How do you address and resolve any conflicts or discrepancies that emerge from exit interview data?

1 Verify the data

The first step is to verify the accuracy and completeness of the exit interview data. You can do this by checking the records, transcripts, or notes of the interviews, and comparing them with other sources of data, such as performance reviews, surveys, or exit questionnaires. You can also follow up with the exiting employees or the interviewers to clarify any gaps or inconsistencies in the data. If you find any errors or omissions, correct them as soon as possible and document the changes.

2 Analyze the data

The next step is to analyze the exit interview data and identify the main themes, patterns, and trends. You can use qualitative or quantitative methods, or a combination of both, depending on your goals and resources. For example, you can use coding, categorizing, or grouping to organize the data into meaningful categories, such as reasons for leaving, satisfaction levels, or suggestions for improvement. You can also use statistics, graphs, or charts to measure and visualize the frequency, distribution, or correlation of the data.

3 Interpret the data

The third step is to interpret the exit interview data and draw conclusions and implications. You can do this by comparing and contrasting the data with your expectations, hypotheses, or benchmarks. You can also look for any outliers, anomalies, or contradictions in the data that may challenge or confirm your assumptions. You can also consider the context, perspective, and bias of the exiting employees and the interviewers, and how they may affect the validity and reliability of the data.

4 Act on the data

The final step is to act on the exit interview data and use it to inform your employee retention strategies and policies. You can do this by prioritizing the most important or urgent issues, and developing action plans to address them. You can also communicate the findings and recommendations to the relevant stakeholders, such as managers, HR, or senior leaders, and solicit their feedback and support. You can also monitor and evaluate the outcomes and impacts of your actions, and adjust them as needed.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?