Exit Interviews For Key Personnel

Exit Interviews for Key Personnel 1
Red - Dr. Giunta’s Feedback - March 4 & March 10

Blue - March 5
Green - 10 Minute Excerpt - March 10
Orange - April 1
Purple - April 5
Pink - April 19
My comments add to the many comments I made during the in-class review that I won’t reiterate
here; I trust you all were taking notes.
As I stated, your team produced a low amount of content for review. ‘See the syllabus for the
required level of completion that was expected—and not met --for this review.
Shane and Merritt, the focus of the program is not key prospects.
Required form not followed.
There’s a serious lack of information directly pertinent to your training topic, per se.
Part of the problem may stem from the fact that some team members are on the computer during
class time doing non-class related activities. Key BU371 conceptual understanding is not
evident.
Team,
‘See my March 10 warning and concern email to the team.
There’s a serious lack of information directly pertinent to your training topic, per se.
The term “key personnel” doesn’t necessarily equal SME. You must gain an in-depth
understanding of what is meant by the term “key personnel” and substantiate that with relevant,
current academic sources.
Green=10 minute excerpt for in-class training program delivery
Must be balanced participation by all trainers.
Activity by trainees should equal 6 minutes of program.
Provide Dr. Giunta with a hard copy of your 10-minute “script”, any handouts, visuals
(including a hard copy of PowerPoints [in-text citations included), so on, at the beginning of
your presentation. Email the same to Dr. Giunta before your presentation.
Required revisions to these sections must be completed before the 10-minute presentation
occurs.
New changes from after Presentation will be in Purple
We have to make a Key will all the colors
BU371.01 T&D Program ©2017, Dr. Giunta

Dr. C. Giunta, Professor-Business
Name of Session Program and Training Team Members:

Exit Interviews for Key Personnel
Merritt Bailey, Sean Stanners, Shane Pettke, Zach Kravits, DeShaun Herzog, Crystal Joyce,
Luke Lewis
(Crystal & Zach) Business Justification: no outside research
The business justification is to identify the hypothetical training needs through observations,
interviews, and questionnaires. Companies have learned from exit interviews that 50 percent of
key employees that resigned because of lack of training (Emst & Young LLP and SCC Soft
Computer, 2014; SCC Soft Computer: Clinical Laboratory 101 I Lab Basics,
Para. 1). It will determine if the training provides a solution based on how managers can more
efficiently locate issues within the company and managing turnover proactively (Freifeld, L.
2013; Special attention needed immediately after hiring, para. 1). This can be found particularly
in Return on Investment (ROI) and Return on Value (ROV). Managers use these results to decide
whether to provide the training, allocating resources, and prioritizing a training program for
scheduling purposes (McArdle, 2015, pg.64-67). Exit Interviews for key employees can help the
organization utilize 360-degree feedback to ensure that the right talent does not leave (Rao, M.S.
Ph.D., 2015; Tools and techniques to retain employees, para 4).
(Crystal) Program Goal: (Human Resource Manager):
During the training session the trainee will be able to facilitate an exit interview with five
questions within seven minutes to the exiting employee 90 percent accuracy at a level 3 in the
Matrix using the exit interview sheet to keep it structured (Giunta, 2017, week 2, 2-1-17,
Statement for Each Separate Goals). The trainee will also be able to efficiently write notes on a
given form about the interview, specifically about the positives and negatives of the company
from the eyes of the employee (Freifeld, 2013, Exit Interviews, para 1). This tool can tell
companies why exactly key employees are leaving: to pursue a more advanced job, to get a
higher salary, etc (Freifeld, 2013; Exit Interviews, para 1).
(Crystal and Zach) Trainee Job Description
● Job Identification
○ HR Manager
○ FLSA Status: Exempt
○ Preparation Date : March 28th, 2017
○ Preparer: Senior HR Manager
● Job Summary
○ General nature of the job: A HR managers typical goal is to help
enhance, evaluate, and maintain an organization’s talent. This manager

position oversees administration, coordination and evaluation of the
human resource function (SHRM, 2017, para. 1).
○ Major functions/activities:
■ Designing, developing, implementing, and evaluating programs in
the workplace to help train employees for certain topics or
knowledge gaps. “Develops and administers various human
resources plan and procedures for all company personnel”
(SHRM, 2017, para. 2).
■ Helps keep all positions current and up to date “Implement and
annually updates the compensation program; rewrites job
descriptions as necessary; conducts annual salary surveys and
develops merit pool (salary budget); analyzes compensation;
monitors the performance evaluation program and revises as
necessary” (SHRM, 2017, para. 2).
■ Keeps the organization up to date with changing laws and
legislation “Develops, recommends and implements personnel
policies and procedures; prepares and maintains handbook on
policies and procedures; performs benefits administration to
include claims resolution, change reporting, approving invoices for
payment, annual re-evaluation of policies for cost-effectiveness,
information activities program and cash flow” (SHRM, 2017, para.
2).
■ Taking feedback from employees and using it to fix issues that
may lead to turnover or grievances “Ensures compliance with all
federal, state and local employment laws” (SHRM, 2017, para. 2).
○ Relationships: An HR manager is generally in charge of taking care of
employee relations, which involves hiring, firing, training programs, exit
interviews, and employee relations with other employees.
○ Reports to: Senior HR Manager
○ Supervises: All employees within the HR department (SHRM, 2017, para.
3)
○ Works with: Fellow HR Managers (SHRM, 2017, para. 2).
● Responsibilities and Duties
○ Create and implement various activities within the department. These
activities should be made to help accomplish missions that the department
has put forth.
○ Update job descriptions, compensation programs for employees as needed,
hold surveys for salary review, monitor performance evaluation and create
changes as needed.
○ Create and implement employee policies and rules, create and maintain an
employee handbook that is updated with all changes, re-evaluate older
policies to look for improvements and to lower costs (SHRM, 2017, para.
2).
○ Maintain our affirmative action programs, continue to hold ourselves to
EEO regulations (SHRM, 2017, para. 2).

○ Recruit new employees for permanent and temporary workers, create
policies and procedures for hiring and exit interviews (SHRM, 2017, para.
2).
○ Continue to maintain department records, documents, and reports (SHRM,
2017, para. 2).
○ Create and attend staff meetings, and update employee directory as needed
(SHRM, 2017, para. 2).
○ Use results of activities of department programs and reports to evaluate
effectiveness of programs and activities of reaching company goals
○ Maintain legal compliance with all laws that affect the company and
employees
○ Ensures compliance with all federal, state and local employment laws.
● Decision-making authority
○ All major decisions, such as decisions that affect the budget or employee
relations, must be pre-approved by the Senior HR Manager, unless
specific instructions was given by the Senior Manager to do otherwise
● Direct Supervision
○ The position will be under direct supervision of the Senior HR Manager
● Budgetary Limits
○ This position will be given a formal introduction when formally hired
about the limits of the budget and what will be expected of them
● · Standards of Performance and Working Conditions

