In Vietnam’s rapidly developing economic environment, companies are faced with the challenges of fierce competition for talent and high turnover rates. Exit interviews, as an important tool for talent management, are particularly critical in this context. It not only helps companies understand the real reasons why employees leave, but also provides valuable insights into improving the working environment and increasing employee satisfaction. In the cultural context of Vietnam, direct expression of dissatisfaction or criticism is often inhibited, and exit interviews provide a relatively safe and open platform for departing employees to share their thoughts and experiences candidly.
This guide aims to provide a comprehensive and practical framework for exit interviews for businesses operating in Vietnam. By taking a systematic approach to collecting and analyzing attrition feedback, companies can identify the root causes of talent attrition and take targeted measures to improve employee retention. More importantly, this process can help companies establish a culture of continuous learning and improvement to remain competitive in Vietnam’s talent market. By effectively utilizing this guide, companies can not only reduce the cost of brain drain, but also enhance their employer brand, attract and retain top talent, and achieve sustainable development in Vietnam’s business environment.
Characteristics of exit interviews in the context of Vietnamese culture
In the context of Vietnamese culture, exit interviews present unique characteristics that are deeply rooted in Vietnam’s social and cultural traditions. Most prominent is the profound impact of Vietnam’s interpersonal and face culture on the exit interview process. Vietnamese society attaches great importance to interpersonal harmony, and people generally tend to avoid direct conflicts or negative expressions in order to maintain face and relationships between both parties. This cultural trait is particularly evident in exit interviews. Resigning employees may be tempted to give tactful or vague reasons for leaving rather than directly pointing out problems or dissatisfaction at work. They may choose to use general terms such as “personal reasons” or “family factors” to avoid direct statements that might cause embarrassment or be seen as criticism.
Faced with this cultural background, interviewers need to have keen insight and delicate communication skills. They must learn to read between the lines and understand information that is not explicitly stated. For example, when an employee mentions “looking for new challenges,” it may imply that they feel limited or lack opportunities for growth in their current role. The interviewer needs to gradually gain a deeper understanding of the real situation through skillful questioning and guidance, while also being careful not to make the employee feel forced or lose face.
In this cultural atmosphere, the balance between direct and indirect communication methods is particularly important. On the one hand, the interviewer needs to respect Vietnamese cultural habits and adopt a more subtle and euphemistic expression; on the other hand, he must ensure that he can obtain valuable information and feedback. This requires interviewers to have superb communication skills and be able to use open-ended questions flexibly to create a safe and trusting dialogue environment. For example, techniques such as scenarios or third-person descriptions can be used to allow departing employees to express their thoughts without directly criticizing the company or the individual.
In addition, Vietnam’s collectivistic cultural characteristics will also affect exit interviews. Employees are likely to think more about the impact of their decisions on their teams and co-workers rather than just personal factors. Therefore, the interview may need to explore more issues such as team dynamics and interpersonal relationships. At the same time, due to the respect for elders and authority in Vietnamese society, interview methods may need to be adjusted accordingly when dealing with resigned employees of different ages or ranks.
Core content of exit interview
The core content of the exit interview is a multi-layered, comprehensive information collection process designed to gain an in-depth understanding of all aspects of employee turnover and provide valuable insights for the company’s future improvements. First of all, the discussion of the reasons for leaving the job is the core of the entire interview. This goes beyond simply asking employees why they left, but engaging in in-depth conversations to understand the various factors that led to the decision to leave. This may include career development opportunities, work challenges, compensation packages, work-life balance, company culture and many other aspects. The interviewer needs to skillfully guide the conversation and help the departing employee express potential factors that may have affected his or her decision, including some dissatisfaction or distress that they may be reluctant to express directly.
Job satisfaction assessment is another key component that covers an employee’s overall experience while working for the company. This includes evaluation of satisfaction with job content, work environment, team atmosphere, direct superior management, company culture and other aspects. Through systematic satisfaction assessment, companies can identify key areas that need improvement and which areas they can continue to perform well. This kind of evaluation should not be limited to superficial satisfaction scores, but should delve into the specific reasons behind each aspect and the true feelings of employees.
