the power of goodbye: why exit interviews are essential for aged care facilities.

One of the most significant challenges in aged care is staff turnover. High turnover rates can lead to decreased continuity of care, increased recruitment and training costs, and potential burnout among remaining staff. Exit interviews are a critical tool in understanding why employees are leaving. By identifying common themes and recurring issues, facilities can address root causes of dissatisfaction and implement strategies to improve retention. For instance, if multiple departing employees cite workload, lack of support, or management issues, these are clear indicators for targeted intervention.

Departing employees often feel more comfortable providing honest and candid feedback, as they no longer fear repercussions. This makes exit interviews an invaluable source for uncovering systemic problems within the facility, such as inadequate training programs, ineffective communication channels, unfair workload distribution, or even issues with workplace culture. This feedback can highlight areas for improvement in policies, procedures, and overall operational efficiency.

When employees see that their feedback is valued and acted upon, it fosters a culture of trust and transparency. Even for those who are leaving, a positive exit experience can leave a lasting impression, potentially turning them into advocates for the facility. More importantly, addressing the concerns raised in exit interviews can significantly improve the working environment for current staff, leading to higher engagement, better morale, and increased productivity.

In the aged care sector, reputation is paramount. Negative experiences shared by former employees, especially on social media or review sites, can severely damage a facility's standing and make it harder to attract new talent. By conducting professional and empathetic exit interviews, facilities can mitigate potential negative publicity and demonstrate a commitment to continuous improvement. A positive exit experience can lead to former employees speaking positively about the organisation, even after their departure.

Exit interview data, when collected consistently over time, can provide valuable benchmarks. Facilities can track trends in reasons for leaving, compare their retention rates against industry averages, and identify best practices that contribute to employee satisfaction and longevity. This data-driven approach allows for more informed decision-making and strategic planning.

The timing of the exit interview is crucial. It should be scheduled during the employee's final week, but not on their last day, which can be hectic and emotionally charged. This allows for a more relaxed and reflective conversation. The setting should be private, comfortable, and neutral. A meeting room away from the employee's usual workspace is ideal. Consider a face-to-face meeting as it allows for better rapport and the ability to read non-verbal cues. If a face-to-face meeting isn't possible, a video call is the next best option.

The person conducting the interview should be perceived as impartial and trustworthy. While the direct manager can provide valuable context, they may not always be the best choice, especially if they are part of the reason for the employee's departure. A representative from Human Resources, a senior manager from a different department, or a dedicated, trained exit interviewer can often elicit more honest feedback. The key is to create a safe and non-threatening environment.

Don't go into an exit interview unprepared. Develop a standard set of open-ended questions to ensure consistency and allow for meaningful comparisons across interviews. However, also be prepared to deviate from the script and ask follow-up questions to delve deeper into specific issues. Explain the purpose of the interview at the outset: to gather constructive feedback to improve the workplace for current and future employees. Reassure the departing employee that their responses will be treated with confidentiality and used for overall improvement, not for individual retribution.

An exit interview is not a time for debate or defense. The primary role of the interviewer is to listen. Practice active listening by paying close attention, nodding, and summarising key points to ensure understanding. Show empathy and thank the employee for their contribution to the organisation and for taking the time to provide feedback. Avoid the temptation to argue or justify existing policies or management decisions. The goal is to understand the employee's perspective, not to win an argument.

Look for recurring themes across multiple exit interviews rather than focusing on isolated comments.

Not every issue can be fixed immediately. Focus first on changes that have the biggest impact on staff wellbeing and retention. Implement SMART goals to action each area for improvement.

Share (anonymised) insights with leadership teams and, where appropriate, with staff to show their voices are being heard.

Exit interview feedback should not be a one-off exercise but an integral part of ongoing organisational development. Use the insights to refine recruitment strategies, improve onboarding processes, enhance training programs, and develop more effective retention initiatives. Revisit data quarterly or annually to measure improvements and refine strategies.