○ Full time position, Monday through Friday from 8:30 a.m. - 5 p.m.
(SHRM, 2017, para. 7).
○ Will require weekend work occasionally (SHRM, 2017, para. 7).
○ Some travel may be required (SHRM, 2017, para. 8).
○ This position is in charge for the employees within the department, so any
negative impacts by employees from that department will reflect
negatively on you in certain situations.
○ This position will be reviewed at certain periods, or as needed, and an
evaluation will be given
Trainee Job Specification
Experience:
- One year experience in a managment position
- Have 9 years experience in HR field or 5 years of experience if you have a bachelor’s
degree (SHRM, 2017, para. 9).
- Experience supervising a professional corporate staff of at least 7
- Must have conducted several interviews and individual meetings with employees in
office setting
Education:
- Must have a Bachelor's degree in Business Administration : HR Business Management,
Human Resources
- Must have attained a GPA of 3.0 or higher

- Masters in Business preferred
Required Skills, Knowledge, and Characteristics:
- HR expertise
- Business Acumen.
- Communication.
- Consultation.
- Critical Evaluation.
- Global & Cultural Awareness.
- HR Expertise.
- Leadership & Navigation.
- Relationship Management.
- Ethical Practice. (SHRM, 2017, Competencies para.1 - 9.)
High Level Overview of Job Requirements:
- Entry - level managers, with at least one-year of management experience, direct-report
subordinates, and a full-time schedule
- Must be able to manage all policies and programs that would fall under the Human
Resources branch
- Talent Management, including performance evaluation, hiring, exit interviews, and
succession plans
- Employee safety and health
- Improve effective use of HR’s budget
- Continue Organizational culture
- Report findings and inquires that would improve current training and methodologies.
EEO Statement
- We are an equal opportunity/affirmative action employer
(minorities/females/disabled/veterans) that is committed to diversifying its workforce.
Location
Seton Hill University
1 Seton Hill Drive
Greensburg, PA 15206
(Merritt & Shane) Design, Develop, Implement: no outside research
Develop (Shane)Wrong content for this section.
Implement (Merritt) no sunstatiaiton from sources

Introduction (Sean): Lackng requiremed elements form the first assignment of th=is
semester for the project.
How does this relate to the goal and trainee dmoenstration of attainment of the goal?
Our activity is based around getting the trainees to use their senses to get them more
involved with the activity. A lecture would not actively involve the participants, which may
cause them to zone out or just not generally pay attention. There is a link between prosperity and
ethics in the workplace however, sometimes key personnel gets dissatisfied with their current
state or want to leave for another reason. We want to give the people leaving (key personnel)
ample chances to express why their discontent, or other reasons lead to the leaving of the
company. As the boss or the person who is conducting the interview, this gives the chance to
realize what you can do more, or less as the boss of the other employees. To be open and critical
of yourself is a virtue in the interview process that will be trained in the session (Steinfeld, 2015,
pg. 1, para. 10). In this instance it is important for the human resource representative to keep that
as well as the tendencies of the individual in mind while conducting the interview. Interactivity
helps the trainees stay focused, and generally helps them learn more. For this reason, we will be
conducting a in-class demonstration. “Participants observe or take part in a demonstration of the
course techniques, skills, or tools” (McArdle, 2015, ch. 2, pg. 26, para. 4 ). Exit interviews have
been used dating back for over half a century and consist of either a formal interview or
questionnaire or both (Webster, Flint, 2014, Description of Intervention, Para. 2). Although
there is a distinct approach to the actual interview process, the way that the interviewer tailors
their questions and interaction with the interviewee who is a key person in the company depends
on each specific interaction. Learning the rationale behind why the key employee is leaving the
company is important. At times the employee already has their mind completely made up, but
other times you may be able to find information that may help you come up with a solution to get
the key employee to stay (Knight & Willyerd, 2015, para 5). A counter offer or not may come
into play while considering how important this employee is to the company and how much of a
negative impact their absence may or may not have on the company (Knight & Willyerd, 2015,
para 6). A counter offer may not be appropriate due to the fact that the key employee has already
thought about and decided to leave, which may bring on a lack of trust in that employee. So
instead of putting a counter offer on the table, a better strategy would be to retain the relationship
with the key employee so in the future they can be re-recruited (Knight & Willyerd, 2015, para
6). So instead of having a hostile conversation with the key employee, causing animosity
between the two, try to have a welcoming conversation where you let the key employee know
how much you appreciate the work they have done for the company. This will help to retain the
relationship between company and key personnel (Knight & Willyerd, 2015, para 4). We
decided upon this method due to the fact that actually letting the trainees practice this gives them
the opportunity to build some knowledge on exit interviews. Also, while a lecture would get our
information across, it also gives us the chance to see how our employees adapt and listen.
Our lesson plan is to use a roleplaying experience to help our trainees simulate an exit
interview. We will be using an open ended script, with examples given to the trainees of what
they can use as starter questions. These will be handed out to the class before the activity begins.
We know that in the venue we will be in, the training room, that if there have been technical
issues in the past. To combat this issue if it arises, we have backup plans set up so that we can
still carry on with the presentation. Another important task we will be undertaking is watching to
see how well the trainees interact and pay attention. If a trainee is shown to have a lack of
interest overall and puts very little effort in, it’ll be written down and be used for future critical
situations. We can also use the trainee’s reactions and questions to help us further build upon this
training session in the future.
· (Sean) Key learning/training points:
● Effectively communicate feedback to managers from interviewee (key personnel)
● Building knowledge on exit interviews for key personnel
● Ability to adapt to each unique exit interview
· (Sean) Brief content synopsis:
● For our Training and Development Program we will be going over Exit Interviews for
Key Personnel. A week prior the trainees will receive an email containing their specific
groups and designated trainers. When they arrive in the classroom they will be handed a
handout on a company’s mission, work culture, current issues relayed by employees,
mission job description of the operations manager and pay scale for the operations
manager. In the Present the trainee’s will be informed, as a group, about the content of
the program. Obtaining and knowing this content will be everything they need to
participate in the activity part of the training as well as evaluating their understanding.
They will have to memorize at least five questions for the activity. In the Activity they
will be going the Exit Interview for Key Personnel as Person A and Person B. Using what
they memorized from the Present. Once they can successfully complete the interview at
90 percent answering five questions in seven minutes per person. They will have
completed the training process. Finally we will go over the Recap which is just an
overview of the training process.

