A Study of Employee Exit Interviews
The University of New Mexico 1992-1999
The Department of Human Resources Employee Relations Office October, 2001
Table of Contents
EXECUTIVE SUMMARY..............................................................................................................................1 INTRODUCTION...........................................................................................................................................2 THE DATA .......................................................................................................................................................3 THE RESULTS .................................................................................................................................................3 REASONS FOR APPLYING AT UNM ..............................................................................................................3 WHEN HIRED, WERE YOU PROVIDED ADEQUATE INFORMATION?.........................................................5 WHEN HIRED, WAS TRAINING NECESSARY FOR YOU TO DO YOUR JOB? ................................................6 WHEN TRAINING WAS NECESSARY, WAS IT PROVIDED? ...........................................................................7 THE DEPARTMENT I WORKED IN .................................................................................................................9 MY SUPERVISOR ............................................................................................................................................10 RECOMMENDATIONS..............................................................................................................................11 REVISE THE SURVEY TOOL .........................................................................................................................11 OTHER AREAS FOR FUTURE STUDY ..........................................................................................................11 APPENDIX
Executive Summary
UNM has used an Exit Interview Form for many years. Since 1994, the Employee Relations Office has compiled the responses given by departing employees. This report contains the results of the compilation and analysis of the responses given by departing staff. About 50% of departing staff complete and submit the Exit Interview Form. From this form we gathered data on several key topics: • • • • • • Original reason for applying at UNM Information distributed at the time of hire Training necessary to properly perform the job View of various factors encountered during their employment Effectiveness of the assigned department The immediate supervisor
The staff ratings in most categories are high, with few falling below 50%. This is a very positive finding indicating that, overall, staff who leave the University report a high degree of satisfaction with most factors related to their jobs, their supervisors, and working conditions at UNM. This finding supports the data in A Report on Staff Turnover 1994-1999 that reported low turnover rates for UNM staff in relation to comparable employers nationwide. We are pleased to report objective data that UNM is perceived as a good place to work. Most staff (85%) report that they were provided with adequate information at the time of hire about benefits programs, duties and responsibilities, hours of work and wages. 55% or more of staff reported needing training at the time of hire and approximately 70% report that they received this training. Regarding terms and conditions of employment, we queried how employees felt about fourteen variables. The majority of items, including how employees felt about their annual and sick leave and amount of work, received satisfactory ratings above 90%. The two variables with less than 50% satisfactory ratings were wages and advancement opportunities. Most employees felt their departments were adequately staffed, had necessary equipment, and enjoyed a high degree of cooperation among staff members. Departing employees rated four variables concerning their immediate supervisor at the 60% to 90% level of satisfaction, the highest being knowledge of the job, and the lowest being knowledge about supervision. While the ratings in all categories surveyed are very high, there are areas where the University has paid considerable attention, but where effects have yet to be observed in the data. These include training for supervisors, wages paid employees and advancement opportunities for staff.
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Introduction
All employers have turnover, and departing employees can provide valuable information about the workplace and their work experiences. To learn about these topics, many employers conduct exit interviews. The cost of replacing employees in the current economy is high, and information gained from exit interviews can assist in improving recruitment and retention efforts. UNM has used an Exit Interview Form for many years. Since 1994, the Employee Relations Office has compiled the responses given by departing employees. This report provides the survey results. Copies of the survey tools are in the Appendix. At the time of separation, employees are given the Exit Interview Form to complete and return to the Employee Relations Office. Completion of the form is optional. About 50% of departing employees submit the form. Chart 1 details both the number of Exit Interviews returned and the percentage this represents of regular status staff separations. Chart 1 Average number of Exit Interviews Received Year 1994 1995 1996 1997 1998 1999 Average, all years Number Received 709 531 416 259 349 411 Percentage of Separations 57% 53 44 26 43 54 46%
This study focuses on the questions and responses on the Exit Interview Form, with two exceptions. Employees' reasons for leaving the University and other positions obtained after their departure were examined in the Staff Turnover report and are not repeated here. The Exit Interview Form gathers information on all aspects of the employee’s relationship with the University following initial hire. We have the opportunity to identify areas where we demonstrate strengths in the employment relationship, and where there are opportunities to strengthen that relationship. We also have information that allows the University, the Department of Human Resources, and individual work units the means to address areas where departing employees have noted difficulties or concerns. Following the analysis of the data, this report contains a section with recommendations on identified trends.
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The Data
The information provided in this study is derived from the responses given on the Exit Interview Forms, as a percent of total responses, during the years 1992-1999. Each section of the report corresponds to the sections of the Exit Interview Form.