Feedback on company policies and management practices is another important component of the exit interview. This involves employees’ views and experiences on the company’s policies, systems and management methods. For example, whether the performance evaluation system is fair and reasonable, whether the promotion mechanism is transparent, whether training and development opportunities are sufficient, whether working hours and vacation policies are flexible, etc. This feedback is of great value for the company to improve internal management and improve employee satisfaction and loyalty. Interviewers should encourage departing employees to share their perspectives candidly, including which policies are effective and which may need to be adjusted.
Collecting the suggestions and improvements of the company from resigned employees is an important part of the interview. This part of the content gives employees the opportunity to provide constructive opinions for the company’s development from a relatively objective perspective. This may include recommendations for workflow optimization, teamwork improvements, leadership development, innovation opportunities, and more. Former employees can often provide a unique perspective because they both understand the internal situation of the company and have made the decision to leave, and may be more candid in pointing out problems and making suggestions.
Throughout the interview process, the interviewer needs to create an open and trusting atmosphere and encourage true and in-depth communication. At the same time, attention should also be paid to systematizing the collected information for subsequent analysis and application. By exploring these core elements comprehensively and in-depth, exit interviews not only help companies understand why they are losing talent, but also provide valuable insights into improving the employee experience, optimizing management practices, and increasing employee retention rates. This comprehensive approach makes the exit interview an important tool for the company’s continuous improvement and development, rather than just a routine exit procedure.
Effective exit interview skills
Effective exit interview techniques are key to ensuring a successful interview, not only helping to obtain authentic, valuable information but also leaving a positive final impression on the departing employee. First, creating an open atmosphere for conversation is crucial. This means the interviewer needs to create a safe, comfortable environment where departing employees feel respected and heard. Choose a private, undisturbed location for the interview and use a relaxed seating arrangement, such as sitting side by side or at a 90-degree angle, rather than a face-to-face, confrontational arrangement. Begin the interview with simple pleasantries, express gratitude for the employee’s contribution, and make it clear that the purpose of the interview is to improve the company, not to seek accountability. This atmosphere encourages employees to express their thoughts and feelings more openly.
Active listening is another key skill. It requires the interviewer to pay full attention to what the departing employee has to say without interrupting or rushing to express a position or defend himself. This includes paying attention to the listener’s body language, maintaining appropriate eye contact, and using nonverbal means such as nodding to show understanding and encouragement. Interviewers should strive to understand the emotion and underlying meaning behind an employee’s words, not just the literal meaning. After employees express a point of view, they can confirm whether their understanding is accurate by restating or summarizing. Even if you hear some criticism or negative feedback, stay open and receptive and avoid immediately defending or retorting. This kind of non-defensive listening encourages employees to share their true thoughts at a deeper level.
Using open-ended questions is an effective way to encourage in-depth discussion. Open-ended questions, which often begin with words such as “what,” “why,” and “how,” can lead employees to provide more detailed and specific answers rather than a simple “yes” or “no.” For example, instead of asking “Are you satisfied with your work environment?”, you might as well ask “What do you think of the company’s work environment? What do you think is going well and what can be improved?” This kind of question can obtain richer information. The interviewer can also ask for details or ask for examples in a timely manner based on the employee’s answers to gain a deeper understanding.
In addition, the interviewer should also be careful to control the pace and direction of the conversation. When the conversation goes off topic, be able to tactfully bring it back on track. Also, be mindful of time management to ensure that all important topics are fully discussed. At the end of the interview, the main points can be summarized and the employee given the opportunity to add or revise. Finally, expressing gratitude for the employee’s candid sharing and wishing them well in their future endeavors is not only polite but also helps employees leave the company with a positive impression.
Using these techniques, the interviewer can maximize the value of the exit interview based on respect, understanding, and professionalism. Not only does this help gather important feedback, it also protects the company’s reputation and even opens up the opportunity to rehire good talent if possible in the future. By mastering and applying these techniques, exit interviews can become a win-win process that both provides the company with valuable insights for improvement and provides the departing employee with a positive closing experience.
