Exit interviews: A full guide [and free downloadable]

A quick insight: More than half of UK employees, around 55%, report they were not invited to a formal exit interview when resigning. That is a missed opportunity for insight, retention and improvement. Well-run exit interviews help organisations uncover root causes of turnover, collect candid feedback and build trust by showing employees their voice matters.

When employees leave, it is not just the loss of skills or knowledge that matters. It is also the stories behind their decision to go. Exit interviews provide a rare chance to hear unfiltered feedback that current employees may be hesitant to share. These conversations can shine a light on hidden challenges, from frustrations with management to gaps in career development.

Handled well, the act of carrying out exit interviews builds a cycle of listening and acting that supports those who remain. By treating leaver feedback as a valuable data point within the employee lifecycle, organisations can make meaningful changes that improve retention, strengthen culture and create a better working experience for everyone.

To help you have the best possible exit interviews you can have, we have prepared a free downloadable for you, which outlines common feedback often given during exit interviews and how to respond.

Check out these free survey questions for departing employees

What is an exit interview?

An exit interview is a planned conversation or survey with an employee who is leaving the organisation. It usually happens close to their final working day and collects feedback about their experience, reasons for leaving and suggestions for improvement. Many organisations supplement face-to-face interviews with leaver surveys to extend reach and maintain anonymity. Our employee lifecycle surveys include leaver survey options that can work alongside exit interviews.

…and why they matter

Exit interviews yield insights that your typical employee surveys may not reveal. Employees who are on their way out the door tend to be more candid about areas such as management quality, team culture and operational roadblocks. Because they are leaving, they may feel safer giving feedback.

And that’s where the real value to the company comes in. When insights from exit interviews are analysed and acted upon, organisations can address systematic issues like leadership gaps, unclear processes or cultural friction before they impact more staff. That turns turnover from a cost into a learning opportunity.

The hidden gap: many do not get exit interviews

According to one source, 55% of UK employees who resigned were not invited to a formal exit interview. This suggests many organisations are missing valuable feedback. The same report indicates many would have been willing to share feedback on topics such as mental health, culture and management if asked.

When exit interviews are skipped, issues may go unspoken until they drive further turnover or surface publicly through reviews on sites like Glassdoor.

Myths and misconceptions about exit interviews

Exit interviews are sometimes misunderstood, which means organisations may not use them to their full potential. Here are a few common myths worth challenging:

“Exit interviews don’t matter because people have already left.”
In reality, leavers often provide the most honest feedback. They are no longer worried about repercussions and can highlight issues that current employees may hesitate to mention.

“Leavers will never be honest.”
While some people may hold back, most will share openly if the process feels confidential, respectful and purposeful. Clear communication about how feedback will be used can encourage candour.

“Only HR should conduct exit interviews.”
While HR is often best placed, managers and leaders can also benefit from hearing feedback directly. In some organisations, a neutral third party is chosen to help balance openness with accountability.

Alternative formats for exit interviews

The traditional one-to-one conversation is not the only way to conduct exit interviews. Different formats can work better depending on the organisation and employee preference:

• Face-to-face: Provides the richest conversation and allows interviewers to read body language, but requires scheduling time in person.
• Video call: A flexible option for hybrid or remote workers, maintaining personal connection while reducing logistical barriers.
• Phone call: More accessible for some employees, though less personal than video or in-person formats.
• Online survey: Efficient and scalable, especially for larger organisations, though lacks the depth of dialogue.

Offering employees a choice can increase participation rates and the honesty of responses. For example, an employee uncomfortable with a formal meeting may prefer the relative anonymity of a survey.

How to prepare for an exit interview

Thoughtful preparation ensures you maximise the value of the interview. 

