When someone resigns, the usual playbook is pretty predictable: hand over tasks, host a farewell lunch, maybe give a mug or a plant, and move on. But what if we’re missing something bigger? What if exit moments weren’t just about closure, but about insight?
Too often, companies treat resignations as a disappointment or betrayal—something to be dealt with quietly. But in reality, an employee’s exit is a powerful feedback moment. It’s a chance to ask not just why they’re leaving, but what could have made them stay. Instead of just handing over a token gift, organizations should be handing over a sincere invitation: “Tell us how we can be better.”
Exit interviews are frequently reduced to formalities—rushed, polite, and scripted. The truth never really makes it into the HR report. But when done right, exit conversations can expose blind spots in leadership, gaps in growth opportunities, and subtle cultural flaws that went unnoticed while the person was still employed.
The real shift comes when HR and leadership stop treating exits as endings, and start seeing them as audits. A former employee has nothing to lose—and everything to share. That’s not a threat. That’s a gift.
So how do we shift from goodbye gift to goodbye growth?
Make exit interviews honest, not formal. Drop the script. Bring in a neutral facilitator. Ask real questions.
Track trends across exits. Don’t isolate feedback. Spot patterns across departments and managers.
Follow up with action. Show the current team you actually made changes based on what someone said on their way out.
Stay connected. Treat exiting employees like alumni, not exes. They can refer future talent, become clients, or even return.
In today’s work culture, where talent is mobile and reputation is public, how you say goodbye speaks volumes. A well-handled exit can say, “We’re a place worth coming back to.” And that? That’s growth.
When someone resigns, the usual playbook is pretty predictable: hand over tasks, host a farewell lunch, maybe give a mug or a plant, and move on. But what if we’re missing something bigger? What if exit moments weren’t just about closure, but about insight?
Too often, companies treat resignations as a disappointment or betrayal—something to be dealt with quietly. But in reality, an employee’s exit is a powerful feedback moment. It’s a chance to ask not just why they’re leaving, but what could have made them stay. Instead of just handing over a token gift, organizations should be handing over a sincere invitation: “Tell us how we can be better.”
Exit interviews are frequently reduced to formalities—rushed, polite, and scripted. The truth never really makes it into the HR report. But when done right, exit conversations can expose blind spots in leadership, gaps in growth opportunities, and subtle cultural flaws that went unnoticed while the person was still employed.
The real shift comes when HR and leadership stop treating exits as endings, and start seeing them as audits. A former employee has nothing to lose—and everything to share. That’s not a threat. That’s a gift.
So how do we shift from goodbye gift to goodbye growth?
Make exit interviews honest, not formal. Drop the script. Bring in a neutral facilitator. Ask real questions.
Track trends across exits. Don’t isolate feedback. Spot patterns across departments and managers.
Follow up with action. Show the current team you actually made changes based on what someone said on their way out.
Stay connected. Treat exiting employees like alumni, not exes. They can refer future talent, become clients, or even return.
In today’s work culture, where talent is mobile and reputation is public, how you say goodbye speaks volumes. A well-handled exit can say, “We’re a place worth coming back to.” And that? That’s growth.