Design targeted exit interview questionnaires
Designing a targeted exit interview questionnaire is an important step in ensuring the effectiveness and consistency of exit interviews. A well-designed questionnaire can collect information systematically and provide reliable data support for subsequent analysis. Questionnaire design should start with the collection of basic information, including the employee’s name, position, joining time, working years, etc. This information may seem simple, but it can provide important background data for subsequent analysis and help identify whether there are turnover trends in specific departments, ranks or seniority levels.
Next, multiple-choice questions on reasons for leaving the company are the core part of the questionnaire. This section should cover common reasons for leaving, such as salary packages, career development opportunities, working environment, company culture, management style, work pressure, etc. Multiple-choice questions are designed to allow employees to select multiple factors that influence their decision to more fully reflect the complexity of leaving a job. At the same time, an “Other” option can be set and provided with space to capture unique reasons not covered by the preset options.
Rating questions are another important part of the questionnaire, usually on a five-point or seven-point scale. This scale can be used to assess employee satisfaction with various aspects of the company, such as work content, team atmosphere, direct superiors, company policies, etc. Using a unified scale can facilitate subsequent data analysis and identify areas where employees are generally satisfied or dissatisfied. The design of scale questions should be clear and specific, and avoid using vague or introductory language.
Open-ended questions play an integral role in questionnaires. These types of questions give employees ample space to express their personal opinions and suggestions. Typical open-ended questions might include: “What do you think the company can improve on to retain talent?”, “What are the three things you appreciate most about your time at the company?”, “If you could change one thing, what would you do? What will change the company? “These questions can glean details and insights that are difficult to capture with quantitative data.
When designing the questionnaire, Vietnamese cultural characteristics must be taken into consideration. This means expressing certain sensitive issues in a more subtle, tactful way. For example, directly asking about dissatisfaction with superiors may make Vietnamese employees feel uncomfortable. You can instead ask “What qualities do you think an ideal leader should have?” This indirect method is more in line with Vietnamese cultural habits and makes it easier to obtain real feedback. . Also, be respectful and polite in your wording and avoid expressions that may be considered offensive or inappropriate.
The questionnaire should also include some questions with Vietnamese characteristics, such as assessment of team harmony, work-family balance, and the company’s reputation in the community, which are often valued by Vietnamese employees. At the same time, you can consider adding some questions about company activities and team building methods, because these play an important role in Vietnamese corporate culture.
The questionnaire should end with an open-ended closing, inviting employees to share any additional thoughts or suggestions. This not only reflects the importance of employee opinions, but may also collect unexpected and valuable information. Overall, a good exit interview questionnaire should be both comprehensive and targeted, able to effectively collect both quantitative and qualitative data, while fully taking into account Vietnam’s cultural characteristics. Through such a questionnaire design, the company can systematically collect resignation feedback and provide a reliable basis for the formulation and optimization of talent management strategies.
Analysis and application of exit interview data
The analysis and application of exit interview data is a crucial link in the entire exit management process, transforming raw data into actionable insights and strategies. Identifying turnover trends and patterns is a core task of data analysis. This requires systematic organization and analysis of the collected data, including both quantitative and qualitative aspects. In quantitative analysis, you can count the frequency of various reasons for leaving, calculate the turnover rates of different departments, ranks, and age groups, as well as the average scores of various satisfaction indicators. These data can be visually displayed in the form of charts to help management quickly grasp the overall situation. For example, by comparing the turnover rates of different departments, you may find that certain departments have particularly high turnover rates and need to be focused on.
For qualitative analysis, responses to open-ended questions need to be carefully read and categorized to extract common themes and keywords. This may involve coding and thematic analysis of large amounts of textual data to identify issues or suggestions that employees repeatedly mention. For example, you may find that multiple employees mention issues such as high job stress, lack of opportunities for growth, or poor communication. This qualitative information can provide deeper context and explanation for the quantitative data.
