General Information

Background about position and candidate.‍

Role Details

What key responsibilities, requirements, and skills do you want to verify during this job interview?‍

Relevant Experience

What previous roles, achievements, or anecdotes make this job candidate qualified for this role?‍

Relevant Qualifications / Training

What relevant degrees, diplomas, certifications, or training does the job applicant have?‍

Level of Preparation

How prepared was the applicant for the job interview? This is a great indicator of their interest level in the role.‍

Career Goals

Where does the job candidate see themselves in a few years? How does this role support their vision?‍

Attitude / Motivation

What did you think of the candidate's attitude towards the role? Is it conducive to succeeding in this position?‍

Communication / Listening Skills

How were the candidate's written and verbal communication skills? Did they listen? What percentage of time did they speak vs listen?‍

General Interest in Company / Role

From 1-5, rate the job candidate's interest in the company and role. Are they excited by the opportunity? Does it align with their career goals?‍

Cultural Fit

How would the candidate fit in with our culture? Are they someone our team would enjoy working with?‍

General Screening Questions

Include other general questions you'd like to ask as well as candidate responses here.‍

‍Recommendation

Do you recommend we proceed with this candidate?

Goals

Discussing individual goals is always a good place to start. Ask your employee what they want to achieve and discuss the progress of their goals since the last engagement meeting. Once you analyze the progress on existing goals, plan for any new goals.

Questions to ask include:

• What are some long-term goals we agreed to?
• What's the progress since our last conversation?
• What are some upcoming goals we need to discuss?

Obstacles

Create opportunities to talk about challenges standing in the way of their success or preventing them from accomplishing their goals, including lack of resources and an unproductive work environment.

Questions to ask:

• What are the roadblocks hindering your success?
• Are there challenges getting in your way?
• What can you do to overcome the obstacles?
• How can I help you overcome these challenges?

Opportunities

Discuss the future. What learning or development plans do they have, and where do they want to be from their current position? Include discussions about employee growth, development, and learning opportunities. Including opportunities in the template will help know what motivates each employee and support them with planning.

Questions to ask:

• What recent accomplishments make you feel proud?
• Do you think you are moving toward the place you want to be?
• How can we make this your perfect job?

Decisions

Work together and plan for the next steps to ensure they are performing, growing toward where they want to be, and getting the support they may need for the job.  Discuss what should be accomplished before the next engagement meeting.

Questions to ask:

• What actions should we both take before the next meeting?
• What other significant decisions are we making today?

It's okay if you don't get to cover all the four elements in every meeting, but if your engagement meetings regularly include discussion points around these template pillars, the conversations will be impactful.

Prior to the First Day

Are all relevant resources and materials prepared for the new hire's first day? This includes employee onboarding paperwork, tools they will need access to, and their workstation. Share any resources the new hire should consult before starting.

‍Company General Information

Share important company information with the new hire. This includes company values, culture, special achievements, and roadmaps for main objectives.‍

Company Life

Walk the newcomer through a typical week here. Share your insights into office life. Include information such as typical operating hours, where they can park, how they will access the building, and what the company dress code is.‍

Tour of the Office

Take the new employee on a tour around the office. Let them know where all the important and common areas (e.g., their workspace, bathroom, kitchen, etc.). ‍

Role Responsibilities

Review the new hire's role and responsibilities. Explain expectations, long-term goals, and how they fit into the company's vision. Note everything here to share with them later for easy reference.‍

Paperwork Review

Review all relevant paperwork like benefits packages. Share this information here so the employee can easily reference it.‍

Team Introduction

Introduce the new employee to key stakeholders in their role. Assign them a mentor who can assist them in getting up to speed.‍

Tools & Resources

Share all tools and accounts relevant to the new employee's role. List them here for easy reference.‍

Reading & Training Material

Is there any training material or required reading? List them here for easy reference. You can share this prior to the first day if appropriate.‍

Other Discussion Points

Did the new hire raise any interesting questions or noteworthy topics during the employee onboarding process? Note them here.‍

Main Takeaways

Create a list of takeaways for both the new hire and your team to help get them acclimated.‍

Next Steps

What's next? Clarify the agenda for the next few weeks as well as the first project for the new employee. Note this information here to share and make actionable.‍

Follow-Up

Should we schedule a follow-up meeting to check over paperwork and check in on progress?‍

Feedback

Plan to review the onboarding process over the next 60 days. Regularly check in with the new employee for their opinion. Note opportunities to improve it and make plans to implement them.

