The Principles To Be Grasped In Leaving Office Interview

Leaving interviews are best done in a face-to-face way, which is conducive to communication and understanding between the two sides, and also helps to better detect and fundamentally eliminate sensitive and conflicting emotions.

However, if a face-to-face interview can not be conducted, it can also be carried out by sending a questionnaire or electronic mail.

In the process of leaving interviews, people who speak on behalf of enterprises and those who have to leave should listen more and speak less.

Appropriate space and sufficient time should be given to the departing personnel.

When appropriate, the resignation staff should be guided in good faith or dispelled his doubts rather than exerting pressure.

For some things, you should make the necessary explanation and think about and understand what the departing officer said.

Keep calm and resist self defense or refutation.

Remember, your goal is to find out the thoughts, opinions and answers to some questions of the departing staff, rather than preaching or admonition.

Ask more open-ended questions like "what", "how" and "why" instead of using "yes" or "no" to answer closed questions unless you need to confirm a certain point of view.

When you ask "when" and "where" to ask some events under the big background, instead of asking only the specific time or geographical location, they can be more specific questions.

The question of "who" should be used prudently so as not to have any reputation for defamation.

Many resignation staff feel uncomfortable when they are asked to name or accuse someone.

The exit interview is not for "condemning" someone.

Unless it is directed against some very serious complaints or accusations, it is unconstructive to attack by name and should be avoided.

Obviously, the style of exit interview depends on the reasons for employee turnover (company requirements, retirement, overstaffing, company dismissal) and atmosphere (suspicion, company retention).

However, every person leaving the office should be given an opportunity to interview, and the company can also benefit from it.

Sometimes, I quit.

It is also the last chance to change the minds of the departing staff, though this is not the main purpose of the exit interview.

After the interview, we should express our thanks to those who have left office and express our good wishes.

If you need to complete some special inspection items or follow-up work, ensure that it is completed and reported.

After the exit interview, the answers given by the departing staff are objectively considered, and the explicit and implicit meanings are found out.

According to your analysis of the results of the exit interview, take the necessary actions.

If the problem is urgent, or if the departing person wants to stay in the company and the company wants to retain them, take immediate action, otherwise the opportunity will be lost.

The resignation staff has the right to decide whether to attend the exit interview or not.

If a person refuses to attend a leave interview, he may provide a leave questionnaire, but the other party has the right to decide whether to accept it or not.

You can not force him to shift his knowledge except for the documents and materials returned by his employer.

In any case, a positive, constructive and mature approach is a "sea god pin" to ensure the best effect, and it can make the departing personnel happily pfer the list of useful knowledge and customer contact to the company.

If you hear the company

Nagging, "no one is irreplaceable", is used as an excuse for not leaving the staff to ask for important knowledge. This shows that enterprises need to explore all opportunities for smooth handover.

Therefore, members should be encouraged to explore these opportunities or discover these opportunities in person.

Ideally, enterprises should have written policies to explain the way, timing and organizers of exit interviews.

Some enterprises give this responsibility to the experienced personnel of the Ministry of human resources.

In fact, you can also leave the interview by a line manager or even a competent organization.

Persons interviewed on behalf of the enterprise and the severer need to receive general job interview training.

Any interview has its sensitive and emotional side, which requires that one side of the company can manage the interview maturely, especially when the interviewee is anxious or excited.

In large enterprises, the human resources department should be responsible for designing interview processes, providing interview guides and documents, collecting results of interview results, and analyzing and reporting problems, trends, opportunities and suggestions, especially when these findings relate to health, safety, or employment law and responsibilities.

If you design a separation questionnaire or

As a document for analysis, interview forms can be converted to "scorecard" or multiple choice formats.

Compared with a large number of written views, this will greatly simplify the analysis of the results of interviews.

It is essential to take action based on the results of the feedback analysis of the exit interview.

Transforming exit interview feedback into action is an important factor in validating and maintaining the importance and effectiveness of the process.

Usually, the HR director has the responsibility to submit these questions to the board of directors or CEO.

Both large and small companies can take two actions: first, remedial and preventive actions (such as improving the safety of employees' health and working environment, etc.), two is strategic improvement (for example, more staff oriented, management training, staff empowerment or team building activities, improvement of processes, improvement of customer service, etc.)

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