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Personally, I'm glad I co-operated with my previous employer by delving into the specific factors that led to my decision to leave. Despite the fact that I obvi

by h2s 13y ago

Personally, I'm glad I co-operated with my previous employer by delving into the specific factors that led to my decision to leave. Despite the fact that I obviously left, I really liked those people, and sometimes you go out on a limb for people you like. My feedback provided a written-down justification for investing in some much-needed improvements to the way they built software. A few things tangibly improved as a direct result, and that is valuable to me.

hga 13y ago
This is something one has to make a judgement call on. E.g. in your case it didn't necessarily help you, but you judged correctly that it might help your friends. At that point you have a risk/reward trade off, and an absolute "NO!" rule that's based on the generally correct perception there's no reward is less relevant. BTW, did you give this feedback to HR or to a manager type? Headhunter Corcodilos is particularly inveighing against the former, although a lot of his points apply in all circumstances. And he does allow for doing this with the right person, with a strong recommendation of waiting a couple weeks after you're gone. To finish, there's always the question of "Why will they listen this time?", but, hey, I was born, raised and have retired to Missouri, where we're famous for our mules. And I was told the first rule in interacting with them is to get their attention with a sturdy piece of wood. I'm sure in some situations, especially the ones where you know all the players, that can actually work, even if it takes something even more drastic like resigning. Hmmm, you might even point out that they should try playing this game before they lose the next person....
mason55 13y ago
Likewise, as an engineering manager and not an HR drone (my company doesn't even have HR yet), the point of my exit interview is to improve my team and company. The hope is that a departing employee can feel a little more free about giving feedback. I suppose the flip side is that people will say I should be eliciting that feedback all the time, and I do, but there's a difference between giving feedback to your superior and your former superior.

by h2s 13y ago

hga 13y ago

This is something one has to make a judgement call on. E.g. in your case it didn't necessarily help you, but you judged correctly that it might help your friends. At that point you have a risk/reward trade off, and an absolute "NO!" rule that's based on the generally correct perception there's no reward is less relevant. BTW, did you give this feedback to HR or to a manager type? Headhunter Corcodilos is particularly inveighing against the former, although a lot of his points apply in all circumstances. And he does allow for doing this with the right person, with a strong recommendation of waiting a couple weeks after you're gone. To finish, there's always the question of "Why will they listen this time?", but, hey, I was born, raised and have retired to Missouri, where we're famous for our mules. And I was told the first rule in interacting with them is to get their attention with a sturdy piece of wood. I'm sure in some situations, especially the ones where you know all the players, that can actually work, even if it takes something even more drastic like resigning. Hmmm, you might even point out that they should try playing this game before they lose the next person....

mason55 13y ago

Likewise, as an engineering manager and not an HR drone (my company doesn't even have HR yet), the point of my exit interview is to improve my team and company. The hope is that a departing employee can feel a little more free about giving feedback. I suppose the flip side is that people will say I should be eliciting that feedback all the time, and I do, but there's a difference between giving feedback to your superior and your former superior.