The following steps will set you in good stead:

1. Define your objectives: decide what you want to learn, such as culture, leadership, career path or workload
2. Select the interviewer: ideally a neutral HR person or someone unaffiliated with the leaver’s line manager
3. Choose the format: face-to-face, video or structured survey, with hybrid approaches often encouraging candour
4. Prepare questions but allow flexibility: use core themes yet leave room to explore new topics
5. Create a safe environment: emphasise confidentiality and frame the interview as constructive, not confrontational
6. Schedule appropriately: ideally before the employee’s final few days so details are fresh but the person is still available
7. Provide context: supply past survey results or organisational objectives so feedback aligns with strategy

Below, download our free guide on common sentiments shared in exit interviews and how you can respond

How to conduct exit interviews well

Here is a step-by-step approach to running a productive exit interview:

1. Build rapport: start with a casual tone, express gratitude and establish purpose
2. Use structured but open questions: move from general to specific, such as “What made you decide to leave?” followed by “Which factors influenced that decision?”
3. Probe gently: ask follow-up questions like “Can you give an example?” or “How did that impact your work?”
4. Allow silence and reflection: sometimes valuable comments come after pauses
5. Capture verbatim quotes where comfortable: use them in anonymised reports
6. Close positively: ask what the organisation could do differently and thank them for their time
7. Follow up: send a summary of themes and update them on actions taken

Analysing and acting on exit feedback

Collecting data is just the start. To turn feedback into impact:

• Group responses by theme to identify recurring patterns
• Correlate with survey results or retention metrics to validate significance
• Prioritise actions based on frequency, effort and impact
• Communicate findings across leadership and relevant teams
• Integrate action items into local action plans or improvement programmes
• Monitor through follow-up surveys or check-ins to see whether changes demonstrate effect

Using exit interviews with anonymous leaver surveys

While exit interviews offer valuable one-to-one conversations, not every departing employee feels comfortable sharing openly in person. That is where anonymous leaver surveys play a useful role. These surveys allow employees to share feedback confidentially, often leading to more candid responses on sensitive topics like leadership, workload or pay.

When used together, exit interviews and anonymous surveys provide a fuller picture. Interviews capture nuance, context and tone that surveys cannot. Surveys, meanwhile, provide broader trend data that can be tracked over time and benchmarked across departments or sectors. 

For example, if repeated survey responses flag workload pressure, HR can use exit interviews to explore the underlying causes in more detail.

Combining both methods also reduces the risk of missing insights. Some leavers will only open up face-to-face, while others prefer the security of anonymity. Together, they form a more complete listening strategy that helps organisations make informed decisions.

Address confidentiality and data handling

Confidentiality is often a deciding factor in how honest an employee will be during their exit interview. It is important to clearly explain how feedback will be handled. For example, responses should be anonymised before being shared more widely, and any direct quotes should only be used with the employee’s consent.

HR teams should store exit interview data securely, following GDPR and internal data protection policies. Summarising themes at a team or organisational level prevents individuals being identified while still providing actionable insights. Communicating this process upfront helps employees feel safe to speak freely, which in turn strengthens the value of the insights gathered.

Future of exit interviews

Exit interviews are evolving alongside workplace technology and changing employee expectations. Increasingly, organisations are integrating exit data into wider employee listening strategies rather than treating it as a stand-alone process.

Modern platforms can combine exit interview data with engagement surveys and pulse checks, creating a continuous picture of employee sentiment. AI and analytics tools like Prism can also help HR teams identify patterns across multiple interviews, such as recurring themes about workload or leadership behaviour.

Looking ahead, exit interviews will likely become more predictive, not just reflective. By spotting trends earlier, organisations can address systemic issues before they drive further attrition. This shift transforms exit interviews from a reactive tool into a proactive driver of meaningful change.

Making exit interviews part of culture

The most effective organisations treat exit interviews as part of continuous listening, not a one-off checkbox. When your culture encourages open dialogue, is transparent about what is learned and visibly acts on feedback, exit interviews help close the feedback loop and build credibility. Ultimately, they support retention more than just reporting metrics.

Want help designing exit interview frameworks or analysing leaver feedback in your organisation? Get in touch for an employee lifecycle survey today.