When an employee leaves there are indirect costs in relation to the time and effort that is required to replace any employee as direct recruitment and advertising costs, there are also less tangible cost associated to losing knowledge and experience that is specific to an organization; Losing good employees is a problem where prevention is most definitely the best cure.

Employees leave their employers for many valid and unavoidable reasons but it is important that an employer knows the reasons their employees leave in case they are found to be reasons that if addressed and resolved could have been avoided.

Concerns of employees can be identified early by the regular use of well designed job satisfaction surveys, allowing for problems to be resolved and helping to minimize needless loss of staff. However, some problems, especially those that are the result of a clash of personalities, are not always brought to the surface until it is too late.

There are two very common reasons for employee dissatisfaction that can often result in personnel deciding to change jobs, a lack of career development and/or poor management. Both of these problems can be difficult to identify even for organizations that adopt regular 360-degree appraisals (i.e. where as part of the overall review employees are requested to appraise their line managers).

While employed employees can be reluctant to criticize their managers for fear of the consequences, they can however be more candid when completing an employee exit survey.

Exit surveys are unlikely to prevent an individual from changing their mind and staying but what they will do is help an organization identify problem areas that if left unchecked could result in the remaining employees suffering form poor moral and further resignations.

Lack of Career Development

Not all employers can offer, and nor do all employees desire, a clear and long term career path. There are just as many people that find comfort and security in doing one job well as there are people that need to feel that they are continual being challenged, learning new skills and moving onwards and upwards with respect to the corporate ladder. For organizations to succeed and excel they need the high flyers as well as the steady Eddies of the world.

Where losses due to a lack of career development are occasional they may also be inevitable, but where they are frequent, then changes to the organizational structure might need to be considered to allow for greater career development of the employees.

Poor Management

Many managers achieved their position through promotion, but it does not always follow that a good worker will automatically make a good manager and often people are assigned management position without any formal management training.

Poor managers can be quick to discredit the views of disgruntled staff, 'I was thinking of getting rid of them anyway' and 'they were a waste of space' are typical responses to being asked if there is a problem causing people to leave an organization.

It is proper and natural for senior management to support their line managers by giving them the benefit of any doubt, after all a good managers can always be slighted by poor employees. But by conducting exit surveys, if a man-management problem were to be identified early there is a good chance that it can be addressed and resolved with the appropriate formal training and guidance.

Records

It is not that unusual for a person to leave an employer and put in a claim for constructive dismissal at a later date. With 'No win no fee' legal representation this has become a real problem for even good employers. At best Exit surveys will provide an organization with a valuable record of the employee's reasons for leaving, and at worse, provide advanced warning that a possible claim for unfair dismissal might be expected.

Unless it is on record a tribunal will not necessarily accept an employer's word that when an employee left they did so without indicating any grievance.

Timing of the exit survey

Exit surveys can with the employee's agreement be delayed for a few months or be conducted as part of the termination procedures.

The advantage with delaying an exit survey for a few months is that after a period of reflection a former employee can be less emotional and more objective and if they have taken up another position they may be in a position to compare their previous role with their new role.

The advantages with conducting an exit survey as part of the termination procedure is that although emotions may be running high it is probably more reflective of the employee's state of mind and therefore closer to the reasons they have decided to leave (justified or otherwise). If delayed any comparison between the ex-employee’s old and new roles may be the result of them putting on a brave face, and if the reasons that are given require action, the delay may have prevented the problem from being resolved.

Summary

Organizations will generally benefit in a number of different ways by including exit surveys as part of their employee termination procedures. Having good records could prove to be very valuable later and they will also provide management with information that can help them improve an organization’s moral as well as the bottom line.

See the following survey for sample exit interview questions.

How to create a survey using Survey Galaxy

Writing surveys is easy; or is it? The truth is that writing surveys is easy but writing surveys that will be effective is more difficult. The following are twenty tips that if followed will help you with your survey questionnaire design and help you write effective surveys.

1. What is the purpose of the survey?

Questionnaires are conducted for many reasons. By correctly phrasing the questions and structuring the answers surveys can be used in many ways and for a variety of reasons. When compiling a survey don't lose sight of the survey's purpose.

2. Give the survey a good title

The survey title is an opportunity to instantly summarise a survey's objective and encourage respondents to participate. Respondents are going to invest time in completing the survey so make them feel that their investment is worthwhile.

