Posts Tagged ‘HR’

10 Great Reasons For Performance Management (Annual Reviews)


Most employees loath them; many managers avoid them. High Performance Organizations have them, and they do what they’re designed to do—evaluate precisely the performance of each employee.

Feel like you don’t need them? Here are 10 great reasons that should change your mind.

  1. Aligning performance to goals and objectives

Most organization employees I meet with say they have no idea what the yearly top two or three goals are for their organization.  A great performance program sets these goals as their starting point. Ninety-nine percent of employees in this country want to do well at work, but we lack leaders who know how to align their desire to achieve to the organizational goals.

  1. Providing a basis for promotion/transfer/termination

Many organizations are not transparent concerning how to be promoted.  A performance review process more readily identifies those employees who deserve promotion and those who require lateral shift (transfer) or need to enter into a remedial program. This system also aids career planning.

  1. Enhancing employees’ effectiveness

Most people really do want to be better at their jobs! Helping employees to identify their strengths and weaknesses and informing them of the organization’s expectations concerning their performance helps them to better understand the role they play and increases work efficiency. Feedback reinforces good performance and discourages poor performance.

  1. Aiding in designing training and development programs

Instead of creating “programs of the month,” you can use performance review data to more accurately ascertain training needs and identify skills that need to be developed in order to tailor-make the most effective training and development programs.

  1. Building teams

Counseling employees corrects misconceptions, which might result in work alienation. Performance management also helps employees to internalize the norms and values of the organization. (I have met leaders who have not talked to their employees about their performance since 2012!)

  1. Removing discontent

Performance management puts all employees on the same measuring tape. Identifying and removing factors responsible for worker discontent motivates them to perform better at work. Performance management helps to create a positive and healthy work environment in the organization.

  1. Developing interpersonal relationships

Relations between superiors and subordinates can be improved through the realization that there exists a mutual dependence that leads to better performance and success. By facilitating employees to perform introspection, self-evaluation and goal setting, their behavior can be modified. Better interpersonal relationships lead to team building.

  1. Aiding wage administration

Performance management can help to develop fair and more equitable base lines for reward allocation, wage fixation, raises, incentives, etc.

  1. Exercising control

A performance review process provides a means to exercise control of projects focused on, and helps keep employees aligned to the agreed upon annual goals and objectives.

  1. Improving communication

Performance management serves as a mechanism for improved communication between superiors and subordinates.  Often times managers shy away from counseling employees.  When the right system is in place, especially is it is employee driven, it forces discussions on a regular basis.

In closing, my experiences lead me to support employee driven programs.  Programs that rely on managers and leaders have a higher propensity for failure.  Simple yet meaningful programs that include goals, objectives, behaviors, an employee development component and stretch assignments meet what most employees’ desire.

How important are employee performance reviews in your organization?  Leave your comments below! 

___________

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Making Your Performance Management System Work


Poor employee performance hurts an organization. Low productivity, incompetence, and unneeded expenses are the last thing organizations want at any time, particularly in today’s tough economy.

After decades of work in the field of business and human resources, I know that few things upgrade and energize an organization like a solid Performance Management System. A performance management system incorporates your organization’s Mission, Vision and Values as well as your annual goals and objectives to create the structure and accountability by which an employee can accomplish these goals and objectives and, more importantly, improve their lives. Only the highest-performing organizations make the performance review process a valued, appreciated, and eagerly anticipated system for the both organization and its employees.

Instead, what usually happens?

Sadly, many organizations do not systematically review or improve employee performance at all! This leads not only to unmet expectations from the management’s point of view, but also creates confusion and frustration for employees. The result is poor performance and money down the drain. Other times, organizations attempt to implement a yearly review but end up doing it backwards and it becomes counter-productive. This article will teach you how avoid this pitfall.

Have you ever weathered “The Dreaded Annual Review Meeting?”

Television and film have lampooned the phenomenon, highlighting the common foreboding employees feel and the waste of time such a meeting can be. How can you implement a Performance Review System that will consistently improve employee productivity and competency, save costs, and have eager employees lining up for it?

Start by avoiding these two biggest, most critical mistakes…

Mistake # 1 The leader fails to include input and participation of the employees at the beginning of the process.