· (Sean) Training Presentation Methodology:
● Simulation (Role-Play): Learner centered, presenting on-the-job event to give learners an
opportunity to develop their skills or discover concepts to improve their performance.
(McArdle, 2015, ch. 1, pg. 9, para. 1).
· (Sean) Learner/Trainee Activities summarized here and detailed below:
● We will be doing a simulation. It will begin with a handout that will be give out in order
to inform the trainees about the situation. This will contain a brief overview of Amazon’s
mission, work culture, current issues relayed by employees, job description of the
Operations manager, and pay scale for a Operations manager. We will then instruct the
trainees to role play as the exit interviewer and key personnel that is leaving the
company.
· (Sean) Supplies/resources/ materials needed by trainers and trainees:
● Chairs
● Tables
● Two Handouts
● Email
● PowerPoint (Projector and Screen)
● Hard Copy of Script
● Observer Checklist
· (Sean) Total length of training and development endeavor:
● Complete Program 30 Minutes
● Training Session 15 Minutes
(Shane) Evaluation:
○ Trainee Evaluation: Trainees must transfer skills, knowledge and abilities on the
job (Mcardle, G. 2015, Training Transfer Evaluation, Ch.13, Pg.12, Para.4 ).
■ Level 1: Measure reactions to the training program with a questionnaire at
the end of the day.
■ Level 2: During the program we will evaluate knowledge of participant
during a role play session.
■ Level 3: Evaluate the trainees ability to transfer skills learned during
training program to on the job:
● Performance Records
● Interviews
● Checklist observation
■ Level 4: Impact the training has on the company:
● Turnover
● Productivity
● Grievances
● Absenteeism
● Morale
■ (Mcardle, G. 2015, Training Transfer Evaluation Ch.13, Pg.226)
■ Trainee must be at a level 3 or 4 on the competency matrix (Giunta, 2017,
Competency Model Matrix).
The result of the training will lead to:
● Formal evaluation of ROI and ROV
● Revisitation of the program
● Review of the final program with management.
● Feedback after the training session
● Using questions and problems that popped up during the training session to help improve
our training session.
We will be looking into how our numbers change in these departments, positively and
negatively, and will use these numbers to make a final decision about if the program was a
success or not.
Module 1: Key Personnel

(The script for Exit Interviews for Key Personnel can found in Appendix D)
Expected time: Example: 20 minutes
Outline:
P --------- (Example,10 minutes) MD ) Not related to key personnel, per se
(Luke & DeShaun) Present
State the training program goal for trainees. As you can see, much more specific-to-
your- entire-topic content is needed, even for your “P” (of approximately 2 minutes)
The training goal for this training session is to give our HR managers training for how
to conduct a proper exit interview. During the training session the trainee will be able to
facilitate an exit interview with five questions within seven minutes to the exiting
employee 90 percent accuracy at a level 3 in the Matrix using the exit interview sheet to
keep it structured (Giunta, 2017, week 2, 2-1-17, Statement for Each Separate Goals).
The trainee will also be able to efficiently write notes on a given form about the
interview, specifically about the positives and negatives of the company from the eyes
of the employee (Freifeld, 2013, Exit Interviews, para 1). Exit interviews offer a “a
unique chance to survey and analyse the opinions of departing employees, who
generally are more forthcoming, constructive and objective than staff still in their jobs.
In leaving an organisation, departing employees are liberated, and as such provide a
richer source of objective feedback than employed staff do when responding to normal
staff attitude surveys.” (Boliger, 2015, para. 1). The goal overall is to take the feedback
we are receiving and seeing if we can use it to make improvements to save us from key
personnel leaving, and the perfect way to do this is through an exit interview with key
personnel who are leaving voluntarily. By conducting this training session, HR
managers will be conditioned to take the feedback we are receiving and seeing if we
can use it to make improvements to save us from key personnel leaving, and the perfect
way to do this is through an exit interview with key personnel who are leaving
voluntarily. Employers should be interested in receiving feedback from any key
personnel who has resigned from their company, regardless of the reasoning behind it.
It is impossible to know the true factors in their decision until a conversation with them
has taken place and the perfect way to get this feedback is in an exit interview.
Employees may leave for a variety of reasons. These losses are extremely impactful to
the success of an organization leaving it essential to find the cause. An entrepreneur,
Travis Timmons, operates a business called “Fitness Matters.” This company competes
on several market verticals leaving a combination of valuable employees. Timmon’s
experienced a loss in surprising fashion. He sat down for a team meeting and was
informed by the key team member that her husband was offered a job requiring her
family to relocate (Allan, 2015, para. 4). This is a situation where the company plays no
role in the exiting employees decision. This employee is the only employee who can
perform the offering of women’s health physical therapy making it essential for critical
information to be retained in the exit interview (Allan, 2015, para. 5). Unlike few
scenarios, the employee is leaving in positive light so there will likely be no hesitation
to have the company’s best interest in mind. The reason we should care that a key
personnel is leaving is stated in one version of the definition of what a key personnel is.
“an employee that an owner (1) believes is the most effective, (2) relies upon and trusts
to get the job done, and (3) whose work is perceived by the entrepreneur to contribute
the most to the success of the venture.” (Francine, 2015, pg. 1, Para. 1) These
employees are essential to the company's growth. They help drive the company to
success not just through their skills, but through their ambition and creativity. and are
even described as “....Person with relevant knowledge, creativity, inspiration, reputation
and / or skills are essential to the viability or growth of an organization, and the loss of
which could paralyze the enterprise`s activities” (Ardiphine, 2015, pg.39, para. 3). “A
key employee is someone who cannot be easily replaced because he has years of
experience, because he has developed and nurtured critical client relationships or
simply because he is fantastic at his job. The unique value he adds makes the loss much
greater” (Ardiphine, 2015, pg.42, para.6). When a key employee leaves, the loses have
a long-term effect on the company's success and health. Key employees bring in many
benefits, such as productivity, morale, and client satisfaction boosts. A company that
lets these employees who are the most effective at their position, and the most trusted,
leave without a fight is a company that will not survive long. These improvements
would not just be used to improve the HR department, but the company as a whole. Key
employees are usually full of vast knowledge that company and fellow employees use
to grow off of. For example, fellow employees may use these experts for knowledge
sharing. Knowledge sharing is when one employee, most preferably an SME or key
personnel, shares their knowledge with another. An insight is shared in a brief portion
of an Exit Interview with Dick Evans, the former Head of Cullen/Frost Bankers. He
provides essentials on what the market is expected to be like. A quote is displayed in his
advice offered to his successor in saying, “Just stay the course, and he will. He's been
there for 37 years. We have worked together very closely for almost two decades. He's
very committed to our culture. Culture is something that doesn't happen overnight.
Culture is something that happens over years. That's our value proposition. You must
stay on your values” (Broughton, 2016, para. 7). This is great for training, and just
increasing the general base knowledge of other employees. If knowledge sharing is
missing though, it can lead to serious problems in the workplace. As one of our sources
state “...could mean the loss of information, knowledge and expertise. It may result in
lost skills for the whole organization. Critical knowledge gaps will be the result, if no
knowledge got transferred in advance. Any forgotten knowledge is a waste of time and
money, which must be avoided. Besides, all employees need to be prevented from
doing any redundant work that has already been done by someone else” (Knodt, 2015,
para. 2). One can know see why a key personnel leaving would be a major impact on
the business. There are other ways that this exit interview can benefit us. For instance,
with the knowledge that “54 percent of HR leaders do not think managers and
supervisors at their company effectively acknowledge and appreciate employees”
(Globoforce, 2016, pg. 2), it is important for us to see if this is an issue for us so that we
can cut these issues and help our business thrive. While our key personnel should be
receiving additional recognition for the work they put in, other All employees need to
be treated right too. They may one day turn into future key personnel. Turnover,
grievances, and even accidents can all be cut down by using the information we are
providing and properly using it. For turnover, much of our research has shown us that
turnover causes a dip in performance. This piece in the Harvard Business Review states,
“Research has shown that high turnover predicts low performance and that an
organization with turnover lower than its competitors’ can be at a considerable

