Exit Interviews in Syensqo follow a simple, standard, and sustainable approach for extracting insights following the voluntary resignation of individuals S22 and below, as well as those who are part of Talent Pools, in order to learn more about the motivations behind leaving across various demographics (gender, site, country, region, GBU/function, years of service, age range, etc.). These insights help us proactively address engagement among the current and future employees.
The key principles for Exit Interviews are:
A definition of “Regrettable Losses” aligned with the SuccessFactors exit management process.
A simple, standardized questionnaire in order to collect feedback and enable data analysis and identification of opportunities for improvement.
Clear accountability and coordinated collaboration between Site HR Partners, SBPs, and the Talent Growth Platform to meet with the individual and collect their feedback, while avoiding repeat conversations.
Why does this moment matter?
Leaving a job is a critical "Moment that Matters" along the Employee Journey. During the exit interview and in the overall exit process, individuals should feel supported and able to share their experience honestly, without fear of retaliation or judgement. Concerns related to ethics and integrity should be reported using the proper channels.
What is the process?
In general, Exit interviews follow the voluntary resignation of individuals S22 and below and are conducted by Site HR Partners. Further coordination with Country HR or SBPs should be considered depending on the circumstance. HR drives the Exit Interview process with employees, including the following activities :
Sending the relevant consent forms and ensuring the form is signed. Individuals MUST complete a consent form in order for their feedback to be included in the reporting and analysis.
Scheduling the exit interview prior to the employee's last day at work,
Completing the Exit Interview Feedback form.NOTE: this form should be completed by HR and NOT the employee.
Coordinating interview activity with other HR colleagues as appropriate, depending on the employee's S-grade / talent group.
The responsible individual Site HR Partner schedules time with the individual, requests sign off on the consent form, andrecords the feedback in a standard form.
Executives S23+
SBP
Voluntary resignations of individuals from these populations are considered Regrettable Losses.
The responsible individual (SBP, Talent Management) schedules time with the individual, requests sign off on the consent form, andrecords the feedback in a standard form.
Responsibility may evolve as dictated by specific situations, availability, etc. It is therefore recommended that activities are coordinated between the SBP and the Talent Management team to decide the best approach and avoid duplication of efforts.
This process does not preclude people managers from having discussions with departing individuals.
Leadership Team Members
Top Leaders
Head of Talent (or delegate)
Future Top Leaders
Talent Management Team
Future Functional Leaders
SBP
EKAMs
Talent Management Team
CONSENT FORMS
Individuals must complete a consent form prior to the interview in order for their feedback to be included in the reporting and analysis.
Similar to the Syensqo Pulse Survey, follow-up action planning will align with the respective scopes of the various HR teams. The process does not prescribe action or cadence but depends upon collaboration among the Talent Growth Platform, SBPs, and Country and Site HR to anticipate and address issues. Below there are some examples:
Expand
Example 1: SBPs can analyze trends for their GBU / Function. Upon seeing a disproportionate number of leavers from their GBU, can collaborate with Country / Site HR to further analyze the reasons and determine potential mitigation activities.
Example 2: The Talent Team has responsibility for monitoring data for individuals in Talent Pools and can coordinate with SBPs or other leaders to understand and act on trends.
Example 3: DE&I as a subset of the Talent Team will analyze the reasons for leaving within various demographics (including region and age range) and can coordinate action with SBPs or Site HR.
Example 4: Talent Acquisition may analyze the reasons for leaving in order to improve aspects of the hiring process.