The best performance programs are employee-driven. The leadership works in a “guide and support” role. This is a significant shift, but one that can make or break your organization. When the process of improvement and review is centered on and driven by the employees, it creates an emotionally potent sense of ownership and cooperation. Instead of being hounded and rebuked by a controlling boss, the employee is the source of increased performance through an active and vested role.

It behooves an employee to generate high performance and a good system will take this into account by providing employees the dignity of being responsible to see the improvement process through to the end. The performance program should encourage and reward employees who initiate performance conversations with management. A program executed well will encourage the employee to want to do better as he/she makes the efforts necessary to ensure it happens.

Mistake #2 Leaving out personal development.

Never forget the vital career development component. A simple career development piece can do wonders for employee morale and can be easily built right into your performance program. Employees naturally want to improve their lives and better their circumstances. A career development component helps employees know, envision, and subsequently achieve promotions, positions, and greater responsibility within your organization.

A career development focus gives the employee the opportunity to take ownership of their career destiny.

A good career development component helps the employees ascertain what they need to do to close the gaps in their experience and education in order to be promoted to other positions. Many great programs include education and seminars, but some cleverly include short-term assignments in other positions to gain vital hands-on experience.

Implementing a proper performance program may seem daunting, remember that employees are not just your greatest assets; they are the key to ensuring that you can thrive in challenging economic times.

___________

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Values Statements That Impact Your Workplace


The third ingredient of MVVs is values, specifically core values. A core value, from a human resources perspective, reflects the heart of an organization. It pumps the blood throughout; it makes an organization tick. It defines the organization and its culture and what it takes pride in doing. It is how vendors and customers view an organization’s behavior toward them. It is what employees tell their neighbors and friends when asked what it is like to work where they do.  It is why your students choose your college. It is the behaviors your staff and instructors exhibit as they

In the secular world an organization focused on quality might state its core value as: We do not compromise on quality. Quality is job one. An organization valuing individual responsibility would want to say: We believe in holding ourselves accountable. We deliver on our promises and we always endeavor to use good judgment. Efficiency, honesty, customer service, ownership—these and many more reflect the kinds of core values that high-performing organizations embody.

In order to enjoy growth and prosperity and achieve high performance, an organization must first look inward and thoughtfully address these three critical aspects of running an organization. Those that invest in a well-developed and bought-in mission, vision, and values will reap dividends far beyond those that do not.

As leaders at Christian colleges and Universities, we take a Biblical/Kingdom approach to our Mission, Vision and Values creation. Often times it is best to cite a bible verse to stir commitment and affirmation as to why the value is important.

In doing research we discovered Ozark Christian College’s Values Statement.  Enjoy reviewing and reflecting how your Values statement might be updated or recast to create excitement on your campus.

 

CORE VALUES

THE WORD OF CHRIST TAUGHT IN THE SPIRIT OF CHRIST (COLOSSIANS 1:28)​

We believe the Bible is the true and authoritative Word of God and our final rule of faith and practice. We want to teach God’s Word faithfully, in harmony with God’s Spirit.

NOT TO BE SERVED BUT TO SERVE (MARK 10:45)

We are a servant of the church, training vocational and volunteer servant leaders for the worldwide work of ministry. It is the commitment of teachers, staff and students that we will love and serve others.

SPEAKING THE TRUTH IN LOVE (EPHESIANS 4:15)

We want to honor God by fulfilling our personal responsibility to be honest and caring with one another.

TRUSTING IN THE POWER OF GOD AND SEEKING THE GLORY OF GOD (1 CORINTHIANS 4:20 & ISAIAH 42:8)

We are absolutely and utterly dependent upon God. The work is too great for human resources. We pursue excellence, knowing all glory is God’s and any accomplishment is of him.

ATMOSPHERE OF GRACE, TRUST AND FREEDOM (ROMANS 15:7 & 1 PETER 4:10)

We accept one another as imperfect people saved by the grace of God. Mutual trust, based on our commitment to the Lord, guides our relationships. We desire each person to have freedom to develop God-given gifts.