The Results
Results are provided in the same order as the questions on the Exit Interview Form. Reasons for applying at UNM The first question on the Exit Interview Form relates to why the employee originally applied for work at the University. The employee is given a choice of seven responses from which to choose. Multiple responses are often given. In 1997 the form was amended. It deleted a question relating to the University’s reputation as a “Good Place to Work.” In retrospect this was not a wise decision, because we lost the ability to determine if there has been change in this perception in recent years. Responses to that question in years 1994 – 1996 ran at the level of 30% or lower. The responses to question 1 are detailed in Chart 2. Chart 2 a Reasons for Applying
60 Percentage of Responses 50 40 30 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999
Years
Friend Ad Unemployed
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Chart 2 b Reasons for Applying
50 40 30 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999 Percentage of Responses
Years
Fringes Advance Salary Reputation
Employees cite many reasons for applying to UNM. Some were the result of formal actions undertaken by the University such as newspaper advertising, while others were the result of informal actions such as referrals by friends. Understanding the sources of our successful applicants allows us to focus our efforts on those outreach methods. From 1992-1994, the reasons for applying, in order of most frequently cited, are: • Unemployed and needed a job • Referred by a friend • Fringe benefits • UNM reputation as a good place to work • Career advancement • Advertisement • Salary advancement After 1994, career advancement appears to play an increasing role in attracting successful applicants, while salary advancement is consistently in last place. Prior to removing this option from the survey in 1997, 30% or less cited the University’s reputation as a good place to work as a factor. Advertising job openings played an increasing role in attracting employees, at least until 1997 when its effectiveness appears to have declined. The percentage of employees citing salary advancement opportunities as a factor is steady and low, from 12-18%. It appears that applicants seek employment at the University for reasons other than salary advancement. There are reports in the literature relating to hiring and recruiting practices that strongly suggest that an effective recruiting tool is personal referrals. The data in Chart 2 reflect this as well.
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It appears that staff play a significant role in attracting applicants. This suggests that staff perceptions of the University as a good place to work, broadcast into the community, would assist in creating broader and larger applicant pools. This referral mechanism is now a formal recruiting tool utilized by the Health Sciences Center as a part of their Talent Scouts Program. When hired, were you provided adequate information? The next series of questions inquires about information made available during the hiring process. The inquiry focuses on six topics, reported in Chart 3, and shows the percentage of employees who indicated they did receive adequate information about each of the topics. Chart 3 a
Provided Adequate Information
Percentage of Responses 100 80 60 40 20 0 1992 1993 1994 1995 1996 1997 1998 1999 Years UNM Fringes Promotion
Chart 3 b
Provided Adequate Information
Percentage of Responses 100 80 60 40 20 0 1992 1993 1994 1995 1996 1997 1998 1999 Years Duties Hours Wages
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The responses to this line of inquiry are positive. Respondents indicated they were provided with adequate amounts of information at the time of hire. In 1997 the percentage of favorable responses on each of the measured factors dropped to 72-85% from a high of 89-95%. Since 1998, the percentage of positive responses has been rising. Concerning promotional opportunities, responses followed the same pattern as on the other questions, but the percentage of positive responses was noticeably lower. This may be because internal promotion was not part of the UNM culture until the Career Development Policy was implemented late in 1998. In 1999, the percentage of positive responses increased. There was a sharp decline in positive responses to the question about UNM in general between 1998 and 1999. The factor receiving the highest percentage of positive responses is hours of work. We are clearly communicating effectively to our employees about their wages, hours of work and, to a slightly lesser degree, about fringe benefits. Except for promotional opportunities, the factor receiving the lowest favorable rating was duties and responsibilities. A lower percentage of employees believe that their job duties and responsibilities were clearly explained to them at the time of hire. There is clearly a need to focus on the topic of promotional opportunities at the time of hire. The University’s career development programs were implemented in calendar year 1999 and are outside the study period. Their success and impact have yet to be measured. When hired, was training necessary for you to do your job? The next question asks whether employees were provided training, both at the time of hire and during their career at UNM. Chart 4
Was Training Necessary?
Percentage of Responses 70 60 50 40 30 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999 Years Yes No
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The data indicate a slight increase over time, from 55% to 61%, in the percentage of employees requiring training at the time of hire. This upward trend has been steady since 1992. When training was necessary, was it provided? Chart 5 shows the responses given to this question. Chart 5
Was Training Provided?
