GUIDE Tomanage exits

Table of content

1

2

3Exit ManagementWhatWhy

How to manage exitsIdentificationProbation/Show-causeExit interviewDischarge/Termination

ResourcesShow-cause mail templateProbation mail templateTermination mail template

Part 1Exit management

Exit Management: What?

Exit Management: Why?• To gain valuable information which can prove to be useful in all aspects of the work

environment, including aspects such as the work culture, day to day concerns, processes, issues around leadership and management style, workplace ethics and member morale.

• To get the opinions of those leaving the organization in terms of how they perceive the organization, and most importantly, why they would want to leave the organization.

• To sort out issues with those leaving the organization on bad terms. It gives the member an opportunity to get whatever issues they have out in the open, where they can be discussed, and hopefully resolved.

• To identify trends and patterns over time, as to why people are wanting to leave the organization.

Part 2How to manage exits

Identification of members

High EngagementLow Performance

Low PerformanceLow Engagement

High PerformanceHigh Engagement

High PerformanceLow Engagement

Performance

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Identification of members

Show-cause

Probation

Growth

IndividualMeeting

Performance

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Show-cause→ Upon being given a Show Cause, the member needs to respond to the concerned

Executive Body responsible within 24hours

→ Upon a response to the Executive Body member, the member may be

– Put on a Probation for 1 week

– Asked to resume his/her role

– Called for an Exit Meeting

Probation→ The probation shall last over a period of exactly 1 week, and may extend only with

permission by member’s respective Vice President, or the Vice President Talent Management

→ The member on probation shall be given tasks to fulfil, by his/her respective Vice President, or the Vice President Talent Management

→ A full member loses all the rights during the probation period

→ Upon the completion of probation period, or the tasks, the Vice President shall review the same, and any of the following steps can be taken:

– The member be asked to resume his/her role, with the Full members also getting back their Full Member rights

– The member be called for an Exit meeting, followed by exit from the Local Committee

Remember!An exit interview should also be conducted with members who wish to resign from the Local Chapter, apart from those who fail to successfully complete probation/show-cause period.

The Exit interviewHow to conduct efficiently?

Remember!Exit interviews should be done in a relaxing setting, as you want the person to be as comfortable as possible. Make sure to set the expectations of the meeting before you start.

1) Choose your interview formatGiving your departing members a questionnaire to fill out could be less time-consuming and help avoid some uncomfortable discussions. However, conducting a face-to-face exit interview has some benefits:

– You show that you care about your members’ opinions by dedicating time to listen to what they have to say.

– You get the chance to have a less structured conversation that could result in unexpected feedback. (Feedback that a standardized questionnaire wouldn’t be able to provide.)

– You can end things on a personal and, positive note.

Keep in mind, though, that your exit interview won’t succeed if people feel forced to participate. Offer them an alternative like a questionnaire or a phone interview after they leave, if that makes them more comfortable.

2) Decide what to askPrepare your interview questions. Although you don’t want to make the exit interview look scripted, make sure you cover important topics before your member leaves. Don’t forget to promise confidentiality and try to keep a casual and friendly tone to let the conversation flow. Here are some effective exit interview questions to consider:

1) How would you describe your experience this year?

2) What could have made it better?

3) Mention few key learning points that you have had both personally and in your role.

4) What are some recommendations you can make to the next person in your role?

5) Did you feel that you were given enough support in your position?

6) What are ways that we can improve our Local Committee?

7) Are you satisfied with your AIESEC Experience?

3) Decide what not to askExit Interviews should focus on the organization, and the information you gather should be helpful, constructive feedback that you can use to move the organization, members and processes forward.

These conversations also give members an opportunity to provide their opinions and share what led to their decision to leave. However, you need to be careful not to encourage negativity in any of the following ways:

– Don’t ask targeted questions about specific people or issues. While it’s OK to ask for general feedback about a certain role, you should not insert your opinions into the conversation.

– Don’t feed gossip. It’s never constructive and won’t be reliable information.

3) Decide what not to ask– Don’t say anything that could be construed as slander. The conversation should focus on

the member’s experience. Although he or she may have negative things to say about certain people, you should listen without agreeing or disagreeing with his or her point.

– Don’t lay the groundwork that could look like you are setting someone up for termination. Any member’s performance and status within the organization should not be shared –especially with a departing member.

– Don’t get into personal issues. Keep the conversation professional and work-related.

– Don’t try to convince the member to change stay in the organization.

4) Processing exits’ feedbackNearly every exit interview should help you identify opportunities for improvement within the organization. Share key points from the meeting with the EB and/or MB when the feedback is relevant.

Look for patterns in feedback from outgoing members to identify possible organizational issues. If you do notice a trend, take it to the MB and suggest some actions that can be taken to avoid losing additional members.

Discharge/TerminationUpon completion of the interview, the member shall be assessed, and any of the following decisions can be taken:

– The member is discharged of his or her duties and is provided with either an endorsement letter or an experience letter. (refer to National HR Policy Document for more insights)

– The member is granted alumni status and is provided with an endorsement letter, an alumni certificate. (refer to National HR Policy Document for more insights)

– The membership of the particular member be terminated. (refer to National HR Policy Document for more insights)

Part 3resources

Mail TemplatesFollow the below links for the templates:

Show-cause mail template

Probation mail template

Termination mail template

For further details, contact

Yasmeen Singh

MC VP Talent Management

Ph: +91 9888050831 (WhatsApp)

Email: yasmeen@aiesec.in