Mining the good from the goodbyes

Abstract

Purpose

This case study seeks to demonstrate how to re‐engage talented employees after they have left an organization. The “Green Room” is a facilitated process that moves beyond a simple employee exit survey approach to build rapport that supports not only re‐engagement, but also the identification and actioning of critical push and pull factors at play within an organization. This enables it to develop and strengthen its employee value proposition and its positioning as an employer of choice.

Design/methodology/approach

The process builds from a customized and structured questionnaire, facilitated by the use of a third party agency to encourage perceived neutrality and drive up reliability of information. The process also provides exited staff with networking opportunities, coaching and access to thought leadership in their industry and sector, providing opportunities for personal development regardless of their final re‐engagement decision.

Findings

Through the provision of confidentiality and skilled third party practitioners, the Green Room process not only leads to the successful return of a percentage of previously departed key talent, but informs an organization's talent management, recruitment and retention strategies and practices, and can significantly reduce attrition rates.

Originality/value

Highly cost effective, this integrated process provides other significant benefits over traditional exit survey practices, including the development of dynamic databases that can drive and guide process and procedural changes that are informed by genuine, rather than perceived, areas for action with regard to the push and pull factors that are influencing both recruitment and talent retention.

Citation

Franckeiss, A. (2010), "Mining the good from the goodbyes", Strategic HR Review, Vol. 9 No. 5, pp. 24-29. https://doi.org/10.1108/14754391011064392