1. EXIT INTERVIEWNEED FOR A NOVEL APPROACH GUIDED BY – BRIG. GURMEET SINGH PRESENTED BY- AMIT KUMAR ANURAG KUMAR GOUTAM SAHU VIJAY SHARMA
2. QUOTE IN A POLITICAL ENVIRONMENT WHICH HAD MANY KINGS , ANY ONE OF THEM RESTING WITH CONTENT WITH HIS OWN TERRITORY WAS LIKELY TO FALL PREY TO THE EXPANSIONIST AMBITIONS OF ANOTHER. - ARTHASASTHRA
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4. EMPLOYEE TURNOVER Macy & Mirvis (1983) defined employee turnover as the movement of employee beyond the boundary of the organization due to reduction of employees' socio-psychological attraction to or interest in the work organization.
5. CLASSIFICATION OF EMPLOYEE TURNOVER Major Causes Pull Type Push Type Unavoidable Turnover Involuntary Turnover
6. CONSEQUENCES OF EMPLOYEE TURNOVER Decreased productivity; work backlog, increased work loads. Increased investment in recruitment, training, & maintenance of employees. Decreased commitment & morale among the employees, leading to poor team dynamics. Knowledge transfer to the competitors.
7. EXIT INTERVIEW An Exit Interview is the process of identifying the reasons for which an employee quits an organization . Scheduled between HR professional & employee planning to quit. The question is about the reliability of the exit interview in collating the right reasons for the employees quitting & to determine if it is a valid approach?
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9. ANALYSIS OF EXIT INTREVIEW Majority of reasons provided at the time of exit interview were voluntary & unavoidable, but after the follow-up stage it was found that most of the reasons were voluntary & avoidable. It proves that exit interview is a “translucent process” which requires a ray of light. Need of the hour-develop a systematic approach in determining the actual reasons for the employees departure.
10. RESEARCHERS ON EMPLOYEE TURNOVER If the turnover could be predicted in advance, the organization would have been able to control it. Factors in predicting employee turnover are: Commitment Job satisfaction Behavioral intentions Process of quitting.
14. FORWARD LOOKING APPROACH Measuring employee attitude while working & should be gauged at the time of employee’s exit. Comparing the attitude scores of employees pre & post quitting. Measuring attitude at regular intervals. The attitude measurement process should lead defining & predicting the “Antecedents-Behavior-Consequences” of an eventual turnover.
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16. CONCLUSION The exit interview process should be a ‘descendent to the attitude measurement process’. The organization can retain the ‘avoidable leavers’. The simple way is ‘trust’. Win your employees confidence and seal your organization exit.