advantage” (Harvard Business Review, 2016) Every citation error has to be fixed per
theposted document.. Also, by cutting down on these issues, we can help so that if
someone does end up leaving, they at least leave with a positive image of the company.
They would spread the name of our company and start helping us create a great
reputation.
To accomplish this, we shall be doing a role-play section that will have people pairing
up and playing the roles of interviewer and leaving key personnel. Must add credible,
current content with topic “Exit interviews may not be effective and worthwhile if the
output is not used properly” (Potton, 2015, pg 48). By giving our trainees some first-
hand experience, it helps us make sure that they actually understand the training and are
not misinformed for how they should try and find information to keep key personnel.
When the pairs start their interviews, they will thank the key personnel for their service
to the company, and then ask them two major open-ended questions to gain as much
information from them as they can. We will provide examples that the trainers can
either use, or use as examples to build off with and create their own questions.
A -------- (15 minutes) MD 6 minutes for 10 minute excerpt.
(Crystal & Zach) Activity
Activity - 50 %, show goal, everyone must be able to perform goal, exercise, practice
(Crystal) Trainees will be sent information beforehand via email with what group they
will be in, partner they will work with and Subject Matter Experts (SME) for each group
(Giunta, 1-30-2017, week 2). Refer to Appendix B for the groups emailed to trainees.
? You don’t hand out a handout until you’re ready to use it. Room set up occurs before
your training.
(Crystal) When we break apart for the Activity we will hand them a handout with the
company information to reference. The handout will help them understand the situation
better. The information will be about company x’s containing: not 75% completed
work here:
i. Mission
ii. Work culture
iii. Current issues relayed by employees
iv. Job description of the Operations manager
v. Pay scale for a Operations manager
Handout company is Amazon.com reference the Appendix A.
b. (Crystal) Mission: “We strive to offer our customers the lowest possible
price, the best available selection, and the utmost convenience” (Gregory,
2017; Amazon.com’s Mission Statement, para 1).
c. (Zach)Work Culture: Amazon has a very fast paced and vibrant culture
with colleagues that are fairly aggressive and smart. Management is very
focused on the newest technology trends and emphasize leadership.
Colleagues are very competitive and you need show desire to move
forward and up (Adams, 2015, para. 10-14).
d. (Zach) Current issues relayed by employees: Management has been
considered very cut throat at times with ideas being questioned a lot and
attacked (Adams, 2015, para. 2). In addition, work/life balance can be
difficult to manage with high expectations at the workplace (Adams,
2015, para. 2-5). Lastly, high competitiveness contributes to bad politics
within the environment (Adams, 2015, para. 14).
e. (Crystal) Job description of the Operations Manager, Logistics: “The
Operations Manager has complete responsibility for inbound operations,
outbound operations or a functional process responsibility within the
operation on a specified shift or across multiple shifts” (Amazon.com,
2017; Job Description, para 1). They will have to oversee various
departments, budgets, set goals, products must or exceed clients’ or
customers expectations (PayScale, 2017; Job Description for Operation
Manager, para 1). They must have a bachelor’s degree, master’s degree,
MBA is a plus and have work experience (PayScale, 2017; Job
Description for Operation Manager, para 3).
f. (Crystal) Pay scale for a Operations manager: “An Operations Manager
earns an average salary of $61,059 per year” (PayScale, 2017).
(Crystal) The trainees will already be broken up in the room up into four (4) groups and
within the groups pair people into twos Person A and Person B. The pairs will be facing
each other with no table in between them. There will be two (2) trainers per group. To
make sure the trainees are at a 90% accuracy one (1) trainer should be observing one (1)
to two (2) pairs. As well as marking off the Observation Checklist and writing down any
additional information. Trainees will get this information in an email prior to the training
session. See Appendix B for the format of the email. So all trainers stay on track they
will be using the Observer Checklist which can be found in Appendix C.
The team has to plan out the exact timing and flow of this. You need an Observer
Checklist, at least for trainers. Revisions needed, which were noted before and those that
are noted here, have to be made BEFORE this 10-minute training occurs.
g. Person A will act as the exit interviewer and Person B will act as the
interviewee Not related to key personnel, per se
i. (Zach) First, Person A should state that the information gathered
during the interview will be used to improve the organization
(Birchall, 2013, p. 38, para. 13). (Crystal) The key personnel
wants to leave the company in good standing, so it does not harm
their career to get a reference from the company or if the key
personnel wants to come back (Hannon, 2017, para 2).
ii. (Zach) Person A will stress to Person B that the exit interview
they are about to engage in is confidential in order to encourage
engagement (Norton, 2014). (Crystal) Person B needs to think
what is best for the company because it will influence how they
will remember them (Hannon, 2017, 5 tips for exit interviews, 2.
Plan and prepare for the session, para 2). A good strategy is to
focus on the company's value which is to treat employees with
respect and help to succeed (Hannon, 2017, 5 tips for exit
interviews, 2. Plan and prepare for the session, para 4).
iii. (Zach) During the interview, Person A should selectively write

down the information that is key to their position (Knight, 2016,
para. 7). (Crystal) The interviewer is obligated to document any
responses the key personnel has (Hannon, 2017, What HR wants
from an exit interview, para 1).
iv. (Zach) They will be required to ask five (5) specific questions as
shown in the not there now related directly to key personnel
Present part of the training program. They need to be direct
questions in order to gain more specific information. Vague
information will be a waste of time for the company (Potton,
2015).
v. (Zach) Person A will be required to ask at least two (2) question
of their own in response to person B’s answer to gain more
information, this will make the interview a bit conversational
(Knight, 2016, para. 6). (Crystal) Person B wants to answer the
questions fact-based, professional, and keep it simple (Hannon,
2017, 5 tips for exit interviews, 3. Exit with grace by focusing on
the positive. Para 3). Person B should mention what they learned
and benefits from working at the compan, what they liked and
would change, where their skills were not being used and policy
that impacted the decision to leave (Hannon, 2017, 5 tips for exit
interviews, 3. Exit with grace by focusing on the positive. para 4-
5).
vi. (Crystal) Person B (interviewee) will be answering the questions

based off the information trainee will get beforehand. Person A
must not interrupt Person B when talking.
vii. (Zach) At the end, Person A should emphasize that they would
like the relationship to continue, and not shame or disapprove of
the exiting employee (Person B). It is important to keep a good
relationship and end on good terms because they the exiting
person wants to feel good about it. In addition, the interviewer
might need to contact them again (Knight, 2016, para. 8).
(Crystal) For the exit interview it is vital to keep it pleasant and
professional. This is the last impression the interviewee will make
on the employer (Hannon, 2017, Closing the door on a future
relationship, para 3).
h. Person A and Person B will reverse roles and repeat the above process.
i. Questions
i. (Zach) These questions are specific to knowledge transfer from
experts leaving the company. Sometimes there is not enough time
to ask the expert to write a how-to-manual or report, so you have
to work with them and ask about the variety of information
needing transference. You will need to be articulate about the
knowledge and will help gain insight into the person’s thought
process, which will create more of a conversation (Knight, 2016,
para. 2-4). Questions include:
1. Does the company have all the methods you used to be