RESTORING BIBLICAL CHRISTIANITY (JOHN 17:21)

We are committed to teaching and practicing biblical Christianity, believing it is central to unity among believers and evangelization of the world.

WORSHIP IN SPIRIT AND TRUTH (JOHN 4:23-24)

We foster spiritual health through genuine worship, both personal and public. Worship is for the glory of God, exhortation from his Word, and edification of the community of faith.

 

___________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Vision Statements That Move Organizations Towards Excellence


Vision statements should consider how the market and your customer base may change within the next three, five, or seven years, how such changes can create opportunities for your organization, how to bridge the distance between how things are today and where you envision you want to be within your established timeframe, how you will surpass your competitors in order to gain greater market share, and also what you are doing collectively to capitalize on the changes in business conditions and your business’s needs.

Like a mission, an organization’s vision has ideally been created/ contributed to by all employees. The more buy-in an organization has among its employees, the greater the effectiveness of the vision. The vision should inspire—it demonstrates where the organization as a whole wants to be, and what will occur as it delivers on its mission. It is where an organization envisions itself in those three, five, or seven years. (We prefer five years, because that is a reasonable amount of time for most organizations to get to the next step.)

So, whereas the mission is what an organization does best every day, its vision is what the future looks like when it fulfills its mission exceedingly well. Some effective vision statements include Nike: To be the number one athletic company in the world, and Amazon: Our vision is to be earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.

When I worked for Gatorade, we developed an incredible advantage over the competition because we took the time to establish its vision, where they were going and when they wanted to get there, and ensured that every employee shared this vision. Gatorade’s competitors at the time, Powerade and All Sport, faded away as a result, because they lacked a commonly shared vision, they lacked direction—they lacked a road map.

___________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Creating Impactful Mission Statements


Successful organizations begin by establishing their mission, which is the core reason for their existence—the product or service they provide, who they provide it to, and the benefits of that product or service. A lack of an established mission means that not only are staff and management unsure of their purpose, but customers and vendors are also left in the dark, uncertain of what to expect.

An organization’s mission ideally defines what it does best every day and why, and reflects the customer’s needs as well. Having a mission is the foundation upon which a high-performing organization’s dreams and potential become reality. Essentially, it affirms the reason(s) why an organization exists.

Under the guidance of a project facilitator, a team of senior management begins by developing a framework of what they believe the mission should be. The facilitator shares and explains this mission framework to each supervisory layer, soliciting input on each occasion, and ultimately shares it with the employees who then sit down with a good human resources representative in a roundtable session to discuss it and generate further input. The facilitator may need to go back and forth a few times before a final product is derived. Once the majority of employees and management agree to the refined mission, all employees need to agree to respect and support it.

A primary benefit to creating or revisiting a mission is that it opens up communication within and throughout an organization. Every successful organization has a clearly established mission, one that has been developed with input from all employees collectively, not simply flowing down from the top. By engaging employees in establishing their organization’s mission, they become fully invested in it. The mission must be ingrained within the organization’s culture. Not only are employees and customers made familiar with the organization’s mission; candidates are also exposed to the mission of high-performing organizations during the interview process, before they’re offered a position.

Some tips to remember when writing a mission statement: 1) keep it short and easy to remember; 2) specify who your target customer is and describe the advantages you offer; and 3) define your product clearly and how it differs from the competition.

You may be wondering how you can say all that and still keep your mission statement short and memorable. Here are two strong examples from high-performing organizations with effective mission statements.

Google: We organize the world‘s information and make it universally accessible and useful. Their marketplace? The world. Their product and its advantages? Organizing the world’s information to make it easily accessible and useful. They do this and they do it exceedingly well.

Starbucks: We inspire and nurture the human spirit — one person, one cup, and one neighborhood at a time. Their marketplace? Also, essentially the world, yet they stress the individual: one person, one neighborhood at a time to maintain a personal feel. We are already very familiar with their product and social coffeehouse environment, aren’t we?

Let’s look at a Bible College and Seminary Mission.

Lancaster Bible College|Capital Seminary & Graduate School:  Our focus is on your journey to fulfill God’s purpose for your life. Our mission has remained constant since 1933: To educate Christian students to think and live a biblical worldview and to proclaim Christ by serving Him in the Church and society.

