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Submitted By:
Priyank Vora Niraj Baua Trisha Agrawal Darshni Sanghavi Saugat Das Ravi Jogi 60421 60422 60426 60432 60433 60434
Table of Contents
Work Separation
Voluntary Involuntary 3 3
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Purpose of an Exit Interview:Exit interview is an in depth analysis which finds the root cause for why the employee is leaving the organisation. The information from each survey is used to provide feedback on why employees are leaving, what they liked about their employment and what areas of the company need improvement. Exit interviews are most effective when the data is compiled and tracked over time. Types of Exit Interviews: In-Person Exit Interviews Over the Telephone On Paper Through Internet
In- person Exit Interview:With in-person exit interviews an HR representative meets individually with each terminating employee. Pros
Gives a personal touch to each employee Can probe for more information on each question
Cons
Employees may be afraid to share sensitive or negative information during an in-person interview. For larger companies, it may be too time consuming to interview every employee. Its difficult to track information received verbally during an interview.
Telephone Exit Interviews Telephone Exit Interviews are conducted over the telephone by an HR Representative or an outside third party consultant. Pros
Can probe for more information on each question Can enter data into a tracking system while conducting the interview Easier to schedule than in-person interviews
Cons Time consuming if done in-house by an HR Representative Expensive if done with an outside consultant Employees often reluctant to verbally share sensitive or negative information Paper and Pencil Exit Interviews Paper and Pencil Exit Interviews are usually conducted by a form that is given to the employee on their last day to the employees home. Pros
Takes less time to provide a form compared with conducting an in person or phone interview Employees can share information on paper that they may be reluctant to say in person
Cons
Return rates for exit interview forms average just 30-35% Difficult and time consuming to compile and track the data from paper and pencil forms
Online Exit Interviews Pros Employee self-service so easy for HR to administer Employees comfortable sharing information by computer so more honest responses Information automatically compiles and tracked Reports available at a click of a button
Reasons for non implementation of exit interviews by companies a) Many employers do not find them useful as they believe that no one is indispensible b) Employees do not speak the truth for the sake of not burning those bridges
Some important tips that should help you handle your exit interview:
Prepare before you appear: Prepare yourself for an exit interview like you would for a recruitment interview. Take small notes about the things you would like to say, issues you would like to raise. Avoid derogatory remarks: Avoid making derogatory remarks about your boss and colleagues. If you think providing feedback about certain things is important, focus on the situation, what you expected, what actually happened and how it could have been made better. Knowledge transfer: One of the basic purposes of the exit interview is to make knowledge transfer easier. This becomes more important if a long-time employee decides to leave the company. So, help your employer by transferring whatever knowledge you have gained during your employment with them and information that could be critical for them. This makes it easy for your replacement to take over your responsibilities and will leave your employer appreciative of your effort. Provide feedback only if it will be used: Many of you might harbour a lot of ill feeling towards your employer but if you think that your feedback is not going to change anything, avoid it. You will have to judge the situation and talk accordingly. Legal cases: If you decide to leave your employer for a legal reason such as harassment or discrimination, talk to your lawyer and ask them how to handle the interview.
What is Layoff?
A layoff could be defined as a temporary idling of a specific production line or a permanent downsizing effort across all departments. Sometimes a layoff in one department has a ripple effect on other departments as demand for a product decreases or the company shifts its work to another part of the world. A layoff in an automobile manufacturing plant, for example, could reduce the need for parts manufactured by another supplier. As the need for supplies decreases, other companies may have to lay off the workers who produce those parts. One general layoff in one influential industry can create a domino effect on all the other industries or subsidiaries which depend on its continued success.
EMPLOYERs VIEW Jet had to lay off employees primarily as a result of recession that had set in 2008 with USA at its core. 1. Probationary Employees While it is not very explicitly known, it is said that the terminated employees were on probation. Legally, during the probation period (6 months), the company may terminate the employment agreement at any time without notice, with or without cause. Notice during probation may go as short as 24 hrs. Keeping this in view there was no reason for the employees to retaliate. By accepting the job-offer contract the employees were a party to it. They knew it before hand itself that they may be terminated. Jet did the recruitment with the view of a possible expansion. Now that it is delayed, the company did not really need to carry the excess staff which would in turn be a problem for the management and HR later and above all it would be doing harm to the employees who would not be having any career gains. Therefore the act was justified. 2. Responsibility towards Stakeholders If the company continued carrying the extra baggage of employees then it wouldnt be able to sustain for long because of increase in costs and would get into uncontrollable losses. As an entity it is responsible to the other stakeholders of the company, primarily the investors. It cannot allow itself to get into losses.
Jet management handling of the whole laying off episode showed off their poor HR practices but what followed after that was equally bad.
How to Handle Layoffs Letting people go is an emotional event not just for those being laid off but for those who remain. Of course those who are let go need help with the transition to new employment. But the employees who survive the cutbacks also need reassurance about their own future and an understanding of the strategic goals behind the cuts. The following guidelines will help companies handle layoffs in a way that affords dignity to those let go and reassures survivors that the downsizing decision wasn't made arbitrarily. It will also help the remaining employees feel positive about the organization, optimistic about their future, and committed to working toward a better day. Keep in mind that employees who resent how their laid-off colleagues were treated and are fearful about the company's direction are not productive employees.
1. Communicate widely and often Managers often think they shouldn't let employees know when things are going poorly. They don't want their workers to become discouraged. Discussing and acknowledging the company's position is the first step to keeping people involved and committed to solving problems they understand. 2. Fill in information gaps for your employee If layoffs become necessary, people won't be shocked if they have been able to see them coming. To that end, companies must share market data and competitive information. 3. Provide outplacement support The question everyone asks after a layoff is, "What do I do now?" Few people have a resume at hand and a job-hunting network mobilized. Outplacement helps them land on their feet. You're offering help at a high-stress, emotional time. It sends a signal to them and to the remaining employees that you're treating the ex-workers as people, not as line items on a budget. 4. Support survivors, too Employees who survive the layoffs will struggle with doubts about the company's future. They want to know how their jobs will change. Will they now be expected to do their jobs plus the jobs of their ex-coworkers? Or will their goals be changed accordingly? What is the precise state of the company financially? Are further layoffs imminent? Their doubts will begin with their own roles and expand outward to their teams and to the company as a whole. These issues must be addressed with level of concern with as much rational discussion as possible.