efficient in your position documented, or have you
developed any new methods of your own to improve a
process (Knight, 2016, para. 3)?
2. Are there any specific sources that you use for information
or research (Knight, 2016, para. 6)?
3. If you encountered a problem, who would you normally
consult and did you normally have alternatives (Knight,
2016, para. 6)?
ii. (Crystal) Questions for why you Key Personnel are leaving. The
Key Personnel leaving will be asked two (2) of these questions:
1. What does your new job offer that your job with this
company does not (SHRM, 2017)?
2. What did you like least and most about your job and/or
this company (SHRM, 2017)?
3. Are there any other benefits you feel should have been
offered? And why (SHRM, 2017)?
4. How frequent did you get performance feedback? Would
you have liked it more or less (SHRM, 2017)?
5. What prompted you to seek alternative employment
(SHRM, 2017)?
6. Before making your decision to leave, did you investigate
other options that would enable you to stay? If “yes”
describe (SHRM, 2017).

R ------------- (5 minutes) SDSD no new information is provided in this section.
‘Just summarize major “P” information and the outcomes of the activity for the
trainees and the company.
(Shane & Merritt) Recap In your notes, see the rule about Recap content
The training goal for this training session is to give our HR managers training for how to
conduct a proper exit interview for key personnel. Exit interviews offer a “a unique
chance to survey and analyse the opinions of departing employees, who generally are
more forthcoming, constructive and objective than staff still in their jobs. In leaving an
organisation, departing employees are liberated, and as such provide a richer source of
objective feedback than employed staff do when responding to normal staff attitude
surveys.” (Boliger, 2015, para. 1). The employee conducting the interview should
realize the importance of interviewing a key prospect because they are “an Individual
who possesses a unique ability essential to the continued success of a business firm”
(Ardiphine, 2015, pg.2, para. 3). It is essential for the interviewer to get through the
script and questionnaire with precision and care for both the company and the
interviewee key prospect. Identifying the opportunity while interviewing is the main
goal for the interviewer as he/she should have the best in mind for the company's goals
and values. The employee should gain insight of the purpose of the training session
before the personal introduction. When they get there they will be presented the
information about Amazon and their various business specifications and the reasons why
they do this process. They will understand the process of breaking into the groups of four
and role playing scenario. After switches in the role-playing process, the trainee will
become more familiar with what to ask and how to interact with the interviewee.
Furthermore, “Exit interviews, when conducted with care, can provide a flow of
thoughtful feedback and insight on all three fronts. They can increase employee
engagement and retention by revealing what works or doesn't work inside the
organization (Spain, 2016, The Opportunity, para. 1).” The activity and role-play should
provide insight and examples of different scenarios that may arise during the training
session. However, there are challenges during the process that the trainee must realize
such as data that is “untrustworthy” or “spotty” (Spain, 2016, The Challenge, para. 1). A
positive mentality and intuitive personality is vital for the process while learning about
the pros and cons of the working experience for the interviewee. Much like this training
process, the timing of the interview is critical for both the key prospect and the script.
The location of the interview should be in a comfortable environment in the workplace
to ensure the interviewer’s dedication to the company (Webster, 2014, Objectives).
Presenting the goal of the training program, facilitating the activity, and then recapping
the most important facets of the training program will set up the trainee for maximum
benefit when facilitating their own exit interview.

References
Adams, S. (2015). How People Who Work For Amazon Really Feel. Forbes.Com, 7. (Zach)
Not used; Not related to key personnel, per se Allen, R. S., Azuero, C. B., Csikai, E. L.,
Parmelee, P. A., Hae Jung, S., Kvale, E., & ... Burgio, L. D. (2016). “It Was Very
Rewarding for Me …”: Senior Volunteers' Experiences With Implementing a
Reminiscence and Creative Activity Intervention. Gerontologist, 56(2), 357-367.
doi:10.1093/geront/gnu167 (Luke)
Allan, K. (2015). Hit Hard By The Loss Of A Key Employee. Forbes. Retrieved April 18, 2017,
from https://www.forbes.com/sites/kellyallan/2015/05/05/hit-hard-by-the-loss-of-a-key-
employee/#32a441be6003 (Luke)
Amazon.jobs (2017). Operations MAnager, Logistics - St. Louis. Amazon.com, Inc. Retrieved
March 6, 2017 from (Crystal) https://www.amazon.jobs/en/jobs/508092
Ardiphine, R. (2015). The Loss of A "Key Person": Risk To The Enterprise; How To Manage It?
IOSR Journal of Business and Management. (Sean) http://www.iosrjournals.org/iosr-
jbm/papers/Vol17-issue2/Version-3/D017233844.pdf
Not used; Not related to key personnel, per se Not used; Not related to key personnel, per se
Batalla-Busquets, J. M., & Pacheco-Bernal, C. (2013). On-the-job e-learning: Workers' attitudes
and perceptions. The International Review of Research in Open and Distributed

Learning, 14(1), 40-64. http://www.irrodl.org/index.php/irrodl/article/view/1304/2417
(DeShaun)
Birchall, A. (2013). Opportunity knocks during exit interviews. Management Today, 38. (Zach)
Bolger, M. (2015). Exit Interviews can be so important in retaining key staff. Indeed. Retrieved
March 28th, 2017. https://www.linkedin.com/pulse/exit-interviews-can-so-important-
retaining-key-staff-michael-bolger (DeShaun)
Brad Harris, T., Chung, W., M. Hutchins, H., & S. Chiaburu, D. (2014). Do trainer style and
learner orientation predict training outcomes?. Journal of Workplace Learning, 26(5),
331-344.
https://www.researchgate.net/profile/Holly_Hutchins/publication/265969417_Do_trainer
_style_and_learner_orientation_predict_training_outcomes/links/55d3405108ae7fb244f5
842e.pdf (DeShaun)
Broughton, K. (2016). 'Stay the Course' Despite Energy Woes: Exit Interview with Dick Evans.
American Banker, 181(28), 1. (Luke)
Canada, N. (2016, March 29). Exit (Interview) Strategy. Canada Newswire. (Sean)
Cohen, C. F. (2016). Don't Lose Track of High Performers Who Take a Hiatus. Harvard
Business Review Digital Articles, 2-4. (Sean)

Emst & Young LLP and SCC Soft Computer, (July 19, 2014). Top 10 hall of fame outstanding
training initiatives (July/August 2014). Training: the source for professional
Development. Retrieved March 1, 2017 from (Crystal) https://trainingmag.com/trgmag-
article/top-10-hall-fame-outstanding-training-initiatives-julyaugust-2014
Eugene Jennex, M. (2014). A proposed method for assessing knowledge loss risk with departing
personnel. VINE: The journal of information and knowledge management systems, 44(2),
185-209. (DeShaun)
Freifeld, L. (October 21, 2013). No more revolving door. Training: the source for professional
Development. Retrieved March 1, 2017 from (Crystal)
https://trainingmag.com/content/no-more-revolving-door
Freifeld, L. (October 17, 2013) Job hopping no longer a dirty word: what you can do to stop your
great employees from jumping ship. Training: the source for professional Development.
Retrieved March 1, 2017 from (Crystal) https://trainingmag.com/content/job-hopping-no-
longer-dirty-word
Not used; Not related to key personnel, per se Frost, S. (2014). The importance of
training & development in the workplace. (Shane)

