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Why In-House Exit Interviews Fail

In-House Exit Interviews:

Are done perfunctorily & in a ritual-like manner
Lack in necessary technical rigour and seriousness
Produce qualitative data; analysis is often not done
Lack in quantitative data needed for action planning
Line Managers doing it are often part of the problem
HR doing it does not inspire confidence to bare it all
Employees feel unwilling to be candid with insiders

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Employee Exit Survey

Retaining top talent has always been a major business concern. And controlling voluntary turnover has been a key challenge for organisations.

From a cost perspective alone, the sheer cost of turnover is mind boggling: anywhere between 50% to 400% of the annual salary, depending on the level of the employee. 

Conventional wisdom has proved woefully inadequate to address this concern. Primarily because conventional wisdom and traditional approach confuse the two issues: leaving and staying. Recent research has clearly shown that:

Leaving is just not the plain inverse of Staying
Leaving involves additional psychological processes that are different. 

Exit interviews started becoming popular from the 1970s and most large organisations introduced some kind of internal Exit Interview process. During the past several years, dissatisfaction with the In-House Exit Interviews has rapidly grown as they fail to deliver the results.

SHARE SURVEYTM (Strategies for Human Asset Retention) has been developed based on the latest research on employee turnover. It replaces the unproductive and often ritualistic practice of Exit Interviews in organisations. Take help of the SHARE SURVEYTM and find out more about why your prized employees leave your organisation. 

Find out more about
  SHARE SURVEYTM Information Folder







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