What are the most productive questions for hiring managers to ask during exit interviews?

Human resources managers may learn a great deal from exit interviews with employees who are leaving the firm soon. They shed light on hidden problems that execs may have been blissfully unaware of and provide guidance on how to improve the efficiency of internal operations.

Why, therefore, do we have to hold them, if they’re not really crucial?

The numbers are staggering: in April of 2021 alone, 4 million people opted to quit their jobs, and in May of same year, another 3.6 million did the same. Moreover, over 40% of HR professionals said that turnover rates at their firms were higher than average or much higher than average during the previous six months. Companies should evaluate what changes they need to make internally to reduce employee turnover and maintain their present staff since it may be costly to hire new employees and/or lay off current employees. Once management knows what caused a person to leave their job, they may begin to fix the underlying problems that result in high turnover. The common exit interview questions are most essential there.

Tips for aceing your last job interview

The most successful farewell interviews are those that have been planned and strategized in before. Having a departure interview form and pertinent questions to ask during the exit interview will make conducting and collecting the essential data from these interviews much easier (more on this topic later). In order to get as much information as possible from the exit interview, you should formulate your questions carefully.

  • A departure interview should be mandatory for every employee who has reached a certain degree of seniority at your company. Professionals, executives, and others in similar roles (from lower to higher management) usually get compensation for their efforts. In addition, it should be mandatory for any jobs within your company that are prone to high rates of employee turnover. Prepare questions for exit interviews with all levels of staff in case a high percentage of first-year workers opt to leave the company.
  • Departure interviews should be planned carefully, since scheduling them too soon might convert an otherwise emotion-free get-together into a tearful one. If it’s scheduled too late in the day, employees may have psychologically “checked out” of their employment and unable to provide insightful responses. It is best to conduct an exit interview one week after the employee has given notice of their resignation.


While conducting exit interviews, it is recommended to meet with the employee face to face. The importance of the departure interview and the employee’s sincerity might be emphasised, and you can examine the employee’s nonverbal cues. The interviewee will be more forthcoming with information and more conscious of their agency if they are given background on the interview’s stated objective.