Giunta, 2017, Week 2, February 1, Statement for Each Separate Goal.(Shane)
Giunta, 2017, Week 7, March 8, Competency Model Matrix. (Shane)
Globoforce. (2016). SHRM/Globoforce Survey Finds 71 Percent of Companies Track Employee
Engagement through Exit Interviews. Business Wire (English). (Luke)
Not related to key personnel, per se Gray, P. (2016). Conducting Meaningful Exit Interviews.
Association of Talent Development. Retrieved on February 23, 2017 from (Crystal)
https://www.td.org/Publications/Newsletters/Buzz/2016/01/Conducting-Meaningful-Exit-
Interviews
Gregory, L. (February,12 2017). Amazon.com Inc.’s Vision Statement & Mission Statement (An
Analysis). Panmore Institute. Business, Management. Retrieved March 6, 2017 from
(Crystal) http://panmore.com/amazon-com-inc-vision-statement-mission-statement-
analysis
Not used; Not related to key personnel, per se Brad Harris, T., Chung, W., M. Hutchins, H., &
S. Chiaburu, D. (2014). Do trainer style and learner orientation predict training
outcomes?. Journal of Workplace Learning, 26(5), 331-344.
https://www.researchgate.net/profile/Holly_Hutchins/publication/265969417_Do_trainer
_style_and_learner_orientation_predict_training_outcomes/links/55d3405108ae7fb244f5
842e.pdf (DeShaun)
Hannon, K. (2015, June 4). Exit interviews do’s and don’ts. Personal Finance. Forbes. Retrieved
April 17, 2017 https://www.forbes.com/sites/nextavenue/2015/06/04/exit-interview-dos-
and-donts/#4e3990c845fa (Crytsal)
Knight, R., & Willyerd, K. (2015, August 12). When an Employee Quits and You Didn't See It
Coming. Retrieved April 11, 2017, from https://hbr.org/2015/03/when-an-employee-
quits-and-you-didnt-see-it-coming. (Shane)
Knight, R. (2013). The Right Way to Off-Board a Departing Employee. Harvard Business
Review. Retrieved March 7, 2017, from https://hbr.org/2016/01/the-right-way-to-off-
board-a-departing-employee. (Zach)
Knodt, U., Dineva, E., & Nagel, B. (2015). The expert is leaving---The knowledge is lost? DLR's
knowledge management solutions for the leaving expert issue. In 66th International
Astronautical Congress (IAC 2015). (DeShaun)
Not the project topic Maddalena, L. J. (2015). 'Stay' Interviews. Credit Union
Management, 38(11), 50-52. (Zach
http://web.a.ebscohost.com.setonhill.idm.oclc.org/ehost/pdfviewer/pdfviewer?sid=ae3bde
b6-07b1-4e9a-ba86-a1d2f06f3e9e%40sessionmgr4010&vid=28&hid=4201
Mason-Draffen, C. (2016, February 29). Help Wanted: Exit interview benefits company, not
employee. Newsday, (Melville, NY). (Sean)
McArdle. G. (2015). Training Design and Delivery. (3rd ed). Atd. (Shane)
MORRIS, Morris, R. (2014). Your Step-by-Step Employee Termination Checklist. Franchising
World, 39-40. (Luke)
Not used; ?related to key personnel, per se Canada, N. (2016, March 29). Exit (Interview)
Strategy. Canada Newswire. (Sean)
Not related to program topic S., L. (2016). Micro Learning: Is It the Future of Workplace
Training?. Professional Safety, 61(3), 21. (DeShaun)
Norton, G. (2014). Onboarding not Working? Learn from your Offboarding Practices. Workforce
Solutions Review, 5(5), 11-13. (Zach)
PayScale. (January, 2017). Operations Manager Salary (United States). PayScale, Inc. Retrieved
March 6, 2017 from (Crystal)
http://www.payscale.com/research/US/Job=Operations_Manager/Salary
Potton, L. (2015). How to conduct the ideal exit interview. People Management, 48. (Zach)
Rao, M.S. Ph.D. (August 14, 2015). Employees don’t leave organizations, they leave bad bosses.
Training: the source for professional Development. Retrieved March 1, 2017 from
(Crystal) https://trainingmag.com/employees-don’t-leave-organizations-they-leave-bad-
bosses
Schlosser, F. (2015). Identifying and differentiating key employees from owners
and other employees in SMEs. Journal of Small Business Management,
53(1), 37-53. (DeShaun)
SHRM, (2017) HR Manager Job Description Retrieved March 7, 2017, para. 1. – 9. ,
https://www.shrm.org/resourcesandtools/tools-and-samples/job-
descriptions/pages/cms_001298.aspx ( DeShaun Herzog)
SHRM. (August, 7 2014). Termination: Exit Interview Questionnaire. SHRM. Retrieved on
February 8, 2017 from (Crystal) https://www.shrm.org/resourcesandtools/tools-and-
samples/hr-forms/pages/termination_exitinterviewquestionnaire.aspx
S., L. (2016). Micro Learning: Is It the Future of Workplace Training?. Professional Safety,
61(3), 21. (DeShaun)

