when you're having these exit
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  interviews, everyone has read the blog's, the videos, the
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  podcast that I've heard, you got to have those conversations with
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  this much empathy as you can. It's better to actually have the
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  conversation or not, send an email or not or not.
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  Trigger a message through some sort of an intranet or a portal,
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  you need to do. So, in a way that allows the
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  employees to have a voice, there's many tactics in and
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  methodologies, and strategic approaches, you can take to
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  having a productive exit interview.
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  And I think what I want to highlight today, order are few
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  elements of the exit interview that I think, can really help
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  organizations from inclusivity perspective, set themselves up,
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  six months down the road when they are ready to Have some
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  Boomerang employees, come back and, or are just ready to do
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  recruiting, and a new back, half of 2023 world.
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  So a couple factors number one, the job did the job.
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  Max Mac, match your expectations from when you were first hired.
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  This is objectively so important.
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  Like this may be one of the biggest ones that you all know.
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  Personally, I'm a big fan of and that I believe should should
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  exist, you know, I think what the work that we're doing with
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  Virtual and the work that I've been doing with Beyond brand, it
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  would definitely solve this this Factor here when you're having
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  an exit interview and you ask that question to the job, match
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  your expectations from when you were first hired, the answer
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  should not only be yes, but the answer should be a very nuanced.
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  Yes, that explains examples, that, that points to certain
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  things that were represented in the JD that actually showed up
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  in their overall, tenure with a new organization, the app the
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  employees should be able to explain Things that are very
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  detailed level of why it matched and why it it's fulfilled their
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  expectations. If it did not looping and Beyond
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  brand, but I've always been a been a proponent of in a big fan
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  of is, is organizations being incredibly honest and
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  transparent and detailed at potentially negative ways,
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  neutral ways positive ways and just be truthful about where the
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  company currently is where the leadership currently is.
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  Is where the state of the role currently is the state of the
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  team currently is and be as honest as you can, as early as
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  you can, and as consistently as you can throughout the
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  recruiting phase, the onboarding face, and the first six months
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  face a, my personal opinion. And I believe, if you do that,
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  if you find Technologies and tools and resources and
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  categories to be viscerally, honest, and this really
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  transparent when it can provide is an inclusive experience.
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  Do during those first six months, it can make that new
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  hire feel so comfortable so safe.
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  So, so, I'm pausing. I'm trying to find the next best
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  word. It's just a good idea.
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  Let's just leave it there. Just a really good idea.
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  Doing the right thing is always the right thing and that is the
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  right thing. You want someone to generally
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  understand what they're getting involved in.
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  So they can really prep themselves to be a part of this
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  team. Be a part of this department be
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  a part of this company and be able to ask the right questions
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  position themselves correctly within the org and don't make
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  decisions or make statements or do things that are completely
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  different to what the standards are or that could be out of the
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  overall scope in the band with what the department in the
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  leader can provide. And so, when you're having those
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  exit interviews, you really need to understand if it matched the
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  expectations and I think this is the biggest one because as you
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  gear up to bring some of those folks back if you have the NZ
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  interview and they explained in a very detailed level that it
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  did not match the expectations understand why was it around
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  decision? Was it around workflow?
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  What does it was it around them with?
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  Was it around expectations? Was it around team design?
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  Was it around the leadership personality?
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  Was it around the, the internal comms, what was it about the
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  department? That company, the overall
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  experience that did not match? What was presented in the
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  interview. So you can actually gear up to
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  make those changes. If you put your exiting
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  employees in the, in the driver seat, to be honest, to be
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  detailed to be, Real to be transparent and you create a
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  safe place to extract that data to extract and information.
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  And the qualitative way, you can really get a lot of good
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  information. If so you can gear up and put
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  some things in place, get your teeth, get your leaders in place
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  to, to make new, strategic decisions, to put some new
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  systems to put some new technology to put some new
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  expectations to put new leaders in place.
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  So when you are ready to start recruiting again, and start
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  bringing back some of those, those Employees that you had to,
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  unfortunately lay off, they can realize that you took their word
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  and their perspectives and their advice.
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  Seriously, the last one or the second one here, but really, the
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  last ones, there's only two that I want to kind of centralized
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  and lock in on his the resources. / technology did the,
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  the tools and the resources that we were providing to you
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  throughout your tender. Did it did a really help you do
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  your job at an optimal level? Do you feel like we gave you
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  everything you needed? From an Ellen D, from a
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  resources, from a technology from a, from a, from a
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  leadership. Availability perspective.
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  Did you feel like it had everything you needed to be
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  successful? Do you feel like we listen to
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  you in those times where you did raise your hand and say I don't
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  have everything I need. I don't feel fully secure.
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  I don't feel like I have enough understanding of this or or
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  tools to be able to work with the client better.
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  This way, whatever the case is going to be.
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  And again, if you can get that transparent, honest detail.
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  Information and feedback throughout the exiting process,
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  you can start to find the new technologies.
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  Find the new processes find the new systems rework.
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  How your leaders will make themselves more available to
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  team members, I'm a big fan of exit interviews.
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  I think there's a way to do so in a very inclusive way.
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  I think my IDE D EI and be leaders out there.
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  Need to start taking their overall perspectives and
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  insights into how they can help craft and reshape and remold.
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  Hold the, the exit interviews and I think a lot of good can
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  happen if you have d e and I and your ta teams d&i, your leaders
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  and managers DEA, and I your CHR.
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  Oh, and your c-suite HR leaders. I think if you combined all of
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  those forces and recreate a reshape the exit interview and
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  how you have those conversations, have a
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  conversations, are are tracked and recorded and the data that
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  comes from those conversations and and making it making it.
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  An expectation that you have to the to yourselves as leaders, in
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  the organization that says we're going to take this data, and
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  we're actually going to do something different.
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  We're going to take this data, we're actually going to make
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  some change for hachioji going to listen.
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  And so I think the resources, the technology, the, the, the
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  availability of your leaders and managers, and I think the, the
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  job, right? It did the job match your
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  expectations from when you were first hired, based off of the
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  JD, and based off of your initial onboarding.
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  I think those two factors. When conducting an exit
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  interview are the biggest in the most impactful.
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  Thanks so much. This has been a message from
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  that virtual. We'll talk soon.
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  When conducting an exit interview are the biggest in the
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  most impactful. Thanks so much.
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  This has been a message from that virtual.
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  We'll talk soon.