According to Corkerton, exit interviews are a way for an employer to learn about their company and its policies, its supervisors and its culture. In order to be effective, a useful exit interview “requires a good, committed process and time to allow the soon-to-be former employee time to” expound on their answers, she says.

She urges employers to focus on the overall goal of exit interviews: to learn what policies are working at their company, which aren’t and why.

Timing
The timing of an exit interview is of paramount importance. “Do the exit interview before the person leaves your company. Do not mail them a form after they leave,” says Corkerton. Moreover, she urges company owners not to seek the exit interview on the employee’s last day on the job. “Do them before the employee checks out mentally from your company,” she says.

She also suggests hiring a third party to conduct the exit interview rather than, say, having the company owner handle it. That way, the employee can feel more comfortable and more open. “Questions will not feel so personal,” when administered by an impartial third party, she says.

What to ask
According to Corkerton, there are specific questions to be asked during the exit interview, but they all should start with asking why the employee is leaving the job. More than likely, the employee will respond either they were recruited without seeking a new opportunity or they sought a new job for some reason. Of course, if the employee was terminated, an exit interview may be a moot practice.

If the employee was recruited by another company, the exit interview can delve into what the new employer offered that the current one did not. Was it higher pay? A relocation to more desirable weather? New and exciting responsibilities?

Learning what other companies offered your employee to lure them away “helps the employer be more competitive,” she says. That information will also assist the company owner as they seek to retain current employees.

If the employee resigned for a different opportunity they actively sought, ask why they looked for a new job in the first place. “What were they looking for that they did not receive at your company?” poses Corkerton.

“Give the employee the opportunity to have their say and make their recommendations,” says Corkerton.

As useful as they can be for employers, exit interviews should not be imposed upon departing employees. “They have to be voluntary and without penalty for not participating,” says Corkerton. If they are required, the employee will simply go through the motions just to get it over with, she says.

The value
The exit interview process needs to have value to be worthwhile. That value, says Corkerton, is gleaned from using the information to implement changes at a business.

“If the employer is not going to utilize the information, don’t waste the time or make the investment,” says Corkerton.

If information gleaned from an exit interview is not used or at least, reviewed by the company management, the whole process was worthless. Another reason to utilize the information is that it’s likely the remaining employees will learn whether the comments gleaned from the exit interview led to any changes in policies, benefits or other pay at the firm. If the comments gleaned in an exit interview aren’t even considered by management, the remaining employees “will lose respect for your processes, and that will impact your credibility with your staff,” she says.

The remaining employees will see how the company owner treated the departing employee. If that employee was mistreated on their way out, the rest of the staff will know and may plan for their exit sooner than they ever contemplated.

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Tami Kamin Meyer is an Ohio attorney and writer who tweets as @girlwithapen.