And finally a Private Christian College.

Messiah College: Our mission is to educate men and women toward maturity of intellect, character and Christian faith in preparation for lives of service, leadership and reconciliation in church and society.

In addition to a mission statement, all high-performing organizations possess a clearly defined vision. Organizations with an established vision have a workplace of direction, purpose, and achievement. These organizations envision where they want to be and do the appropriate things to get there. Every employee is given a copy of this road map.

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Kingdom Minded ~ Defining your Mission, Vision and Values


When we meet with people to discuss strengthening their HR practices, we often use the term “Kingdom-minded organization.” More often than not, they are intrigued as to precisely how we define what potentially encompasses a considerably broad scope or approach. Certainly, many Christian business people, academia professionals, pastors, and consultants have their own ideas as to what constitutes a Kingdom-minded organization. My own Kingdom-minded human resources organization has worked hard to develop what we feel is a clear, actionable, and measurable articulation of just what a Kingdom-minded organization means to us and how to achieve it, and, as a result, the organizational leaders we work with express enthusiasm to achieve these goals, and are willing to invest their precious time, dollars, and energy into making their organization a prosperous one, and one reflective of Christ and His teachings.

In terms of what comprises the framework of a Kingdom-minded organization, the model I developed contains principles that apply to marketplace organizations, colleges and universities, churches, and non-profit organizations alike.

A Kingdom-minded organization puts Christ first, with a focus on integrity, honesty, and straightforward dealings with students, alumni, parents, staff, contractors and suppliers, etc. Such an organization possesses clearly delineated mission, vision, and core value statements. It has agreed upon goals and objectives, especially in the realms of mission execution, customer service, production, and quality.

Being a Kingdom-minded organization does not in any way preclude prosperity. On the contrary, it aims to be prosperous for the benefit of its key stakeholders, leadership, owners, employees, and the organization’s community. They should—they must—strive to do great things, marrying their godly goals with the fruits of success, those of a job well done. By no means should they consider themselves as unable to participate in the results-driven culture of winning U.S. organizations.

Mission, Vision, And Values (MVV)

When mapping out the future of an organization that professes to strive to become high performing, management must create its mission, vision, and value statements (MVVs) or ignite existing ones by recreating them. Much has been written on what should comprise mission, vision, and value statements. I always suggest keeping them simple—simple concepts that all employees can remember and fully support. It’s difficult to fully commit to and “own” an organization’s ideals if they are so complicated, convoluted, or vague that the employees can’t remember them clearly.

___________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Human Resources Perspective on Organizational Mission, Vision and Values


When I was asked to blog about forward-thinking human resources content to Christian Higher Ed Professionals, I knew I would have to start by constructing a solid foundation and build upon that. Having spent over 25 years in corporate America working alongside highly respected HR thought leaders at such organizations as Kodak, PepsiCo, and Merck Inc., I thought back to what makes certain organizations succeed while others fail.

Six years ago, I founded and now lead a growing HR consulting firm that supports organizations across the United States, organizations with one thing in common—they are Christian-based, whether for-profit companies or ministries and churches, and all possess essentially the same strengths, weaknesses, and opportunities. No amount of technology or reengineering solves their issues. At the end of the day, it is the people within those organizations who make the difference.

What singles out certain organizations is the ability of their leadership to align their people effort to a collective MVV—mission, vision and values. Without this foundation, organizations flounder and employees lack direction. Without identified and established MVVs, HR leaders are unable to align their HR programs to achieve high performance. I have witnessed firsthand what happens when organizations lack this essential organizational mantra. What’s tragic is that establishing a company’s MVV is not only basic but quite simple to do. It requires nothing more than to identify why you do what you do and how you want to do it.

In the coming posts, I will guide you through the necessary steps to identify your core beliefs and goals, your MVV. Then we will explore how to skillfully integrate this MVV into your HR process to ensure you deliver on your mission, achieve your vision, and work within the values you establish. I will also define for you a term we use: “Kingdom-minded organization.” In my experience, the use of this Christian-oriented term illuminates how your organization will present its MVV differently to those of secular organizations.