Reason for Leaving

Within this section, you want to learn what prompted the employee to look for a different job and what made them decide to leave. The data you gather could be instrumental in informing you of any legitimate concerns that might be contributing to employee churn.

Job Circumstances

Ask the employee if the job lived up to their expectations and, if not, a reason for the dissatisfaction.

This question is particularly important if you have a high turnover rate for new hires. The answers offer a realistic job preview, including reviews of your job advertisements, interview process, and onboarding process.

Company Culture

During the interview, ask the exiting employee how they would describe the relationship with their manager. You could also ask them to describe the culture and atmosphere of the company.

This question gives true insight into how different supervisors within the organization relate with their employees. It reveals the best management examples and leadership issues that you should confront.

The question on company culture reveals recurring themes that uncover any weaknesses within the culture that you must address. On the other hand, it ascertains the strengths you have and ought to capitalize on when recruiting new employees.

Consider also asking if they felt that the company valued and recognized them. The response should help you measure how your business is doing when it comes to healthier engagement and productivity.

Work Environment

Inquire whether the employee was given clear goals and objectives for the job. You want to understand to what degree employees feel connected to the organization's mission. The answers offered should demonstrate how well management is following through with some of the strategic plans they've set.

Additionally, ask what the employee's perception of the company's general leadership and decision-making style. This unearths the extent to which your employees feel part of the decisions that affect the work environment. In hindsight, the goal is to have your employees feel connected to and supportive of management. The insights within the feedback inform what needs to be done.

How people feel about their workplace influences their overall satisfaction. As such, inquire what they liked most and least about their work environment. You want to look out for practical issues brought up in these exit interviews.

When you compile the responses over time, you should get insights into the likes and dislikes of the different aspects of the job. Hearing various opinions should help highlight what stands out and what needs to be modified. You can then apply job design strategies that reflect the realities of the different job positions.

Technology

Inquire whether the employee had the equipment and technology needed to do their job correctly. If not, ask what they would be lacking. Answers to this question should help optimize the tools you provide your employees.

Business Reputation

Inquire whether the employee would recommend your company to someone they knew who was searching for an opening for the same position.

This is important since former employees can either help or hinder your business's reputation as an employer. This employee, on their way out, will provide you with their first-hand experience at your business.

General Feedback

The employee will appreciate the opportunity to speak candidly about what's yet to be covered by the time the off-boarding meeting is done. As such, ask what else they'd like to share about their experience working with you. Their feedback should bring forth any relevant issues that you'll want to incorporate into a future revision of your off-boarding interview templates.

A disorganized employee off-boarding process can leave the team member in question feeling dissatisfied and disrespected, which could be detrimental to your organization. As such, you want a comprehensive off-boarding meeting that ensures a now-existing employee is heard and any lessons learned if the organization is to benefit from the said exit.

The highlighted off-boarding template should help you run the exit meeting more effectively. Check out additional meeting templates that should make every meeting worth it.

Alignment - State the Problem

Describe the performance deficiencies.

Improvement Plan 

Review the predefined improvement plan. (Optional: Solicit feedback) 

Resources

What resources (if any) are needed to put this plan into action? Identify resources.

Evaluation Process & Timeline

How will we evaluate progress on the PIP? Define timelines and procedures.

Setting Expectations

Explain potential outcomes and consequences of accomplishing (or failing to achieve) the goals set out by the PIP.

Questions, Comments, Concerns

Time for clarifying questions. Ensure everything is clear.

Action items:

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Notes:

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Company Vision

• Start every all hands by reiterating the company vision — where we are at, what we believe, and where we are going.

Key Metrics

• Look at high-level metrics and explain what they mean in the context of the business and the broader market in general.

Customer/employee updates

• Invite leads from teams/departments to provide brief updates. Focus on high-level ideas and customer anecdotes.
• Make an effort to include new learnings — what has gone well, what hasn’t, and how that changes things.

Deep dive (Important topics & large-scale changes)

• Optional agenda item for occasionally drilling deep into something that is happening at the company. Examples include changes in strategy, positioning, and hiring/restructuring.

AMA (Ask me anything)

• Leave time at the end of the meeting to answer employee questions.

Appreciation reward

• Many companies like to honor teams or individuals during their All Hands. Often these awards are peer-nominated and do not come from the executive team.

‍1. What do you look forward to when commuting to work?

