Employee Exit Interview
A structured, encrypted exit interview form for HR teams — capturing reasons for leaving, satisfaction with management, compensation and culture, and constructive suggestions for the organisation.
The single most useful answer in an exit interview is usually the one about the manager — and it is also the answer the departing employee will not give if the manager is in the room, or might see the file. Everything about how an exit interview is run follows from that constraint, which is why the form matters more than the conversation.
Who may read the answers
No. The direct manager is frequently the subject of critical feedback in exit interviews. Responses should be accessible only to senior HR or a level above the departing employee's reporting line.
Confidentiality of exit interview data
Exit interview responses contain sensitive assessments of managers, colleagues and the organisation. Responses should be encrypted and accessible only to senior HR or management — not to the departing employee's direct manager. Aggregate trends, not individual quotes, should be shared more broadly.
What the form collects
- Primary reason for leaving (structured choice + open field)
- Satisfaction ratings: management, compensation, growth opportunities, work-life balance, team culture
- Whether the employee would recommend the organisation as a workplace
- What the organisation could have done differently to retain them
- What they valued most during their tenure
- Suggestions for improvement
What turnover actually costs
Voluntary turnover is one of the most expensive and disruptive events for any organisation. Replacing a mid-level professional typically costs 50–200% of their annual salary when recruitment, onboarding, and productivity ramp-up costs are factored in. Exit interviews give organisations a direct line to the real reasons people leave — which are often different from what appears in formal resignation letters.
Research consistently shows that the top reasons for voluntary turnover are not compensation — they are manager relationship quality, lack of growth opportunities, and culture fit. An exit interview that captures these dimensions helps HR teams identify whether turnover is driven by individual circumstances or systemic issues, and build targeted retention programmes.
What to ask
- Why are you leaving? (And what is the real reason if different from what you've stated officially?)
- What would have made you stay?
- How would you describe the management culture?
- Were you given the tools and support to do your job effectively?
- Were there development or growth opportunities available to you?
- Would you consider returning in the future?
- Would you recommend this organisation as a place to work?
Written form versus a face-to-face conversation
| In-person exit interview | Digital exit interview form | |
|---|---|---|
| Candour | Social pressure to be positive | More candid written responses |
| Comparability | No structured data for comparison | Rated dimensions enable trend analysis |
| Timing | Scheduled conversation may not happen | Form can be completed asynchronously |
| HR burden | Requires trained interviewer and time | Self-service, consistent across all leavers |
Running it
Use this template
Copy it into your dashboard — the departure-reason and manager-feedback questions are already structured.
Send during the notice period
Share the form a week before the last day — employees are more candid when the employment relationship is ending than on their final day.
Analyse aggregate trends
Review exit data quarterly to identify patterns — recurring themes about management style, compensation, or culture reveal systemic issues.
Questions HR teams ask
Is participation mandatory?
Exit interviews are typically voluntary. Making them mandatory reduces candour. The form should make clear that participation is valued but optional.
How should we use the data?
Track reasons for leaving by department, role level, and manager to identify patterns. Use the data in quarterly HR reviews, management development programmes, and compensation benchmarking.
For more context, see our HR use-case page and our guide to building a retention-focused people analytics programme.