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Exit Surveys: Processes and Payoffs

Exit Surveys: Processes and Payoffs. American Correctional Association 135th Congress of Correction August 10, 2005. Carl Nink Executive Director, MTC Institute. Presentation Overview. Jobs, economics, and workforce dynamics To stay or go? Exit interview/survey information

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Exit Surveys: Processes and Payoffs

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  1. Exit Surveys: Processes and Payoffs American Correctional Association 135th Congress of CorrectionAugust 10, 2005 Carl Nink Executive Director, MTC Institute

  2. Presentation Overview • Jobs, economics, and workforce dynamics • To stay or go? • Exit interview/survey information • Analyzing the program and processes • Staff perspectives • On-line resources

  3. Economics • Non-skilled jobs decreased (HS/GED or less). • 75% of new jobs created by 2010 will require skilled labor. • Greatest growth for post-secondary and 4-year degree educations.

  4. Labor Market • DEMOGRAPHICS • Slow population growth (0.89% in 2002). • Slow labor force growth (Less than 1% per year). • Aging population (Less workers available). • Increased immigration (Skilled & unskilled).

  5. Labor Market (continued) • High skill jobs increasingly exported. • Demand for workers continues to increase. • Labor shortage of 6 million in 10 years. • As economy recovers, demand for employees explodes (35 million shortfall by 2030).

  6. Expected Labor Force & Demand 2002 - 2030 Millions Source: Employment Policy Foundation tabulations of Bureau of Labor Statistics/Census Current Population Survey Date.

  7. How Often Have You Heard… No-one is Indispensable?

  8. Main Reasons Staff Stay • Learning and growth • Careers developed • Work with great people • Work with a great boss • Pay that is fair and competitive Source: Kaye, B. K. & Jordan-Evans, S. (2002). Love ‘Em or Lose ‘Em: Getting Good People to Stay. San Francisco: Berret-Koehler Publishers, Inc.

  9. Predictors of Staff Turnover • Turnover intention; • Organizational commitment; • Job satisfaction; • Poor supervisory relationships and lack of communication. Source: MTC Institute (2004). Correctional Officers: Strategies To Improve Retention. Management & Training Corporation: Centerville, UT.

  10. Exit Interview/Survey Checklist • Policy and Procedures exist? • Purpose: Management has decided what it wants to know? • Well designed set of questions and/or survey instrument is in place? • Data and information is put to use? • Protocol makes conducting an interview or survey safe, effective, and efficient?

  11. Survey/Interview: Typical Item Areas • How were you supervised? • How is the organization or facility run? • Under what conditions would you have stayed? • What did you like most (least) about your position? • Suggestions to improve conditions, production, or morale? • Any compensation or benefit issues?

  12. Why Do We Need To Know? • Improve the health and safety of the workforce • Address human resource issues • Recruitment and pre-hire assessment • Training improvements • Merit/Performance review • Plan the Budget • Improve management and operational oversight

  13. Survey Development Process Steps • Perform literature search. • Review content. • Review item content relevance. • Consider demographic factors desired. • Pilot testing of instrument. • Keying into electronic database; storage of paper survey instruments for how long. Source: Survey Development and Design. Parks & Recreation; Dec2004, Vol. 39 Issue 12, p28, 2p.

  14. Survey Design: Content and Look • Purpose and what are we trying to measure? • What demographics are desired? • How many questions do we want? • What type of rating scale are we using? • How will we know the survey worked? • Will we be able to act on the data? Source: Squires, P. and Coto, A. (2005). Ask ‘Why?’ Direct; 7/1/2005, Vol. 17 Issue 9, p35, 2p.

  15. Survey Design: Helpful Tips • Select a useful title and provide the purpose. • Provide general instructions. • Allow “don’t know” and “not applicable” selections. • Keep it short and simple. • Reading level should be at an 8th grade or lower. • Select a rating scale with 4 to 8 points. Source: Squires, P. and Coto, A. (2005). Ask ‘Why?’ Direct; 7/1/2005, Vol. 17 Issue 9, p35, 2p.

  16. Exit Interview Process • Notice of intent to terminate • Process information provided • Supervisor support • Ease of completion • Privacy

  17. Exit Interview Protocol • Limit interruptions; Set aside the time needed • Keep calm; Listen rather than talk • Ask open ended questions (i.e., what, how, why) • Use where, when and closed (yes/no) questions to address specific points • Who questions should be used with great care (exit interviews are not about blame)

  18. Exit Interview Content Development Strike the right balance between information needs and survey length. • Besides the reason for separation, questions should allow exploration of broader issues. • Use open ended questions and include attitudinal measures. • Implementation – consistent and encouraging honest feedback. • Feedback should be available for the organization, sub-units, program and manager. • Be able to distinguish between those items under the control of the organization and those that are not. Source: Gray, R. D. (2005). Exit Interviews and Employee Turnover. Retrieved on July 31, 2005 from http://www.insightlink.com/exit_interviews_employee_turnover.html

  19. Interview Participation Rates Low? • Interview takes too long. • Questions are confusing or personally invasive. • The employee doesn’t believe it make a difference. • The employee is afraid of repercussions or is angry at the company. • The employee procrastinates or forgets. • The process is difficult or uncomfortable. Source: Gray, R. D. (2005). Exit Interviews and Employee Turnover. Retrieved on July 31, 2005 from http://www.insightlink.com/exit_interviews_employee_turnover.html

  20. Exit Interviews: Some Employee Perspectives • It is a chance to give constructive feedback. • Will you, the separating employee, benefit? • Is this anonymous? • Why did they wait until now to ask questions? • Will anyone really use the input? • Will what you really want to say “burn bridges?” • Will answers here impact ability to sue later?

  21. Feedback Payoffs • Remedial and preventative • Improving health & safety • Strategic Improvement opportunities • Induction improvements • Management or supervisory training • Waste and efficiency improvements • Budget (compensation, benefits, equipment, etc.)

  22. Online Resources • www.nobscot.com/ • www.ci-wackenhut.com • www.HR.BLR.com • www.IQPartners.com • http://www.prconline.com/services-other-eei.asp • http://www.insightlink.com/

  23. Exit Surveys: Processes and Payoffs Questions and AnswersThank You!Carl NinkMTC Institutewww.mtcinstitute.com

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