Mettl Exit Interview Assessment

The information in this report illustrates about the factors that lead employees quit/leave the organization. EXIT INTERVIEWS AND IT’S BENEFITS Exit interview is an assessment for an employee who leaves the organization. Exit interviews offer opportunities to figure out why someone leaves an organization. Mettl Exit Interview Assessment can help improve organizational effectiveness by reducing employee turnover and the associated costs of hiring and training new employees. WHY METTL EXIT INTERVIEW ASSESSMENT • To get an unbiased view of the outgoing employee. • To get feedback and suggestions related with organization's policies, culture etc. • To use the reason(s) of quitting for the further development of the organization. • To get an opportunity to 'make peace' with disgruntled employees, who might otherwise leave with vengeful intentions. • To obtain relevant and useful data through results and analysis of exit interviews that helps in training needs analysis and training planning processes. • To improve recruitment and induction of new employees. It also provides direct indications as to how to improve staff retention. • To get a chance to retain a valuable employee who would otherwise have left (organizations often accept resignations far too readily without discussion or testing the firmness of feeling – Mettl Exit Interview Assessment provides a final safety net).

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Organizational factors are the factors which are directly linked to the organization. It includes the following factors: • Company Practices/HR Practices- Refers to policies and practices that an organization adheres to. • Performance Management System- Refers to the process through which goals are consistently being met in an effective and efficient manner. • Interpersonal Relationships- Refers to the degree of comfort and ease through which employees communicate amongst each other. • Work Processes and Resources- Refer to the processes and resources that are needed to perform one’s duties effectively and efficiently. • Career Opportunities- Refers to the organizational support to an employee for career advancement and growth options within the organization. • Role- Refers to the extent to which an employee is satisfied with one’s job role and he/she is doing what he/she is doing as the per defined job demands for the role. • Immediate Supervisor/Manager- Refers to the extent to which there is clarity amongst the employees regarding the performance expectations of their seniors and whether they feel valued, acknowledged, appreciated by their managers. • Work Pressure- Refers to the degree to which an employee is over-loaded or under pressure to perform tasks and duties. • Work/Life Balance- Refers to the extent to which an employee is able to adequately fulfill both the personal and professional commitments.

Personal factors are the factors that are attributed to the individual, but affect his/her decision to leave the organization. It includes the following factors: • Geographical Location- Refers to the geographical location of the organization and if that location is feasible for the employees to be located at to fulfill his/her professional commitments. • Career Goals- Refers to the personal goals that motivates/drives an employee, which involves better job opportunities outside one’s current organization, better pay package, better role etc. • Other Factors- It may include family reasons such as spouse’s transfer or a new job location, reasons like personal health, family responsibilities, a person’s stress resiliency etc.

Personal factors are the factors that are attributed to the individual, but affect his/her decision to leave the organization. It includes the following factors: • Geographical Location- Refers to the geographical location of the organization and if that location is feasible for the employees to be located at to fulfill his/her professional commitments. • Career Goals- Refers to the personal goals that motivates/drives an employee, which involves better job opportunities outside one’s current organization, better pay package, better role etc. • Other Factors- It may include family reasons such as spouse’s transfer or a new job location, reasons like personal health, family responsibilities, a person’s stress resiliency etc.

Personal factors are the factors that are attributed to the individual, but affect his/her decision to leave the organization. It includes the following factors: • Geographical Location- Refers to the geographical location of the organization and if that location is feasible for the employees to be located at to fulfill his/her professional commitments. • Career Goals- Refers to the personal goals that motivates/drives an employee, which involves better job opportunities outside one’s current organization, better pay package, better role etc. • Other Factors- It may include family reasons such as spouse’s transfer or a new job location, reasons like personal health, family responsibilities, a person’s stress resiliency etc.

Personal factors are the factors that are attributed to the individual, but affect his/her decision to leave the organization. It includes the following factors: • Geographical Location- Refers to the geographical location of the organization and if that location is feasible for the employees to be located at to fulfill his/her professional commitments. • Career Goals- Refers to the personal goals that motivates/drives an employee, which involves better job opportunities outside one’s current organization, better pay package, better role etc. • Other Factors- It may include family reasons such as spouse’s transfer or a new job location, reasons like personal health, family responsibilities, a person’s stress resiliency etc.