3. Try to keep the survey as short as possible

Every question asked should be asked for a reason. Minimize the questions providing you with 'nice to know' information and concentrate instead on the 'need to know' questions.

4. Use plain English, maintain consistency and avoid jargon, acronyms and asking questions that could result in ambiguous answers

Care must be taken in wording a question. Ambiguous questions run the risk that any analysis of the resulting survey data will be worthless or at the very least suspect.

5. Don't have long questions

Try to use concise sentences wherever possible. Long questions can cause a respondent to lose concentration and lead to them abandoning the survey.

6. Ask one question at a time

Avoid confusing the respondent with a question like 'Do you like tennis and football?'

7. Avoid influencing the answer

It is important to avoid loading the question. 'Should irresponsible shop keepers who sell alcohol to children be prosecuted?' is unlikely to have any value.

8. Make sure that the chosen answer format allows the respondent to answer the question being asked

Allow the respondent to answer how they really feel or they may be inclined to abandon the survey. As a last resort consider the benefit of including a "No comment", "Don't know" or similar response option.

9. While you are compiling your survey consider how the survey results are going to be analysed when the survey is complete

When asking questions that allow for a free text open ended response, such as when asking the respondent for their comments, appreciate that such information is likely to be difficult to score and/or summarised. Consider grouping answers. For example "Indicate your length of service?" - 'less than 1 year', 'between 1 and 3 years' and 'more than 3'.

10. Try and ensure that the questionnaire flows

When asking questions group the questions into clear categories as this makes the task of completing the survey easier for the participants.

11. Target your respondents

Sometimes you will want to target a specific group, in others a cross section. If you can't easily control the respondents consider including questions/answers that will allow you to filter out respondents that don't match your target profile.

12. Allow the respondent to expand on their answer or make comments

Allowing the respondent to make additional comments will increase their satisfaction level and will also give valuable feedback on the specific questions and/or the survey as a whole. Remember that for large sample collections that free text open ended responses may be difficult to analyze.

13. If the survey you are conducting is to be confidential ensure that you honour your pledge

If you have assured respondents that the survey is to be confidential you need to ensure that the collated data is not shared with anyone or used for any other purpose. Confidentiality must be maintained at all times and any identifying information destroyed once the survey has finished.

14. Consider the benefits and disadvantages of allowing respondents to be anonymous or identifiable

If your respondents are to be anonymous then you will be unable to follow up or match "pre" or "post" surveys. In some cases allowing people to remain anonymous will however allow people to respond without possible peer pressure.

15. Carefully consider what the best response format will be

Maintaining a consistency in the format used for responses is good practice. Keep in mind that when analyzing the data radio buttons are easier to analyze than check boxes that offer the respondent multiple responses. If a radio response format can be used do not use a check box format.

16. Give the respondent an estimate as to how much time the survey will take to complete

If the survey appears to be a stream of never ending questions then respondent drop out can occur. It is a good idea to give an indication as to how long the survey is likely to take so the respondents can choose the best time to complete the survey.

17. Advise the respondents of the survey end date

Try and encourage your invited respondents to complete the survey as soon as possible but advise the respondents of the survey’s end date so that they have the opportunity to schedule the necessary time.

18. Pilot the survey

Before publishing a live survey publish the survey as a trial to check for questions that are ambiguous or confusing and to ensure that the survey is aesthetically pleasing.

19. Before publishing the survey check the survey several times

Check more than once that the survey is grammatically correct and makes sense. If possible get someone else to proof read the survey before you publish, if you are unable to do this then take a break before checking again.

20. Thank the respondents

To complete surveys respondents will need to invest their time and therefore should be thanked either at the end of completing the survey or in a follow up letter. You may even want to provide an incentive such as entry into a prize draw or a reward.

Getting started is easy and there are many survey software websites to choose from.

It is not enough for a business to adopt new methods of working if the resulting changes cause the workforce to suffer from excessive pressure and low moral. The benefits of a company having a highly motivated workforce can be considerable and the two goals of having a workforce that is both motivated and productive should not be regarded as being mutually exclusive to one another.

If problems are left unresolved then companies run the risk of alienating their employees and events can then cause employee frustrations to boil over resulting in managers finding themselves on the back foot, faced with problems that cannot be ignored.

Ideally employers would allocate the time to fully understand the needs of their employees and learn from their experiences of working on the front line, but employers are too often themselves tied up with the day to day task of fighting their own fires.