By cross-analyzing quantitative and qualitative data, you can gain a more complete understanding of turnover trends and patterns. For example, it may be found that high turnover rates are related to specific management styles or company policies, or that adjustments to certain benefit policies have led to concentrated turnover of employees of a certain age group. This in-depth analysis can reveal the underlying reasons behind surface data and lay the foundation for developing effective improvement measures.
After identifying key turnover trends and patterns, the next step is to develop targeted improvements. This process requires HR to work closely with other relevant departments to translate data analysis results into concrete action plans. For example, if analysis shows that insufficient career development opportunities are the primary reason for turnover, the company may need to redesign career paths, increase training opportunities, or establish a more transparent promotion mechanism. If work-life balance issues are prominent, you may want to consider introducing flexible working or improving your leave policy.
The formulation of improvement measures should be comprehensive and systematic. For each problem identified, short-, medium- and long-term solutions need to be developed. Short-term measures may include quick fixes to obvious problems, such as improving the office environment or adjusting some unreasonable regulations. Mid-term measures may involve the development of training programs, adjustments to salary systems, and other plans that require a certain amount of time to be implemented. Long-term measures may include the shaping of company culture, changes in management style and other projects that require continuous efforts.
When developing these measures, it is important to take into account Vietnam’s cultural context and characteristics. For example, in Vietnamese culture, team harmony and interpersonal relationships are very important, so special attention may need to be paid to how to improve team climate and coworker relationships. At the same time, measures should be implemented in a step-by-step manner to avoid overly radical changes that may cause discomfort among employees.
It is important to establish an ongoing feedback and evaluation mechanism. After implementing improvement measures, it is necessary to regularly collect employee feedback and monitor changes in key indicators, such as turnover rate, employee satisfaction, etc., to evaluate the effectiveness of the measures. This continuous monitoring and adjustment ensures that the company can promptly respond to changes in employee needs and continuously optimize talent management strategies.
Through this systematic data analysis and application process, exit interviews are not only a tool to understand the reasons why employees leave, but also become an important driving force to promote the company’s continuous improvement, improve employee satisfaction and reduce the talent turnover rate. It transforms human resource management from reactive response to proactive prevention, laying a solid talent foundation for the company’s long-term success in the Vietnamese market.
Use exit feedback to improve retention strategies
Using exit feedback to improve your retention strategy is a systematic process that turns valuable information gained during exit interviews into practical improvement actions that increase employee satisfaction and loyalty. This process involves several key areas, with optimizing your compensation and benefits system often being one of the top priorities. Through exit feedback, the company may find that the existing salary structure is not competitive enough, or that certain benefit programs fail to meet the actual needs of employees. In this case, the company needs to re-evaluate its compensation strategy and may need to conduct market research to understand industry standards and competitor practices. The optimized salary system should not only consider the competitiveness of basic salary, but also include long-term incentives such as performance bonuses and equity incentives. At the same time, improvements to the benefits system may involve adding flexible benefit options to enable employees to choose the most suitable benefit package based on their individual needs. For example, consider increasing health insurance coverage, providing more paid time off, or introducing flexible working hours to meet the diverse needs of different employees.
Improving career development pathways is another key area. Exit feedback may reveal issues where employees are dissatisfied with career advancement opportunities or feel unclear about their prospects. In response to this, companies need to design clear career development paths and provide employees with clear promotion standards and goals. This may include establishing a grade system with clear requirements and corresponding pay ranges for each level. At the same time, the company should also provide diversified development opportunities, including not only vertical promotion, but also the possibility of horizontal development, such as cross-department rotation or deepening of professional skills. In addition, providing ongoing training and learning opportunities is an important part of improving career development pathways. Companies can consider establishing an internal training system or partnering with external educational institutions to provide employees with opportunities to improve their professional skills and develop soft skills. Through these measures, employees can clearly see their room for growth within the company, thereby increasing their willingness to stay.
