America's largest healthcare recruiting firm.

 



For over fifteen years, I have utilized Buckman Enochs Coss to hire over one hundred individuals for Sales and Sales Management positions for a variety of healthcare technology firms. Whether it’s been for Fortune 500 companies or early stage, VC backed start-ups, BEC has always done a terrific job in sourcing top-talent.

Scott Schlesner
Vice-President of Sales
Elsevier

Create Exit Interviews that Help Your Company Grow
When a star employee walks into your office and gives notice, how do you respond? Do you shrug and let the person go without another word? Do you try to convince them to stay, but give up and wish them well once they’ve made up their minds? Or do you sit down with them for a meaningful discussion about their reasons? 

If you aren’t offering exit interviews as part of your goodbye ritual, now may be a great time to start. In-depth interviews can provide insight and can help you understand why talented, committed employees might decide to leave your company in search of other opportunities. Once you know why they’re leaving, you can change your retention strategy and prevent similar departures in the future. Here are a few exit interview guidelines to keep in mind as you move forward. 

Keep your interviews concrete. 
Each question in your exit interview should lead to answers that are concrete, meaningful and translate directly into improvements in your program. For example, ask for specific actions you could have taken that might have kept the employee on board. 

Keep your interviews short. 
Don’t subject the employee to a tedious exit interview process that lasts for hours. On the other hand, if they want to provide lengthy answers and detailed lists of proposed changes for your company, consider this a welcome opportunity to learn as much as possible about the reasons behind their decision.  

Know how you’ll process the information you receive. 
Make sure your interviews result in plenty of written, detailed information and specific data points that can be recorded and analyzed later. If your entire conversation happens through spoken dialogue, you’ll have only your notes and your memory to rely on. But if you retain a written record of the meeting and quantify at least a few of your employee’s responses, you’ll have something actionable to take away. For example, ask the employee to rate specific aspects of the company on a scale of one to five. 

Withhold judgement. 
Any employee who fears retaliation will give a watered-down exit interview that won’t help your company grow. If employees believe that you might provide negative recommendations or seek to harm them in response to a critical exit interview, they won’t be honest and forthcoming, and you won’t get the information you need in order to make vital improvements. Which would you rather have: a disingenuous, glowing report that you can tuck away in a drawer? Or an honest, difficult assessment of your workplace that can lead to meaningful change in the future? If the employee does feel uncomfortable, find an unbiased party to conduct the interview who cares about the results and will do more than go through the motions. 

For nearly three decades we've concentrated on placing top executives and sales professionals in key positions within select healthcare industry segments. Reach out to the team at Buckman, Enochs, Coss and Associates to get started today.