Interesting article by Reid Hoffman (LinkedIn founder) in HBR. Particularly liked this part: "The traditional exit interview represents a lost opportunity ... You can make your company stand out by emphasizing the ongoing nature of the relationship. This is also, of course, an opportunity to learn about ways the company and you can do better. Departing employees are more likely than current ones to be honest, and the flaws in your business and organizational practices may be on their minds. Listen closely to what they say ... If the employee who’s leaving is one of your stars, you should provide an even higher level of service (assuming he handles his departure professionally and doesn’t take the rest of the organization with him). Such folks are likely to go on to great things and to be the hubs of their networks, which could prove very valuable to you. .. You need to provide benefits if you expect to receive them. ... The cost is minimal, and the trust and goodwill gained can be substantial. Some might consider it extravagant to 'reward' employees who have left, but that view misses the point. Most employees don’t leave because they’re disloyal; they leave because you can’t match the opportunity offered by another company."
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