Improving management practices and leadership is an integral part of a retention strategy. Exit interviews may reveal management issues such as poor communication, opaque decision-making, or inappropriate leadership styles. To address these issues, companies need to take multiple measures. First of all, managers’ leadership capabilities can be improved through training programs, including communication skills, team building, performance management, etc. Second, companies can establish more transparent decision-making mechanisms to increase employee participation and make them feel valued and respected. For example, you can hold regular all-staff meetings to share company strategies and important decisions, or establish feedback mechanisms such as employee suggestion boxes. In addition, companies can also consider introducing a regular manager evaluation mechanism to give employees the opportunity to give anonymous feedback to superior management. This not only helps identify management problems, but also promotes continuous improvement of managers.
When implementing these improvements, it is important to take into account Vietnam’s cultural characteristics and the needs of local employees. For example, in Vietnamese culture, harmonious interpersonal relationships and respect are valued, so when improving management practices, special emphasis may be placed on how to build a good team atmosphere and respect the contributions of each employee. At the same time, considering that Vietnam is in a stage of rapid development, employees may particularly value opportunities for learning and growth. Therefore, when designing career development channels, more emphasis can be placed on opportunities for skill improvement and personal growth.
Companies can establish a mechanism for continuous improvement. This means not only implementing the above improvement measures, but also regularly collecting employee feedback, evaluating the effectiveness of the measures, and continuously adjusting and optimizing based on new situations and feedback. For example, you could conduct regular employee satisfaction surveys, or set up a dedicated employee relations team responsible for collecting and analyzing employee feedback on an ongoing basis. Through this continuous cyclical improvement process, companies can continuously optimize their retention strategies and create a work environment that is better able to attract and retain talent.
By systematically using exit feedback to improve retention strategies, companies can not only reduce attrition rates, but also build a strong employer brand that attracts more talented people. This approach, based on data and employee feedback, can help companies maintain an advantage in Vietnam’s highly competitive talent market and support the company’s long-term development and success.
Legal and Ethical Considerations in Exit Interviews
Legal and ethical considerations are important aspects that cannot be ignored when conducting exit interviews. These considerations not only relate to the company’s compliance, but also directly affect the company’s reputation and employee relations. First of all, complying with the relevant provisions of Vietnam’s labor laws is the basic prerequisite for conducting exit interviews. Vietnam’s labor law clearly stipulates the procedures, conditions and rights for employees to resign, and companies must strictly abide by these legal requirements when conducting exit interviews. For example, Vietnamese law stipulates notice periods in different situations, and companies must ensure that exit interviews are conducted within a legal time frame. At the same time, the law also has specific provisions on severance compensation, the treatment of unused annual leave, etc. These need to be clearly informed to employees during the interview process and ensure that the company’s practices comply with legal requirements.
In addition, Vietnam’s labor law also imposes some restrictions on employers’ actions, such as prohibiting the dismissal of employees due to their participation in union activities or making reasonable complaints. During exit interviews, company representatives must exercise caution and avoid words or actions that could be construed as discriminatory or retaliatory. At the same time, the interviewer should also understand the various legal reasons for the termination of the labor contract and ensure that the resignation process complies with legal regulations. If the resignation is initiated by the company, pay more attention to the legality of the procedure, including providing sufficient reasons and evidence.
Protecting employee privacy and personal information is another key legal and ethical consideration. During an exit interview, employees may share sensitive personal information or opinions about the company. The Company is responsible for ensuring that this information is properly protected and protected from misuse or disclosure. This includes having strict data protection policies in place, limiting who has access to exit interview records, and ensuring the security of data storage. The interviewer should clearly state the purpose and scope of the use of the information at the beginning of the interview and obtain the employee’s consent. If the interview content needs to be used for subsequent analysis or improvement, the data should be anonymized to prevent personal information from being identified.
In Vietnam, awareness of personal privacy protection is constantly increasing, and companies need to pay special attention to this. For example, when asking about reasons for leaving a job, you should avoid asking too deeply personal questions. If an employee mentions reasons for leaving related to sensitive topics such as health and family, the interviewer should be cautious and not ask for too many details unless the information is critical to understanding the reasons for leaving.
Additionally, companies should consider that departing employees may have concerns about sharing certain information publicly, especially if the information may affect their future employment opportunities. Therefore, interviewers should make it clear that employees have the right to choose not to answer certain questions and ensure that their feedback will not negatively impact future references or job opportunities.
