How do you structure and document an exit interview questionnaire?

I believe that the objectives, the role you play and Q&A should be geared to identify one off and systemic pain points in the work ecosystem and team culture. I have run exit interviews as a part of the business unit (not HRBP) with keen interest to listen&learn. You show that this is not a mere bureaucratic step, we are still selling the business and Company despite the exit. Contrary to mainstream belief, I build the questions without over focus on the negative experiences e.g. What has been the most impactful learning you had last year or what are you most proud of while at your current role? Ascertain when you need to understand a problem well, or when should you ask for suggested quick vs CEO fixes.

When conducting exit interviews, focus on uncovering both individual and systemic pain points in the work environment and team culture. Approach the process as an opportunity to learn and improve, rather than a mere bureaucratic step. Craft questions that explore positive experiences and achievements along with challenges. Recognize the importance of discerning when a deep understanding of a problem is necessary and when to seek quick solutions. This holistic approach not only addresses issues but also maintains a positive image of the business, even during employee exits.

In my experience, the method and even the questionnaire requires understanding the employee profile and exit circumstances. Sensitive departures, long standing employees and even seniority are criteria that can point to F2F. Live interviews in general allow for any resets, identifying misunderstandings and ensuring that the discussion stays constructive. Just as we guide gathering content for the questions and remain sympathetic, the meetings is not meant to add pain to injury nor become a disgruntled one way rant. If I identified during the interview that additional emotional or other support were needed, I paused. Readiness and preparedness are key for both interviewer and interviewee.

Tailoring the format of exit interviews is crucial, with options like face-to-face, phone calls, online surveys, or email forms. Each method has its merits and drawbacks. Face-to-face builds rapport but can be time-consuming; online surveys are convenient but may lack nuance. Consider resources and goals to choose the format that aligns best with the situation, optimizing the feedback collection process.

Understanding the profile (tenure, team, performance, etc) helps guide what to descope and where to focus. Once again balancing what is working and what is not. When needed deep diving to understand what is the ultimate driver of disatisfaction and even getting ideas on how it could be fixed. Furthermore, I would like to understand why it has not been fixed.

Designing an effective exit interview questionnaire involves aligning with defined goals. Include questions on leaving reasons, employee experience, organizational culture, performance management, career development, and improvement suggestions. Balance open-ended and closed-ended questions for depth and specificity. Avoid leading or vague questions that may influence responses.

If you have a periodic NPS/culture survey or any other immediate means to track employee sentiment, you may want to pick new hypothesis and questions that may capture brewing issues, specially if they are likely to be systemic. Analyse how and if they correlate to the employee segment that you have interviewed. In the absence of surveys or as a complement, I have also found extremely useful (although timely) to have skip level 121s throughout my business unit to identify qualitatively incipient issues and opportunities.

"Culture eats strategy for breakfast". I have attended focus groups to discuss employee sentiment surveys that were unfortunately doomed to fail... multiple teams, little time, unstructured, and most importantly no notes, no follow up. It is worthwhile to even remind the departing employee, how are you planning to analyse and potentially plan against some of the findings. Otherwise, why spend the time? Ideally HR -Business Culture teams work very well to lead the way into executing some great ideas.

While exit interviews can offer valuable insights into workplace dynamics and areas for improvement, they don't always provide a clear picture, as departing employees might withhold candid feedback to maintain professional relationships or might not fully articulate the complexities of their experiences and decisions.

It is often overlooked but incorporating the employer brand into the exit interview process is essential understanding how the employer brand is living up to its potential. Consider framing the exit interview questions around the employer brand pillars, values, and culture. Encourage departing employees to share their honest feedback on how well the employer brand aligns with their experience. Consider providing opportunities to suggest improvements or highlight any gaps between the brand promise and the reality. By incorporating the employer brand into the exit interview process, organizations can uncover areas for growth, enhance their employer brand reputation, and take proactive steps to attract and retain top talent in the future.