She says an exit interview is supposed to be private, but often isn't. "Many times it is not confidential and the information is used as dirt against another manager or can be traded among senior managers.
While you cannot legally mandate that employees participate in exit interviews, you should do all you can to encourage their cooperation. One of the ways you can do that is by stressing that a departing employee's remarks won't be shared with others in the office, unless you're required to share the information by law.
Like any job interview, you want to be specific and honest with your answers. You're already leaving the company, though, so you can be honest about what you didn't enjoy. Just don't burn any bridges with your feedback.
Can exit interviews be shared with managers? Not in any competently run HR department, no. The purpose of the exit interview is to help identify possible drivers behind why people are leaving the organization. They are useful for identifying poor managers, for example.
This is why I say exit interviews are a trap. There's no upside, and a lot of downside. The best case scenario (positive change) is highly unlikely, and even if it happens, of no direct value to you. And the worst case scenario is retaliation that could haunt you for years.
'If you have nothing nice to say…'
There is another option, too: declining an exit interview entirely. That old adage 'if you have nothing nice to say, don't say anything at all' may never be more applicable.
An exit interview is a voluntary decision on both parts, so you don't have to take part if you just want to move on without it. Even if you'd like an exit interview, because it's not a legal requirement, you might find your employer is reluctant to organise it.
Exit interviews should be conducted by a neutral third party, such as a human resources representative, to put the employee at ease and to encourage honest responses. If an exit interview is conducted by a departing employee's direct supervisor, that employee may be unwilling to be candid.
The Dimensions of Employee-HR Confidentiality
Federal and state anti-discrimination laws, for instance, require the collection and retention of various types of employee information by HR representatives. This data, which can pertain to age, sex, religion, race or national origin, must remain confidential.
Instead, HR teams should consider handing exit interviews to the manager one step removed from the employee.
“Basically, the exit interview has three purposes: to learn where the company can improve itself, to make sure employees leave feeling good about their service and, in some cases, [to encourage] the employee to stay under new circumstances,” Diamond says.
Discuss your reason for leaving
You should be as honest as possible but do it with empathy and respect. Whining about a bad boss or even a toxic workplace is very common among departing employees. However, we strongly suggest that you find a better way to express this without being arrogant.
List the job duties you enjoyed performing and focus on those that helped you improve your skill level and knowledge base. Mention the job duties you believe weren't essential to your development. Give a balanced account of your job duties -- the good and the not-so-good.
DON'T: Complain, vent or be rude.
Your exit interview is not an appropriate time to complain about coworkers, a manager or assignments. Above all, be polite—it's fine to voice a critique, so long as it's politely worded.
1. An employee is at risk of harming themselves or another person. This is the most likely scenario that could lead HR to breach confidentiality, says Mannering. She emphasises that the risk must be both serious and imminent in order to justify a confidentiality breach.
Anonymous Reports
Reports can be made anonymously, which means you do not have to identify yourself. However, officials must follow up on all allegations of harassment and cannot guarantee that your identity will not become apparent during the process.
In some cases, HR may be required to divulge certain confidential data, such as when the information is mandated by a court order. As a general rule, HR professionals should check state law before disclosing employment-related information to third parties, as some states have provisions on this issue.
Exit interviews are entirely voluntary, so it's up to you whether you take part or not. You might request an interview because you've enjoyed working for the organisation and you'd like to pass on positive feedback, Kavenagh says.
Exit interviews can be awkward and uncomfortable.
Employees don't want to burn any bridges on their way out the door and may sugarcoat their response. As a result, they might resist providing critical feedback, no matter how embedded feedback is in the organization's culture.
By using exit interviews, you can improve retention, build advocacy among your leavers and enhance your employer brand.
No matter the size of your company, exit interviews provide an opportunity for an employee to discuss the workplace environment, concerns about misconduct, or issues within management.
Stick with sharing relevant information that relates to the company and position you're applying to. Be honest. While you can certainly frame how you quit in a positive way, you should never flat out lie about how things went down.
The truth is, you do not owe anyone an explanation on why you need to leave a toxic situation—just that you're leaving, and when your last day is. If you want, you can reach out individually to any colleagues you feel close with and tell them as little or as much as you like, but you certainly don't have to.
Tips for declining an exit interview
Whether you send an email response or speak directly to a supervisor or human resources representative, you don't need to give a long explanation as to why you are refusing an exit interview. Simply state that you do not wish to participate.