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The Exit Interviews
Mr. Williams James has recently been hired as the Director of Human Resources for an academic medical center located in the Northeast. While he was interviewing for the position, several administrators and physicians told him there was a severe employee morale problem, particularly among registered nurses. Mr. James later learned that the average annual turnover rate of nurses at this facility has averaged 18.4 percent as compared to 11.6 percent in the metropolitan area of the past three years.
Mr. James was aware that all exiting employees are required to complete an exit interview questionnaire and interview prior to receiving their final pay check. He asked his assistant to pull the files for all exit interviews of departing nurses and prepare a summary of the major reasons for leaving and specific suggestions for how the facility could increase retention.
When the results were compiled, Mr. James was disappointed. The utility of these data was very low. Most of the respondents indicated they were leaving for “personal reasons,” “family responsibilities,” or “job offer.” Very few volunteered recommendations for how the facility could improve nurse retention even when asked directly on both the questionnaire and during the interview. The recommendation mentioned most frequently was “better parking.”
The prevailing opinion of individuals with whom Mr. James spoke was that departing employees are reluctant to discuss any “sensitive” issues or concerns for fear of alienating the interviewer or supervisor. He was told no one wanted to possibly jeopardize their recommendation to other employers due to anything they might say during the exit interview. Through his informal conversations with nurses and nurse supervisors he knew there were many problems and concerns shared by many nurses including inadequate staffing, lack of respect and support from supervisors and top management, favoritism in salary increases and promotions, and high stress levels due to all of the above. Yet he was unable to document these problems and others with the current exit interview data.
Mr. James is now attempting to determine the best methods of identifying employee problems and assessing employee reaction to the organization, its various components, and various human resource policies and programs. He is also interested in determining factors that cause many of the long-tenured nurses to stay.
Questions
1. Discuss the nature and causes of the problem.
2. Should Mr. James attempt to improve the exit interview process? If so, how?
3. What other alternatives should he consider in addition to or instead of exit interviews?
4. How can Mr. James use the information generated about why nurses stay or leave to improve nurse retention?
Case 3: Which Employee Should Be Terminated?
I. Objectives:
A. To make you aware of the difficulties involved in making termination decisions.
B. To familiarize you with possible criteria a manager can use in making termination decisions.
C. To give you practice in conducting termination interviews.
Directions: Develop a list of criteria for layoffs and rank the title examiners from first to go to last to go. Choose the employee to be terminated and explain why. Explain the process in which you terminate the employee.
Situation
The Stanton Tile Insurance Company was founded in 1964 by Harvey Stanton to sell title insurance policies to buyers of real estate. The company works closely with a group of about 35 lawyers who, although they do not actually buy the title insurance policies, encourage their clients (the property purchasers) to do so. When the company was originally established, Mr. Stanton was its only employee. As sales increased, new employees were hired, and now 23 individuals are working in various capacities for the firm. Mr. Stanton has always followed the policy of making all major decisions himself. This includes making all personnel decisions such as determining who should be hired and how much they should be paid.
Five of the employees work primarily on examining titles at local government offices. In recent weeks, Harvey has noticed that the workload of these five employees has declined considerably. In part this is due to the recent election of three “no-growth” candidates to the city council. In addition, a competing firm has recently opened an office in town and is successfully taking business away. Harvey has reluctantly decided that he must terminate the employment of one of the title examiners. He cannot simply transfer one of them to a new position. His only question is, which one?
A summary of Harvey’s evaluation of each title examiner is in Exhibit 1; a profile of each of the five title examiners appears below:
Rick Feinberg Forty-five years old; white; married with three children; 20 years with the company; graduated from a community college; knows how to resolve difficult title policies due to his extensive experience; is difficult to get along with; antagonizes other employees at main office; hates to fill out company reports not related to title examination and refuses to do so on occasion; will not work overtime under any conditions, which puts burden on others.
Jeff Simon: Twenty-three years old; black; married; attending college; one year with the company; wife works at main office as a computer programmer; works very hard and is eager to learn; well liked by all employees and is highly dependable; is never absent and will gladly work overtime to meet emergencies; with more experience he should be an outstanding title examiner; is highly loyal and dedicated; moved recently to a new apartment across the street from the government office where he works.
Kathy Wallace: Twenty-four years old; single; college degree; black; working on her MBA at night; three years with company; well liked by employees; very active in community affairs; capable of moving up to a top management position with the company; often misses work due to school and community activities.
Doris Matthews: Thirty-six years old; married; white; attended community college but did not graduate; 10 years with company; niece of Harvey Stanton; has had eye problems and headaches that affected work quality this year and may continue to do so; has been very helpful in getting new business for the company; is well-known and highly respected by law firms.
Anthony Pope: Sixty-three years old; white; 15 years with company; no college; hard working and well liked by employees; three children in college; a solid, stable employee who is able to remain calm and solve problems in crisis situations; excellent at resolving conflicts between employees; well-known to local government officials; very slow but highly accurate worker.
Exhibit 1: Harvey’s Evaluation of Individual Job Performance for Title Examiners for Last Year
Title Examiner
Current Salary Work Quality Work Quantity Knowledge of Job Depend-ability Coopera-tiveness
Rick Feinberg
$27,000 Excellent Good Excellent Good Poor
Jeff Simon
$22,000 Good Good Fair Excellent Excellent
Kathy Wallace
$26,500 Good Fair Good Fair Excellent
Doris Matthews
$24,000 Poor Good Excellent Good Good
Anthony Pope $25,000 Good Poor Excellent Excellent Excellent
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