On an ethical level, companies should also consider how to balance access to valuable information with respect for employee privacy. While companies want to get as much useful feedback as possible through exit interviews, it shouldn’t come at the expense of invading employee privacy or causing discomfort. Interviews should be conducted in a respectful, professional and confidential atmosphere where employees feel safe and respected.
Handling of special situations
When conducting exit interviews, sometimes you will encounter some special situations that require the interviewer to have higher skills and sensitivity to handle. Among them, dealing with emotional or hostile departing employees is a common challenge. When an employee displays hostility due to negative emotions such as dissatisfaction, disappointment, or anger, the interviewer first needs to remain calm and professional. In this case, listening becomes the most important skill. Give employees space to fully express their emotions without interrupting or justifying, but by actively listening to understand their feelings and perspectives. Interviewers can use empathy skills to show that they understand their emotions, but at the same time maintain appropriate boundaries and not get sucked into the emotional whirlpool.
When dealing with an emotional employee, it is important to identify the real reason behind the emotion. Sometimes, superficial anger can mask deeper disappointment or hurt. Through patient communication and appropriate questioning, interviewers can help employees express their true thoughts more clearly. It’s crucial to remain open and non-judgmental during this process to create a safe environment where employees feel heard and respected, making them more willing to share honest feedback.
The interviewer should know when to pause or terminate the interview if the situation becomes too intense or out of control. You can offer to take a break or arrange to continue the conversation at another time. In extreme cases, if an employee exhibits behavior that may endanger their own safety or the safety of others, appropriate help should be sought immediately, such as support from security personnel or human resources.
On the other hand, exit interview strategies for senior executives require special consideration and preparation. These types of interviews are often more sensitive and complex because senior managers often hold important information about the company and their departure could have a significant impact on the company. Therefore, these types of interviews typically need to be conducted by higher-level managers or board members.
When preparing for a senior executive’s exit interview, first consider the enforcement of confidentiality agreements and non-compete clauses. Interviewers should clearly reiterate the content and importance of these agreements and ensure that the departing executive understands and abides by them. At the same time, it is also necessary to discuss how to properly hand over work, including the status of important projects, team management arrangements, etc., to ensure the continuity of the company’s business.
Senior management exit interviews should also focus more on strategic issues. This may include discussing insights into the company’s long-term strategy, market positioning, organizational structure, and more. Interviewers should prepare open-ended questions that encourage executives to share their views and suggestions for the company’s future growth. This information may be of great value to the company’s strategic adjustments and improvements.
Interviewers also need to pay special attention to maintaining the company’s reputation and relationships when interviewing senior executives. Even in the event of a departure, it’s important to maintain good relationships because these executives may have extensive influence within the industry. The interview should be conducted in a positive and professional manner, emphasizing appreciation for their contributions and exploring possible future collaboration opportunities.
Additionally, for senior executive departures, companies may need to consider how to communicate the news to internal employees and external stakeholders. The content and timing of the announcement can be discussed with the departing executive during the interview to ensure the consistency of the message and the effectiveness of external communications.
Interviewers need to possess a high degree of emotional intelligence and communication skills when handling these unique situations. Whether you’re dealing with an emotional employee or a senior executive, maintaining a calm, professional and respectful attitude is key. At the same time, interviewers also need to have the ability to respond flexibly and adjust interview strategies and methods according to different situations.
Conclusion
As a strategic talent management tool, exit interviews play an increasingly important role in modern corporate management. It is not only a channel for obtaining feedback, but also a valuable opportunity for the company to understand employees’ real thoughts, identify internal problems, and continuously improve. Through systematic exit interviews, companies can gain insights into the root causes of employee departures and develop more targeted retention strategies. This approach can help companies reduce brain turnover, improve employee satisfaction, and ultimately enhance the company’s competitiveness. In addition, exit interviews also provide companies with an opportunity to communicate with departing employees in a professional and respectful manner and maintain a good employer brand image, which is equally important for future talent attraction and recruitment.
