Exit Interviews and Dismissals
Exit Interviews and Dismissals
Possibly, two of the most challenging situations that employers normally face are seeing a potentially good employee resign from his or her position and terminating an employee that has been more or less a liability to the company. Both situations require making wise decisions and good judgments as they entail a lot of considerations. In resignations, important considerations include the employee’s worth to company and the value of his or her contributions. If the employee has contributed significantly to the company or business, it is usually considered a waste for the employer to see him or her go.
On the other hand, if the employee has not been very productive, it is a relief for the employer to see him or her resign voluntarily than be forced to terminate him or her. However, in all resignations there are always important lessons to be learned. And the best way to grasp these lessons is by conducting an exit interview, which is usually a survey conducted with an employee when she or he decides to leave the company (Nobscot Corporation, 2007). Basically, the exit interview is one of the commonly overlooked methods to retain employees and effectively improve company relations (Peters, 2005, p.
1). Some companies refuse to conduct exit interviews because they fear the negative reactions and hostility that the exiting employee may exhibit during the survey. However, regardless of the size and status of the company, it is always important for employers, managers, and owners to conduct exit interviews as they provide highly important insight that could enable them to strengthen the weak areas which are often overlooked (Peters, 2005, p. 1). In general, one of the most important lessons that can be learned from an exit interview is the objective feedback that it provides the employers.
It could provide information as to what factors in the business caused the employee to decide to leave and what could have been done to prevent him or her from leaving. Moreover, it is also important to conduct exit interviews with employees who performed poorly. In this case the employer can learn from the exiting employee what are the possible causes of his or her poor performance and the aspects of the company that may have pushed him to perform badly (Experius, 2004).
The small comments, feedbacks, and suggestions of resigned employees are worth a lot to the company and could be useful in the reassessment and review of existing policies and rules. In short, an exit interview, whether it’s conducted on a good or bad employee, is an excellent tactic for employers to evaluate and improve all of aspects in the working environment. Another course of action that is crucial to any company or business is the termination or dismissal of an employee.
Usually, before an employer decides to dismiss an employee, he or she has to consider things like his or her age, gender, social status, and race, among others. Most of all, the employer also has to weight the employees value to the company and determine if terminating him or her would prove to be worth more than keeping him or her. While it is always difficult to terminate an employee especially if there are humanitarian considerations, there are always effective ways to do so. In all cases of employee dismissals, it is always critical for an employer to terminate an employee for the best reasons.
These reasons must include records and evidences of the employee’s unsatisfactory performance and inability to contribute to the company and should not include his or her gender, race, age or anything that would appear discriminatory (The Illinois Chamber, 2002). Furthermore, it is also important to know all the details that led to the employee’s termination so that he or she will find it easier to accept. It is also highly important to remain objective and inform the employee that his or her termination is purely a business decision and has not personal bias or motive.
Most of all, it is crucial for the employer to give the employee the utmost respect and dignity in order to avoid negative backlashes (eHow. com, 2008).
eHow. (2008). How to Approach an Employee Termination. Retrieved November 19, 2008 from http://www. ehow. com/how_2161301_approach-employee-termination. html? ref=fuel&utm_source=yahoo&utm_medium=ssp&utm_campaign=yssp_art. Experius. (2004). Why don’t you love us anymore? The importance of exit interviews. Retrieved November 19, 2008 from http://www. experius. co.nz/articles/content/a_8_2002. html. Nobscot Corporation. (2007). What is an Exit Interview? Retention Management And Metrics. Retrieved November 19, 2008 from http://www. nobscot. com/about/what_is_an_exit_interview. cfm. Peters, J. (2005). Exit Interviews. Scientific Search, Insights p. 1. Retrieved November 19, 2008 from http://www. scientificsearch. com/images/Spr05News. pdf. The Illinois Chamber. (2002). Employee Termination: Know the rules! Knowledge Center. Retrieved November 19, 2008 from http://www. chamber2u. com/KCHR3090c14Termination00. asp.
University/College: University of California
Type of paper: Thesis/Dissertation Chapter
Date: 31 December 2016
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