1. Modify your corporate culture:- • Foster a “people culture”, wherein your employees are considered to be your greatest asset. • Communicate a clear mission and a vision for the future of the organization to the employees. • Ensure there is alignment between how you want to shape your company and how it is in reality being shaped, at present, by the actions of the employees as well as the management. • Develop employees for leadership roles and help them grow with the organization. 2. Cultivate a workplace environment that communicates that the organization cares about the employees’:- • Practice a zero tolerance policy for bullying and harassment in the workplace. • Provide equal rights and opportunities to all employees’. • Promote an ‘open door’ policy to encourage employees to freely communicate their grievances, concerns as well as suggestions. • Encourage employees’ to take short breaks in between tasks to rest. 3. Keep the employees’ informed about any organizational change that takes place :- • Inform them why the change is occurring • Help them understand their role in the change and how they can be benefitted by the same. • Provide them adequate support and training required to deal with the changes. 4. Identify the right leaders • Choose leaders based on skills, knowledge and experience. • Match the leaders’ behaviors and skills to the goals and expectations of the organization. • Enhance the skills and close any gaps through training, coaching, on the job learning for the leaders. 5. Develop your employees • Right employees in the right position- ensure that job roles and responsibilities match the worker’s skills, abilities and knowledge. • Keep employees motivated- Constantly engage employees by providing them with rewards and incentives (like gift vouchers, certificates etc.) for targets achieved within a particular time frame. • Avoid workload and overtime- let them enjoy their personal lives and rejuvenate to ensure a healthy and stress free life. • Foster innovation- encourage them to think out of the box to accomplish tasks in a creative way. • Help employees excel in their respective jobs by giving them opportunities for career growth and development like training programs, workshops and so on. • Give employees challenging and interesting tasks to keep them stimulated and involved. 6. Involve employees in decision making process:- • Provide employees’ with opportunities to participate in making decisions about aspects which directly relate and affect their jobs. • Encourage employees to openly voice their opinions and suggestions. 7. Make Job Descriptions clear:- • Clearly define the roles and responsibilities of the employees’ • Clearly define the expectations of the particular role as well as role of others in the organization, to avoid conflict • Update and inform the employees’ whenever changes occur in job roles. • Avoid clashes in job roles by asking employees to carry out multiple roles at a time. 8. Carry out regular Performance Appraisals:- • Give employees feedback on how well they are progressing towards their targets • Appreciate and reward good work • Suggest measures to improve performance • Discuss and decide upon achievable, realistic and time-bound targets and goals for the future. 9. Encourage open communication:- • Ensure there is transparency in communication at all levels and all employees are aware of what is happening around them. • Let the employees know of the values and behavior that are considered to be favorable and acceptable, do not leave them to guess. 10. Help employees’ build good interpersonal relationships with each other:- • Give opportunities to employees to interact with each other socially by organizing office parties, outings and so on. • Provide employees’ a common place where they can go during their break to relax and unwind. 11. Encourage Teamwork:- • Productivity increases when employees work together- Allow team members to interact frequently and consistently with each other to build long term relationships with each. • Be friendly with your team- How managers interact with one’s team plays a role in motivating employees to go above and beyond just what is required. 12. Provide employees with adequate resources:- • Give employees the required resources (like supplies, machinery and so on) to complete tasks efficiently and successfully. 13. Give high performing and competent employees fair and equitable opportunities for promotion and advancement within the organization. • Treat employees fairly when it comes to pay and benefit. 14. Ensure your employees’ physical and psychological safety at the workplace. 15. Promote maintenance of a healthy lifestyle by incorporating programs to enhance psychological well-being of the employees:- • Providing services which can be used by employees and their families- child care centers, wellness centers etc. • Having employee assistance programs (EAP) - to help them deal with personal and work problems like health concerns, financial problems, emotional distress and so on. • Offer programs for professional and personal development- relaxation, stress management, time management, communication skills, team building and others. • Invest in the well-being of the employees-physical and mental health as lifestyle issues like smoking, stress etc are most likely to reduce an individual’s capacity and performance. 16. Focus on improving the organizational effectiveness, as this will lead to high levels of pride, satisfaction and trust in the organization and in turn create a sense of employee loyalty.