There are a few key points to pay special attention to when conducting exit interviews within the context of Vietnamese culture. First, Vietnamese culture emphasizes harmony and respect, so the interview should be conducted in a gentle, non-confrontational atmosphere. Interviewers need to pay special attention to using appropriate verbal and nonverbal communication to show respect for the departing employee. Secondly, Vietnamese are generally reserved and may not express dissatisfaction or criticism directly. Therefore, the interviewer needs to have keen observation and insight and be able to capture the real information from euphemistic expressions. Additionally, relationships and networks are very important in Vietnam, and exit interviews should be viewed as an opportunity to maintain long-term relationships rather than just a closing procedure. Considering that Vietnam is in a stage of rapid development, employees may attach greater importance to career development and learning opportunities, and special attention should be paid to feedback in these areas during interviews. By fully considering these cultural factors, companies can more effectively utilize the tool of exit interviews to achieve better talent management in Vietnam’s business environment.
Appendix
Exit interview questionnaire sample
Dear staff:
Thank you for your contributions during your time with the company. In order to continuously improve our work environment and employee experience, we cordially invite you to complete this exit questionnaire. Your honest feedback is important to us and will help us better understand employee needs and improve company policies. All information will be kept strictly confidential and will be used only for internal analysis and improvement purposes.
Basic information:
1. Name (optional):___________
2. Department:___________
3. Position: ___________
4. Date of joining:___________
5. Date of resignation:___________
Reason for leaving:
6. Please select the main reason for your resignation (multiple choices are allowed):
□ Unsatisfied with salary package
□ Lack of promotion opportunities
□ Excessive work pressure
□ Poor relationship with immediate superiors
□ The company culture is inappropriate
□ Work content does not meet expectations
□ Personal or family reasons
□ Continue further studies
□ Health reasons
□ Others (please specify):___________
7. Please explain in detail the specific reasons for your resignation:
___________________________________________
Job satisfaction assessment:
Please rate the following aspects (1-very dissatisfied, 5-very satisfied)
8. Salary: 1 □ 2 □ 3 □ 4 □ 5 □
9. Welfare policy: 1 □ 2 □ 3 □ 4 □ 5 □
10. Working environment: 1 □ 2 □ 3 □ 4 □ 5 □
11. Work content: 1 □ 2 □ 3 □ 4 □ 5 □
12. Working time arrangement: 1 □ 2 □ 3 □ 4 □ 5 □
13. Training opportunities: 1 □ 2 □ 3 □ 4 □ 5 □
14. Promotion opportunities: 1 □ 2 □ 3 □ 4 □ 5 □
15. Directly superior management: 1 □ 2 □ 3 □ 4 □ 5 □
16. Team atmosphere: 1 □ 2 □ 3 □ 4 □ 5 □
17. Company culture: 1 □ 2 □ 3 □ 4 □ 5 □
Detailed feedback:
18. What aspects do you think the company does well? Please be specific.
___________________________________________
19. In what areas do you think the company needs to improve? Please provide specific suggestions.
___________________________________________
20. What is the biggest challenge you face at work? How can companies better support employees in meeting these challenges?
___________________________________________
21. Which company policies or practices do you think are most helpful to employees? Why?
___________________________________________
22. What do you think of your company’s training and development programs? Any suggestions?
___________________________________________
23. How would you rate your company’s internal communication? What are some suggestions for improvements?
___________________________________________
24. How would you rate the management style of your immediate superior? Please provide specific examples.
___________________________________________
25. How do you think companies can better retain talent?
___________________________________________
26. Are there any particularly positive or negative experiences in your work experience that you would like to share?
___________________________________________
27. If given the opportunity, would you consider rejoining the company in the future? Why?
___________________________________________
28. What are your expectations for your new job? Are these expectations the reason you are leaving your job now?
___________________________________________
29. Would you recommend our company to others? Why?
___________________________________________
30. Any other suggestions or feedback you’d like to share?
___________________________________________
Thank you for your time and valuable feedback. We wish you success in your future career and a bright future!