Once you spend some time reflecting on what is meaningful to you and your organization, you will have taken the first steps on our journey together to create a Kingdom-minded organization of like-minded individuals working together to achieve high performance.

___________

In His Name HR helps organizations build high-performance Human Resources programs. Visit them at In HIS Name HR or e-mail them.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Great Organizations Are Built On Solid Job Descriptions

Great Organizations Are Built on Solid Job Descriptions


Job descriptions (JDs) are just so 1980s,” a young HR graduate recently commented to me, He could not be more wrong. Having worked in HR for over 25 years, I can tell you that some things just don’t change—and shouldn’t change.  New technology consistently bombards us; faster, better, and sleeker processes seem to overwhelm us.

One thing that will never change is the fact that, in order to be a High Performance Organization, you still need to get some  “old school” work done. Don’t let technology and “the new workplace” fool you. Now, more than ever, you need JDs.

Here are eight good reasons why:

Recruitment – As you grow and expand, it is almost impossible to hire legally or correctly when lacking a solid, well-written job description.

Teambuilding – It is difficult for Teams to form and support each other when job duties are gray and tasks constantly conflict or interrupt each other. It is enlightening to know what each Team Member is responsible to accomplish.

Performance management – This enables you  to set measurable performance goals based on duties listed in the corresponding job description. Having them listed, in writing, signifies their importance.

Training and employee development – You can use job descriptions, along with descriptions of possible job promotions, as a tool to determine what to pursue in regards to classes, seminars, and other career development activities in order to close gaps.

Compensation- JDs can be helpful in developing a standardized compensation program with minimums, maximums, and target pay for each position. They help highlight internal equity issues to decision makers and contribute to fairness.

Recognition and rewards – You can use job descriptions as a baseline for performance, and as a tool to encourage performance “above and beyond” the job description, in order to distribute recognition and rewards or just plain old praise!

Discipline – Sometimes employees just don’t do what needs to be done. Hopefully, this does not happen at your place of work, but sometimes Team Members fail each other. If you need to, you can use job descriptions to illustrate when employees are not performing up to agreed-upon standards.

Essential job function analysis – The physical and environmental setting is important in order to provide employees, including new hires, who need accommodation. Not only is this the right thing to do, but it is also the law.  As of July 1992, the Americans with Disabilities Act (ADA) mandates that an organization assist an employee when a request is made for a reasonable accommodation under the ADA.

Some Key Points to Ensure a Great Job Description Process

  • Have the employee own their description
  • Remember that no one knows the job better than the employee doing it
  • Make the employee accountable to complete it and have HR review it
  • The manager should have final JD authority and reserve the right to make changes to the final document, incorporating dialogue with the employee

Don’t make JDs more work then they have to be. Instead, make it a process to enjoy and learn from—it does not have to be awful.

Be joyful and helpful with the process, and your staff will love you for it!

_________

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

 

Decrease Turnover ~ Develop On-Boarding Excellence

Decrease Turnover ~ Develop On-Boarding Excellence


Many leaders think that the reason turnover has decreased is because of the bad economy. That’s not entirely accurate. As the 2014 Equifax research shows, on average, more than half of all employees who left their job in the past year did so within the first twelve months.

Concerned? You should be. The average cost to recruit a single new employee is well over $4,000 and will take on average 42 days to fill the vacancy (SHRM study 2016). This figure does not reflect the time spent or the decrease in morale as the search drags on. Since the rate of turnover is potentially the highest during the first year, let’s take a closer look at one way we can stop the hemorrhage.

There is a misperception shared by many of today’s leaders that orientation and on-boarding are essentially one and the same. They are not. Simply stated, orientation comprises the tactical tasks to complete in order to get an employee ready to get to work, for example, computer login registration, physical building access, facility tours, and a basic HR overview of policies such as benefits and the employee handbook.

So, how is on-boarding different? On-boarding is assimilating your new employee to the culture of your organization. It is about introducing your new employee to your organization’s values, its norms, providing a recipe that lists the ingredients of what makes up your organization’s culture, and how they can blend effectively with them to create a desirable end product, leading to the greater success of your organization as a whole.  An effective program helps the new employee align themselves to your Mission, Vision and Values.  This is a very important step to organizational success.