Online surveys provide employers with an effective and affordable method by automating the process of collating the information and storing it in a format that allows for real-time analysis supplying the management with the intelligence required to achieve staff satisfaction and high productivity.

 

Unproductive & dissatisfied

There are a plethora of reasons why employees may become dissatisfied with their job that can result in them channelling their frustrations into demands for higher salaries and reduced hours. Managers who tackle problems thinking it is all about salary and hours, will often find later that they have been dealing with the symptoms and not the root cause.

 

Not just about the money

The following are common barriers to achieving productivity, none of which are likely to be resolved by increasing salaries or reducing hours:-

• Inadequate training
• Out of touch management
• Out of date working methods
• Lack of proper tools and equipment

Paying higher salaries is not always a solution to an employee’s problems nor as many studies have revealed is it the most important motivator for employees.

Take the case of a single mother who is juggling a full time job with the need to look after two children. Out of frustration she may demand more money so that she feels that she is able to cope where a better solution, for both her and the business, may be more flexible working hours.

 

Good communications is what it is about

It is in the interests of all companies to encourage good communication. A business that makes it difficult for personnel and management to communicate, or that takes the view that if individuals have a problem they will say so, can often delude themselves into thinking that their staff are content when they are not. It only takes one small problem and one disgruntled employee to feel aggrieved for an entire workforce to develop a destructive 'them and us' attitude.

 

Improving communication

It would be ideal if the employer and employee could meet one on one but in practice this is impractical for everyone except very small organizations.

Regular meetings between management and worker representatives are good in theory but they often become talking shops and can begin to lose their edge as the participants become familiar with one another and the forum runs the risk of being hijacked by the more extrovert personalities.

Suggestion boxes are useful but can be viewed as token efforts by management as they wait for personnel to highlight a problem.

Newsletters represent a positive step but they only offer one way communication and their primary function is to inform and not discuss employee issues.

 

Maintaining the initiative

Conducting employee satisfaction surveys on a regular basis you are able to ask each employee specific questions and present a pro-active management initiative where the whole workforce can be consulted on various issues. Surveys are able to provide a level playing field between the quieter and more vocal employees.

Being prepared to consulate with employees should not be seen as a sign of weakness, a confident manager will take counsel from all quarters before making a decision. By issuing a survey the employer is able to keep the initiative and tackle problems from a position of strength as opposed to waiting for problems to manifest and then possibly develop out of proportion.

Leave a number of minor problems unresolved and it can lead to a situation where a small problem might just break the camel’s back and the mood of the employees change from positive to negative over night.

 

Easy and quick

For most companies online surveys represent a proactive and low cost solution. They can be created very quickly and for the majority of organizations, where most of the personnel have desktop computers, they can be deployed directly to the individual.

In situations where individuals do not have personal access to a computer there are still many options available to implement the online survey solution such as giving access to a shared computer, operator input or, as a last resort, a hardcopy survey.

 

Job satisfaction

There are combined elements that will contribute towards an employee’s job satisfaction, including company ethics, working methodology, ethos and environment to having decisive and effective management. Job satisfaction brings benefits through improved motivation and productivity from a workforce that feels that they are treated as individuals and not a commodity item.

 

Educate and inform

Online surveys can be used to educate and disseminate information on to the workforce, ensuring that the 'message' is consistently delivered and does not suffer from the Chinese whisper phenomenon where a message can become distorted as it is passed on.

An online survey can explain to the employees a difficult situation and get useful feedback as to the best solution. It is rare in this situation that the workforce would appear negative; it is more likely they will feel informed and empowered and that might be enough to turn a negative problem into a positive challenge that unites the workforce.

 

Exit surveys

Exit surveys represent are a good way of making sure that when people leave an organisation they are leaving for the right reasons and not due to reasons that if appreciated earlier could have been addressed and resolved by management. Identifying a problem may not be enough to prevent a person from leaving but it could lead to an unappreciated issue being resolved that may be all that is required to stop other key personnel from also deciding to leave.

 

Analysing the results

After having consulted with the workforce using an online survey the survey results are available for instant analysis. Common and specific problems can be easily identified and brought to the attention of senior management who will then have the opportunity to address the issues that have been raised.

 

Summary

Used regularly online surveys represent a simple and productive method of taking the pulse of an organisation and an easy way to establish a two way communication channel between employer and employee with the results providing management with vital, accurate and significant information.

For a Sample Employee Satisfaction Survey:- Employee Satisfaction Survey Template

For a sample Employee Exit survey:- Employee Exit Survey Template