Percentage of Responses 80 70 60 50 40 30 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999 Years
yes no
These data reflect very positive responses. The positive responses range from 65 – 76% with a slight drop to 71% in 1999. It appears that UNM is meeting employees' needs for necessary training. The next area of inquiry relates to employees' views on several terms and conditions of employment. Chart 6 a How I Felt About
100 Percentage of Responses 80 60 40 20 0 1992 1993 1994 1995 1996 1997 1998 1999
Years
Type of Work Amount of Work Hours Wages Advancement
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Chart 6 b How I Felt About
100 90 80 70 60 50 40 30 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999 Years
Education/Training Health Insurance Annual Leave Life Insurance Sick Leave Retirement
Percentage of Responses
Chart 6 c
How I Felt About
100 Percentage of Responses 80 60 40 20 0 1992 1993 1994 1995 1996 1997 1998 1999 Years
Supervisor Co-Workers Work Conditions
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Most employees report favorable responses to these factors. The majority of factors were rated at 75% to 98% favorable for each of the eight years. There appears to be a high degree of satisfaction among employees on most measures, including type and amount of work, but not with wages and advancement opportunities. Employees report a slightly lower level of satisfaction with educational/training opportunities and physical conditions. There are high levels of satisfaction with type of work, annual and sick leave, life insurance and retirement. The last factors measured relate to workplace relationships between the respondent and their supervisor and the respondent and their coworkers. Employees report better perceptions about relationships with their coworkers than their relationship with the supervisor. 70% or more of respondents indicate favorable and positive relationships in the workplace. The lowest measures come from responses on wages and advancement opportunities. From the Staff Turnover Report we know that staff cite these as frequent reasons for leaving UNM. These responses are consistent over the eight years measured in this study. There is a noticeable overall decline in the responses given in all categories for calendar year 1999. The reason for this decline is an area to observe to learn if this trend continues. The department I worked in The next area of inquiry relates to conditions in the employee’s workplace. Chart 7 identifies the factors measured and the responses given. Chart 7 My Department
100 90 80 70 60 50 40 30 20 10 0 1992 1993 1994 1995 1996 1997 1998 1999 Years
Good Cooperation Adequate Equipment Adequate Staffing Effective
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Percentage of Responses
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The results from this measure are positive. Our data indicate that a majority of departing employees believe their departments provided them adequate equipment, were effective, had cooperative employees, and were adequately staffed. More than 80% of respondents indicated their departments provided necessary equipment. This factor received the highest rating. Respondents also believed their departments were effective in doing the job required. The positive responses ranged from 70% to 85%. Employees believed that departments enjoyed good cooperation among employees, but at rates lower than the three previous measures. Lastly, most respondents believed their departments were adequately staffed although the percentage of favorable responses was lower than the other items. My supervisor The final area of questioning relates to how employees view their supervisors Chart 8 My Immediate Supervisor 100 Percentage of Responses 80 60 40 20 0 1992 1993 1994 1995 Years
Knowledge of Job Open to Suggestions Knowledge of Supervision Recognized Employees
1996
1997
1998
1999
Greater than 60% of respondents reported satisfaction in these areas. The highest response level comes from the measure of supervisory knowledge about the job. Over the years measured, 80% of employees report satisfaction in this area. This measure relates to technical job knowledge. When asked to rate knowledge of supervision, 70% of respondents stated their supervisors had adequate knowledge of supervision.
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A key area crucial to employee retention, job satisfaction and performance is recognition. Between 60 and 68% of employees stated their supervisors provided recognition. Most employees believe their supervisors were open to suggestions and generally provided recognition for jobs well done.
Recommendations
Revise the Survey Tool Throughout this study have been examples where data are not available or where followup studies are required. The Employee Relations Office re-designed the Exit Interview Form, a copy of which is in the Appendix. The tool may also be amended annually or more frequently to measure the effectiveness of new programs, policies and initiatives undertaken by the University. The form has also been designed to be completed online by staff. It was made available on July 1, 2001 to increase the participation rate and to capture additional information. Other Areas for Future Study We will continue to examine the potential links between applicants drawn to the University for career advancement and the level of satisfaction regarding information about promotional opportunities given at the time of hire. The impact of the career development programs upon the ratings given in Charts 2, 3 and 6 will also receive additional attention. Another area of study will be potential links between applicants applying to UNM simply because they were unemployed and needed work and the level of training necessary at the time of hire. We will also study the reasons applicants seek out the University, and why staff seek to leave the University in greater detail to assist with our retention initiatives. Although postive, one of the lower measures covered by this report was recognition provided by supervisors. To further encourage and support the recognition of staff, the University has adopted a new performance review system that includes a section where supervisors list what support they will provide to their employees, a section on career development, and a mechanism to link performance review and pay for performance. Also, two new proposed programs, Rewards and Recognition and Performance Improvement Partnership, are currently under consideration by the University. In future years, the data from the Exit Interview Form will be incorporated into the Staff Turnover Report so a more complete picture of staff attitudes and opinions can be developed. We believe that the information contained in this report can also be used by supervisors and managers to assist them in their retention efforts.
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