Want to create an effective on-boarding program? Consider these 4 steps.

Step #1: Use a Focus Group

Create a focus group that consists of the most recent six people you hired. These are the individuals who best know what does and doesn’t work— they’ve just lived through it! Task the focus group facilitator with developing a list of items that should be included in the on-boarding program. And, once your HR leader develops the final program, schedule the focus group to meet again to ensure the legitimacy of the program.

Step #2:  Build Employee Development into the Process

Ensure job description review, refinement, and updating are all a part of your process. Have every new employee consult with co-workers and corresponding leaders to update their job description so that they have full ownership. Have them present to their leader the key areas of development for promote-ability based on future career assignments. Get them thinking about their own development now, not after they tire of their position.

Step #3: Build in Key Meetings with Various Stakeholders

Arrange for new employees to meet with a different manager in separate departments several times over the course of some months. Earlier in my career, we built a process at the Quaker Oats Company where all new employees or transferees would go to lunch with different department managers and several members of their department. It is a fantastic way for new employees to feel part of the Mission of the organization.

Step #4: Ensure New Employees Own the Process

Create a checklist for employees to follow and update going forward. Have them meet with their manager twice a month to discuss how the process is working. Ensure participation is built into their 90-day review. Holding them accountable will ensure they take an active role in the process.

One thing is for sure—most organizations have veered away from progressive HR programs in the last several years, losing time and money, as well as valuable employees.

Isn’t it time you started focusing on the fundamentals and take the time to bring your people on board correctly? After all, people are your most valuable resource. It’s one of the best investments you can make in the long-term success of your organization.

What on-boarding programs have you had success with?

_______

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

How To Learn from Employee Turnover

How To Learn from Employee Turnover


Why are people leaving your organization?

My client’s eyes glazed over when I asked her this. She didn’t know why more than 13 percent of her workforce left every year – and hadn’t even thought about figuring out the reasons.

In my experience, most organizations fail to document why people leave.

If they do conduct exit interviews, they often don’t probe deeply enough. Or, they fail to effectively learn from their findings and implement change for the better.

People Join organizations they leave managers.” Bill Hybels

How to Keep People

According to The Wall Street Journal, by the time a talented worker has decided to leave, it’s probably too late to make the necessary improvements to keep them. But, finding out why people aren’t staying with your organization is critical to your future success, especially in tough economic times.

Keeping competent employees is one of the best ways to save your organization a lot of money and keep a cohesive and healthy workplace culture. The high cost of hiring and training employees warrants that you learn from what isn’t working, every time.

There are several reasons why people leave.  In previous articles we have discussed many.  One area that continues to gain attention is organizational vision or lack thereof. Make sure your vision is properly integrated within your HR programs.  Employees need to be part of it and understand where you are going.  A recent article from Barnard Marr on CNBC.com cites “No Vision” as being a leading cause of turnover.  I agree.  Most employees want a hope and a future and a great vision that is bought in by all helps create energy in the workplace.

So, appreciate the rich source of information that a good exit interview brings!

A good exit interview finds out these three (3) things:

  • What the work climate is really like?
  • Whether and how are your managers are failing.
  • What’s missing?

Do your employees get what they really need to do well? If people are leaving too frequently, it’s time to find out why.

Make sure your exit interview includes these three (3) questions:

  • When did you realize you wanted to leave?
  • Did you and your manager set goals and objectives together?
  • How often did you receive helpful feedback from your leadership?

Ending Well

First, conduct your exit interview with a spirit of grace and graciousness. Your concern and honest inquiry into the reasons your employee is leaving will yield valuable insights if you put them at ease. This is where your core values come in.

Second, remember to set up an exit interview at a time designed to give you the best information. Don’t rush in at the last minute, just before your employee’s departure, or try to get information after they’ve already moved on.

Finally, wish the employee well in their new endeavor. At some point, they may want to come back. If they feel cared for during this last important experience, they will know that the door is still open. Losing a talented employee is disappointing, but it might be redeemed if they happily return in the future.

Have you used exit interviewing before? Please take a few moments and tell our community of readers your experience.

______

 

 

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.