Exit questionnaires improve staff retention

While the last thing you likely want to do after your disgruntled receptionist gives her two week's notice is ask for her feedback, that may just be the secret to keeping that next great receptionist. Finding out why an employee's leaving will help you improve the practice's work environment and better meet the expectations of your current and future employees. The best way to obtain this information is to ask departing employees to fill out exit questionnaires, says Sheila Grosdidier, RVT, a consultant with VMC Inc., a veterinary consulting firm in Evergreen, Colo.

The goal of an exit questionnaire is to get candid information that will help make your practice more attractive to potential employees, says Dr. Karen Felsted, CPA, MS, CVPM, a Veterinary Economics Editorial Advisory Board member and a consultant with Brakke Consulting Inc. in Dallas. "Parting employees tend to be more frank because they're no longer constrained by the fact that you sign the paycheck."

And because their feedback may tell you what you can do better in terms of staff management, you're ultimately working to slow any revolving doors. Grosdidier recommends that you incorporate exit questionnaires into your overall hiring and retention process. And keep in mind, she says, even if you think you know why an employee's leaving—for example, the pay wasn't enough—he or she likely has more feedback to offer.

Everyone leaving your practice, whether by choice or termination, probably has something to say that could ultimately help you run your practice better. But make sure the format remains constructive, Grosdidier says. "If you think your staff member's intention is to share every negative thought he or she had in the past year, then there's little to be gained from the feedback," she says. This is why you might forgo the exit questionnaire if you're parting on bad terms. "If it's an amicable departure—someone's moving out of state, leaving for a better-suited position, or you've mutually agreed this position wasn't the right fit—then ask them to fill out the form," Grosdidier says. "If it's a nasty departure, then don't."

The best time to hand out the form is on your staff member's last day. "Ask that he or she take 10 to 15 minutes to fill it out," Grosdidier says.

Of course, not everyone's ready to share their innermost feelings, but you can take steps to create a safe environment. Remind employees that the information will only be used to improve the practice, won't be shared with everyone, and won't have an impact on your recommendations to potential employers.

Still, some employees may be uncomfortable providing frank feedback. If this is the case, Grosdidier recommends handing them a postage-paid envelope so they can take the form home and fill it out. Or you may choose to ask these questions orally. "In some situations, a face-to-face exit interview may be easier and more comfortable," Dr. Felsted says.

Either way, don't be discouraged if you don't get all you'd hoped for. "While you don't always get useful information, you'll hit pay dirt often enough to make the exercise worthwhile," Dr. Felsted says.