This question causes the employee to focus on their daily duties and challenges. Employee loyalty and engagement boil down to the relationship with their colleagues and how much they enjoy their work. Sometimes these considerations outstrip pay and benefits on the priority ladder.

Probe the employee further by asking for examples, specific instances, and preferences.

2. What have you learned here, and what would you wish to learn?

This question invites the employee to open up about their dreams and aspirations. It offers insights into their career objective and professional development. You can easily classify employees according to ambition levels, interests, and engagement.

Ask the employee about jobs they find attractive in the company and the skills necessary to perform them. Ask them to name the skills they'd have to build to secure those roles.

3. Why Do You Stay with Us?

Surprisingly, most employees are stunned by this simple question. That's because they've never thought about it. Managers should allow workers some time to think it over but stubbornly require an answer. The answer should pinpoint what the employee values about their job.

Probe the worker to qualify the answer. Why is this so important to you? Do you stay for one reason or several reasons? If you have to pick the primary reason you stay here, what would it be?

4. When was the last time you thought of leaving, and what prompted the desire?

It's only natural for employees to think about leaving their employers. This blunt question helps to jump-start the conversation. Prompt the employee to give a detailed answer. What incidence leads them to think of quitting? What can I do to improve the situation or avoid a similar occurrence? Can you now rate the incident on a scale of 1 to 10?

5. What can I do to make your work better?

This question allows the employee to air grievances and name the obstacle they face when discharging their duties. The manager should take note and avoid making a judgement or getting defensive. They should avoid coming off as if they can't take feedback.

You can further probe the employee by asking, what can I do to manage you better? Do I let you know when you're on a winning streak? Do I help you do your job better?

Pair each question with strong probes so the employee can paint a clear picture. Ensure there's a concrete and actionable answer to each of the questions.

Attendees

A skip one-on-one meeting is a meeting with managers or senior leaders in the company with those who are in junior positions. It is important not to have the meeting with a direct report in order to get honest and accurate feedback. To be truly effective you must create an environment in which the employee feels comfortable. Ideally, the manager should have a relationship with the individual being interviewed. Remember these sessions are about listening and learning from different perspectives in the organizations. 

‍Preparation‍

Managers should come armed with questions about the business based on data they’ve reviewed in advance — both qualitative and quantitative. 

Here are some questions you might want to ask in your one-on-ones:  

• What is the morale in the office from their point of view?
• How they are feeling about his or her team?
• What their manager is doing well and not well?
• What obstacles are they facing in their job? (If you are their skip-level manager, take steps to unblock these obstacles — it will mean a lot to the person that you took action.)
• Do you understand the company’s goals and how your team’s goals fit into that picture?
• Do you feel like you can do things you believe are right for the business?
• Do you think leadership acts consistently with your values?
• What would make work better for you?
• When was the last time you took a vacation?
• What is your sacred space? Do you feel like you have time for it?

Open Forum

• Ask the interviewee if there is anything that was not covered above that they would like to add?
  

Ice breaker  

• Start the meeting with something fun and light to get everyone energized and alert.

Team Work  

• Discuss roles, why you have introductory team meetings and how you can work together as a team.  

Ways of Communicating as a Team  

• State your preferred methods of communication with the team among team members.

Expectations and Career Ambitions

• Let the team members know what you expect from them as individuals and as a team.
• Make an effort to dig deep into each team member's career plans.

Questions and Feedback  

• Always leave time for team members to ask questions and leave feedback
  

Opening Question

What is your motivation for leaving?

Company Performance Feedback

What is the organization doing well? How could the organization be better?

Working Conditions

How was the working environment (i.e. workplace, job hours, etc.)? How could it be improved?

Highlights & Lowlights

What were your three favorite parts about working here? What three things would you change?

Employee Onboarding

What do you know now that you wish you were told in the onboarding process? 

Advice for a Replacement

What advice would you give to someone starting in your position?

General Assessment

What’s going well; what isn’t? Answer these questions from both the employee’s and the organization’s perspective.

Job Performance

Is the employee meeting defined criteria for performance/fulfilling requirements for the job? 

Job Behavior 

How is this employee contributing to the company’s core values in their attitude and work? How could they improve?

Performance & Behavior Feedback

How could the employee improve their performance and/or behavior? Offer solutions as well as soliciting solutions from the individual.

Follow-Up

How will we track progress? Do we need to check in again? If so, when?