Exit Interview Themes Analysis
Learn from leavers' reasons.
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Analyse exit feedback. Anonymised summaries of reasons given by leavers: [EXIT_DATA]. Number of leavers: [LEAVER_COUNT]. Group reasons, count and rank them, and calculate each share. Separate controllable from uncontrollable reasons and identify teams or managers with patterns, presented as questions. Return a table and actions. Add a worked tally: 40 leavers; reasons given: pay 12 (30 percent), career progression 10 (25 percent), manager relationship 8 (20 percent), workload 6 (15 percent), relocation 4 (10 percent). Controllable: pay, progression, manager, workload, together 90 percent. Present manager patterns as questions to investigate with HR and avoid naming. Add a worked grouping and a short guide for the interviewer: use the same open questions each time, ask someone other than the line manager, record specific examples, and share themes quarterly without identifying individuals. Add a column for what the organisation already knew and one for what it has changed since the last review. Remind readers that exit responses may be polite rather than complete.
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Invented tally of 40 leavers: pay 12 (30 percent); career progression 10 (25 percent); manager relationship 8 (20 percent); workload 6 (15 percent); relocation 4 (10 percent). Total 40. Controllable: pay, progression, manager and workload together = 36 of 40 = 90 percent. Pattern to investigate: 6 of the 8 manager-relationship reasons came from one department; a question for HR, not a conclusion. Caution: exit answers may be polite rather than complete. Action: a skip-level conversation in the department concerned, and a manager support programme.
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