SPAIN, E., & GROYSBERG, B. (2016). MAKING EXIT INTERVIEWS COUNT
SPAIN, E., & GROYSBERG, B. (2016). MAKING EXIT INTERVIEWS COUNT. Harvard
Business Review, 94(4), 88-95. (Merritt)
http://web.b.ebscohost.com.setonhill.idm.oclc.org/ehost/detail/detail?vid=5&sid=54eacc1
a-433e-42d7-8099-
9ad1ad7e172e%40sessionmgr103&hid=118&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=113934834&db=bsh
Not related to program topic
Spain, E., & Groysberg, B. (2016). Your Most Overlooked HR Tool: Interaction. Harvard
Business Review, 94(6), 22. (Merritt)
http://web.b.ebscohost.com.setonhill.idm.oclc.org/ehost/detail/detail?vid=4&sid=95fb308
1-1c09-44f8-a2a8-
b73f66feb0e5%40sessionmgr120&hid=116&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d
%3d#AN=115489945&db=bsh
Steinfeld, J. (November 23, 2015). 9 Things you MUST Do When A Key Personnel Leaves.
Inc.com. Retrieved on April 18, 2017 From (Merritt)
https://www.inc.com/jay-steinfeld/9-things-you-must-do-when-a-key-employee-leaves.html
Not related to program topic Terera, S. R., & Ngirande, H. (2014). The impact of
training on employee job satisfaction and retention among administrative staff members:
A case of a selected tertiary institution. Journal of Social Sciences, 39(1), 43-50. (Shane)
Webster, J. (2014). Exit interviews to reduce turnover amongst healthcare professionals.
Cochrane Database Of Systematic Reviews, (8), doi:10.1002/14651858.CD006620.pub5
(Merritt)
Appendix A
NAME: ___________________
Handout company is Amazon.com:
● (Crystal) Mission: “We strive to offer our customers the lowest possible price, the best
available selection, and the utmost convenience” (Gregory, 2017; Amazon.com’s Mission
Statement, para 1).
● (Zach)Work Culture: Amazon has a very fast paced and vibrant culture with colleagues
that are fairly aggressive and smart. Management is very focused on the newest
technology trends and emphasize leadership. Colleagues are very competitive and you
need show desire to move forward and up (Adams, 2015, para. 10-14).
● (Zach) Current issues relayed by employees: Management has been considered very cut
throat at times with ideas being questioned a lot and attacked (Adams, 2015, para. 2). In
addition, work/life balance can be difficult to manage with high expectations at the
workplace (Adams, 2015, para. 2-5). Lastly, high competitiveness contributes to bad
politics within the environment (Adams, 2015, para. 14).
● (Crystal) Job description of the Operations Manager, Logistics: “The Operations
Manager has complete responsibility for inbound operations, outbound operations or a
functional process responsibility within the operation on a specified shift or across
multiple shifts” (Amazon.com, 2017; Job Description, para 1). They will have to oversee
various departments, budgets, set goals, products must or exceed clients’ or customers
expectations (PayScale, 2017; Job Description for Operation Manager, para 1). They
must have a bachelor’s degree, master’s degree, MBA is a plus and have work experience
(PayScale, 2017; Job Description for Operation Manager, para 3).
● (Crystal) Pay scale for a Operations manager: “An Operations Manager earns an average
salary of $61,059 per year” (PayScale, 2017).
(This part will not be in full session time only 10min simulation)
QUESTIONS: Memorize
Must ask 1 Specific to knowledge transfer from experts leaving the company:
● Does the company have all the methods you used to be efficient in your
position documented, or have you developed any new methods of your
own to improve a process (Knight, 2016, para. 3)?
● Are there any specific sources that you use for information or research
(Knight, 2016, para. 6)?
● If you encountered a problem, who would you normally consult and did
you normally have alternatives (Knight, 2016, para. 6)?
Must ask 1-2 questions for why your Key Personnel is leaving.
● What does your new job offer that your job with this company does not
(SHRM, 2017)?
● What did you like least and most about your job and/or this company
(SHRM, 2017)?
● Are there any other benefits you feel should have been offered? And why
(SHRM, 2017)?
● How frequent did you get performance feedback? Would you have liked it
more or less (SHRM, 2017)?
● What prompted you to seek alternative employment (SHRM, 2017)?
● Before making your decision to leave, did you investigate other options
that would enable you to stay? If “yes” describe (SHRM, 2017).

Appendix B
(Crystal)
SEATING CHART
Luke Lewis
You will be paired off in your group with the person assigned (Please sit next to them in the
designated area).
Group 1: Front door side
Trainers: Merritt Bailey, Sean Stanners
Dominique Cappello
Jacqueline Palmer
Cooper Deller
Anna Graziano
Tyler Hood
Rachael Litak
Zachary Voytek
Sarah Melchiore
Group 2: Front window side
Trainers: DeShaun Herzog, Crystal Joyce
Victoria Draovitch
Danielle Armstrong
Madilyn Ferretti
Kimberly Hayes
Santiago Henao
Kayla Houser
Sarah Miller
Damjan Sredanovic
Group 3: Back door side
Trainers: Shane Pettke, Luke Lewis
Aaron Anderson
Davon Dutrieuille
Joshua Malago
Fitzgerald Robertson
Benjamin Schutrum
Austin Sheridan
Mark Vasbinder
Daniel Wukich
Group 4: Back window side
Trainers: Zach Kravits
Abdulaziz Alanazi
Meghan Hollar
Sophia Grack
Tristen Hanke
Emmanuel Joshua
Keagan Pontious
Appendix C
(Crystal)
Observer Checklist
Luke Lewis
❏ Room is set up
❏ Technology is working - powerpoint setup
❏ Handout passed out
❏ Pens and Paper for Activity Part
Present 3 min
❏ Powerpoint
❏ Definition of a Key Personnel
❏ What Happens When Knowledge Sharing is missing
We will break the room up into four (4) groups and within the groups pair people into twos
Person A and Person B

Activity 6 min
3 minutes for Person A and 3 minutes for Person B
❏ Person A will act as the exit interviewer and Person B will act as the interviewee
❏ Interviewer should be writing everything down
❏ Importance of Key Personnel
❏ Must ask 1 Specific to knowledge transfer from experts leaving the company:
● Does the company have all the methods you used to be efficient in your position
documented, or have you developed any new methods of your own to improve a process
(Knight, 2016, para. 3)?
● Are there any specific sources that you use for information or research (Knight, 2016,
para. 6)?
● If you encountered a problem, who would you normally consult and did you normally
have alternatives (Knight, 2016, para. 6)?
❏ Must ask 1 Specific to knowledge transfer from experts leaving the company:
● Does the company have all the methods you used to be efficient in your position
documented, or have you developed any new methods of your own to improve a
process (Knight, 2016, para. 3)?
● Are there any specific sources that you use for information or research (Knight,
2016, para. 6)?
● If you encountered a problem, who would you normally consult and did you
normally have alternatives (Knight, 2016, para. 6)?
❏ Must ask 1-2 questions for why your Key Personnel is leaving.
● What does your new job offer that your job with this company does not (SHRM,
2017)?
● What did you like least and most about your job and/or this company (SHRM,
2017)?
● Are there any other benefits you feel should have been offered? And why
(SHRM, 2017)?
● How frequent did you get performance feedback? Would you have liked it more
or less (SHRM, 2017)?
● What prompted you to seek alternative employment (SHRM, 2017)?
● Before making your decision to leave, did you investigate other options that
would enable you to stay? If “yes” describe (SHRM, 2017).
❏ Person B (interviewee) will be answering the questions based off the information trainee
will get beforehand. Person A must not interrupt Person B when talking.
❏ At the end, Person A should emphasize that they would like the relationship to continue,
and not shame or disapprove of the exiting employee (Person B).
❏ Person A and Person B will reverse roles and repeat the above process.
❏ 90% accuracy at a level 3 in the Matrix using the exit interview sheet to keep it
structured (Giunta, 2017, week 2, 2-1-17, Statement for Each Separate Goals).
Recap 1 min
❏ Recapping the Training Session
❏ The training goal for this training session is to give our HR managers training for
how to conduct a proper exit interview.

