Exit Tests and Interviews of Outgoing Workers as the Instrument of Organizational Learning with Regard to Serbia
Exit Tests and Interviews of Outgoing Workers as the Instrument of Organizational Learning with Regard to Serbia

Summary/Abstract: It is known that personnel processes are very complex and that their designing is different in relation to other organizational resources and potentials. Each element of this process is significant, because if deformation occurs in one, serious consequences are often caused with incalculable consequences on other elements. It turns out that the greatest attention in management literature and business practice is dedicated to recruitment, selection, acceptance and training of staff, because it starts from the view that these elements directly affect the business results. In this context, these processes are theoretically processed, and various techniques have been developed for its efficient implementation, such as: biography analysis, admission tests, interviews, problem solving, trial work, and so called unconventional techniques, such as: polygraphic and graphological testing, use of astrology, etc. The goal is to make the right selection and choose the right person for a specific job. Contrary to the above, the last element of the personnel process is conditionally stated “dispatch” of personnel to which the management literature has not dedicated even minimal attention, although this element is significant as others, because each admission is followed by a certain departure and there is no admission without leaving, i.e. departure without admission. Anyone who has been admitted must be adequately discharged, and those who leave must have previously been admitted, which in the best way indicating the causative consequential connections and relationships of the above phenomena. The reasons for these should be sought in reasoning in order not to have to deal with those who depart at any ground, because they are past, and the one who deals with the past as a rule loses the future, especially if they leave with their own will. However, leaving or departing a company on any ground must be subject to specific analysis, whereby different tools or techniques can be used, such as: exit tests, written reports, interviews, engagement of special agencies and specialists who can successfully test the reasons for people leaving, the satisfaction of the outgoing people, etc. This is a very efficient instrument of organizational learning, because, on the basis of the output documentation, there are possible mistakes in the management or organizational structure to be perceived, especially when it comes to the large fluctuation of employees. Diagnosing the causes why employees leave the company, or dissatisfied leave by the force of law, or why they leave with their own will from the organization, is a far more sophisticated way of learning and improving the organization than any other element of the personnel process. The aim of the paper is to point out the instruments and techniques that can be used in researching the “dispatching” of employees from organizations, as the final stage in the personnel process, in order to eliminate the reasons why employees leave, or causes of dissatisfaction if employees leave with their own will or by the will of employers and management, i.e. to point out an efficient way of organizational learning based on the analysis of the output documentation.

• Details
• Contents