An exit survey focused on diversity

of managers are women
participation rate

This brand-name company's long-standing reputation for being an excellent employer was affirmed year in and year out by the many applicants seeking to join the organization. Its lofty standing in public employer rankings did the rest. But then came the financial crisis. Its image took a downhill turn with plenty of signs pointing to a gradual decline. On top of that, the company's considerable efforts to get more women into management positions fell short of the mark.

The firm decided to get to the bottom of the problem and remedy it. The regular employee survey provided valuable information, as did data sourced from other projects. But the company sought to dig deeper for details with an exit survey that factors the business strategy and objectives into the equation: Why are employees leaving the organization? Is it for the presumed reasons or is it something completely different that is prompting people to depart? What are the main reasons for joining another company, especially among women? Where do these people go and why? Do reasons and motivations change over time? Does the company have the power to influence any of this? If so, what can be done to turn things around? It was hoped that departing employees would provide more honest, unvarnished and reliable statements.

Teaming up with the company's delegates, LOGIT developed a custom concept with input from management, the works council, the data protection officer and all other stakeholders. LOGIT has since conducted surveys with the respondents' anonymity assured. If the responses exceed the threshold for the minimum sample size, the anonymous results flow back to the organization. LOGIT analyzes the results once a year, and presents its findings and recommendations for action to HR management.

The exit survey is now integral to the company's listening strategy. Very well received by departing employees, it furnishes important insights. Our regular analyses have shown that there are no systemic differences between respondents and non-respondents, so the results are deemed to be representative. These findings have triggered important changes in the recruiting process and in personnel development programs. And they have been incorporated in various initiatives and programs to enable more women to climb the career ladder at the company.