Exit Interviews in Solvay 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.
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, Talent Practice Team, and SBPs to meet with the individual and collect their feedback, while avoiding repeat conversations.
Analysis and reporting will take place on a recurring basis by the Talent Practice Team.
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. Individuals must complete a consent form prior to the interview in order for their feedback to be included in the reporting and analysis.
REGRETTABLE LOSSES
Exit interviews will follow the voluntary resignation of individuals from one or more of the following key populations:
Group Critical Positions (S23+, EKAM).
Emerging & Future Top Leaders / Leaders.
Individuals must complete a consent form prior to the interview in order for their feedback to be included in the reporting and analysis.
Population
Primary Responsibility for Exit Interview
Approach
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.
Diversity Talent Manager to cover specific demographic groups (eg. S19+ women) - to be coordinated with the responsible HR.
Leadership Team Members
Top Leaders
Head of Talent (or delegate)
Future Top Leaders
Talent Management Team
Future Functional Leaders
SBP
Emerging Leaders
SBP
EKAMs
Talent Management Team
S22 and below
Connect or SBP
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.
Similar to the Solvay 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 Team, SBPs, and Country and Site HR to anticipate and address issues. Below there are some examples:
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.