❏ “An Individual who possesses a unique ability essential to the continued success
of a business firm” (Ardiphine, 2015, pg.2, para. 3).
❏ The activity and role-play should provide insight and examples of different
scenarios that may arise during the training session.
Appendix D
Script
Luke Lewis
Program Goal:
During the training session the trainee will be able to facilitate an exit interview with five
questions within seven minutes to the exiting employee 90 percent accuracy at a level 3 in the
Matrix using the exit interview sheet to keep it structured (Giunta, 2017, week 2, 2-1-17,
Statement for Each Separate Goals). The trainee will also be able to efficiently write notes on a
given form about the interview, specifically about the positives and negatives of the company
from the eyes of the employee (Freifeld, 2013, Exit Interviews, para 1).
(Luke)
Key personnel is an employee that is most effective, meaning that they do the most work. They
are the most productive. They are the most ambitious. They show that they are above the average
employee. The employee is reliable and trusted. The organization does not express concern on
the ability of the employee to get the job done in a timely manner. The employee produces work
that contributes tremendously to the success of the organization. An employee classified as key
personnel is trusted to be of essential value to the organization that the average employee is not
capable of meeting. An owner would describe them as the most effective, reliable to get the job
done, and a person whose work is to be a major contribution to the business.
The reason we should care that a key personnel is leaving is stated in one version of the
definition of what a key personnel is. “an employee that an owner (1) believes is the most
effective, (2) relies upon and trusts to get the job done, and (3) whose work is perceived by the
entrepreneur to contribute the most to the success of the venture.” (Francine, 2015, pg. 1, Para.
1)
(Sean)
Essential to Growth of the Company
These employees are essential to the company’s growth, they help drive the company to success
not just through their skills, but through their ambition and creativity.
Ardiphine describes these key persons as, “having knowledge, creativity, inspiration, reputation
and/ or skills are essential to the viability or growth of an organization, and the loss of which
could paralyze the enterprise’s activities.”
Cannot Be Easily Replaced
They cannot be easily replaced because of the years of experience, because they have developed
and nurtured critical client relationships or simply because he is fantastic at his job. The unique
value key employees add makes the loss much greater.
Long Term Effect on company’s success and health When a key employee leaves, the loses
have a long-term effect on the company's success and health. Key employees bring in many
benefits, such as productivity, morale, and client satisfaction boosts.
(Deshaun)
So when a key employee leaves, there are many consequences that occur. One of them is the loss
of knowledge sharing. Knowledge sharing is when employees share skills and information they
have acquired over their lifetime. This is very helpful to new employees or employees who wish
to acquire such information or skills to further their career and skill set. So when a key employee
leaves, they take a lot of skills and knowledge they have acquired with them. This means that all
other employees will have to be trained to cover those gaps, which will cost money for training,
there will be knowledge gaps that the company may not even know at first, and any knowledge
that has to be recovered is just a waste of time and money.
(Crystal)
Now we will be going into the Activity. Normally this is a 15 minute training session with 5-7
questions being asked (Potton, 2015). The person Interviewing the Key Personnel has to be
engaged and encourage engagement (Norton, 2014).
The Handout help them understand the situation better. Asking Questions why they are leaving
will help gain insight into the person’s thought process, which will create more of a conversation
(Knight, 2016, para. 2-4).
(Zach)
For today, the Interviewer needs to be writing the information down (Knight, 2016, para. 7). And
will only have to ask 2-3 Questions based on the example company in the handout which is
Amazon. Person A will start as the interviewer for 3 minutes. Then once the timer goes off they
will switch and Person B will be the interviewer.
*Everyone will go into their assigned groups. The trainers will then separate to oversee how each
pair is doing within the groups.
(Merritt)
This training session has provided the opportunity to give our HR managers training for how to
conduct a proper exit interview with a key personnel who is leaving willingly. The exit
interview itself offers a “a unique chance to survey and analyse the opinions of departing
employees, who generally are more forthcoming, constructive and objective than staff still in
their jobs. It is essential for the interviewer to get through the script and questionnaire that we
have provided with precision and care for both the company and the interviewee since the
interviewee will more than likely have great insight about the company.
(Shane)
Specifically, identifying the opportunity while interviewing is the main goal for the interviewer
as he/she should have the best in mind for the company's goals and values. You have gained
some information before the training session in the handouts which have set you up to learn more
about the purpose. After this training session you all should be able to effectively communicate
feedback to managers from interviewee (key personnel), build knowledge on exit interviews for
key personnel, and have the ability to adapt to each unique exit interview.

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Exit Interviews for Key Personnel 1

Red - Dr. Giunta’s Feedback - March 4 & March 10

Green=10 minute excerpt for in-class training program delivery

Must be balanced participation by all trainers.

Activity by trainees should equal 6 minutes of program.

New changes from after Presentation will be in Purple

We have to make a Key will all the colors

BU371.01 T&D Program ©2017, Dr. Giunta

Name of Session Program and Training Team Members:

(Crystal & Zach) Business Justification: no outside research

Ph.D., 2015; Tools and techniques to retain employees, para 4).

(Crystal) Program Goal: (Human Resource Manager):

higher salary, etc (Freifeld, 2013; Exit Interviews, para 1).

(Crystal and Zach) Trainee Job Description

○ FLSA Status: Exempt

○ Preparation Date : March 28th, 2017

○ Preparer: Senior HR Manager

○ General nature of the job: A HR managers typical goal is to help

enhance, evaluate, and maintain an organization’s talent. This manager

position oversees administration, coordination and evaluation of the

human resource function (SHRM, 2017, para. 1).

■ Designing, developing, implementing, and evaluating programs in

the workplace to help train employees for certain topics or

knowledge gaps. “Develops and administers various human

resources plan and procedures for all company personnel”

(SHRM, 2017, para. 2).

■ Helps keep all positions current and up to date “Implement and

annually updates the compensation program; rewrites job

descriptions as necessary; conducts annual salary surveys and

develops merit pool (salary budget); analyzes compensation;

monitors the performance evaluation program and revises as

necessary” (SHRM, 2017, para. 2).

■ Keeps the organization up to date with changing laws and

legislation “Develops, recommends and implements personnel

policies and procedures; prepares and maintains handbook on

policies and procedures; performs benefits administration to

include claims resolution, change reporting, approving invoices for

payment, annual re-evaluation of policies for cost-effectiveness,

information activities program and cash flow” (SHRM, 2017, para.

■ Taking feedback from employees and using it to fix issues that

may lead to turnover or grievances “Ensures compliance with all

○ Relationships: An HR manager is generally in charge of taking care of

employee relations, which involves hiring, firing, training programs, exit

interviews, and employee relations with other employees.

○ Reports to: Senior HR Manager

○ Supervises: All employees within the HR department (SHRM, 2017, para.

○ Works with: Fellow HR Managers (SHRM, 2017, para. 2).

● Responsibilities and Duties

○ Create and implement various activities within the department. These

activities should be made to help accomplish missions that the department

has put forth.

○ Update job descriptions, compensation programs for employees as needed,

employee handbook that is updated with all changes, re-evaluate older

○ Maintain our affirmative action programs, continue to hold ourselves to

EEO regulations (SHRM, 2017, para. 2).

○ Recruit new employees for permanent and temporary workers, create

○ Continue to maintain department records, documents, and reports (SHRM,

2017, para. 2).

(SHRM, 2017, para. 2).

○ Use results of activities of department programs and reports to evaluate

effectiveness of programs and activities of reaching company goals

relations, must be pre-approved by the Senior HR Manager, unless

specific instructions was given by the Senior Manager to do otherwise