SESLHD PROCEDURE
Separation of Employment SESLHDPR/423
Revision 6 Trim No. T15/22598 Date: April 2022 Page 10 of 12
COMPLIANCE WITH THIS DOCUMENT IS MANDATORY
This Procedure is intellectual property of South Eastern Sydney Local Health District. Procedure content cannot be duplicated.
4.9 EXIT INTERVIEW AND EXIT SURVEY
Employees ending their employment should be offered and encouraged to participate in
an exit interview and to complete a confidential exit survey. Exit interviews and surveys
should be conducted between notification of end of employment and the actual date of
end of employment, preferably not the last day.
The intention of conducting exit interviews and surveys is to assist SESLHD to
understand why the employee is leaving and to acquire information to help better manage
retention. The survey is a de-identified and confidential process.
The SESLHD Online Exit Survey provides a confidential medium for exiting employees to
detail their experience working for SESLHD and their reasons for leaving. As a
confidential process any individual issues cannot be followed up. The information
gathered from exit surveys provides important indicators of the SESLHD culture,
employees’ opinion in regard to working conditions and work environment, and the
reasons that employees leave the organisation. The information assists in developing or
refining operational planning, workforce planning, recruitment, training, development
strategies, and job design.
If employees do not have access to the intranet to complete the survey, a link can be
emailed to exiting employees to complete at home. The link is also available on the
SESLHD intranet under Workforce Services.
Exit interviews are generally undertaken by the line manager of the existing employee. In
some circumstances employees may have concerns about undertaking an exit interview
with their direct manager. In these circumstances arrangements should be made for a
more senior manager to conduct the exit interview.
As a face-to-face process the exit interview provides an opportunity for the manager and
employee to have a more detailed conversation about the employee’s experiences
working at SESLHD, the reasons that contribute to their leaving, and what changes may
have encouraged the employee to stay. This provides an opportunity for managers to
assess what changes can be made at a local level to improve working conditions and
retention of employees.
4.10 SEPARATION CHECKLIST
Employees and managers must ensure that all equipment and/or SESLHD property are
returned on or before the last day of employment, including mobile phones, locker keys,
department keys, swipe cards, uniforms and identification badges, motor vehicles, etc.
Employees must ensure that all relevant business records under their control are
appropriately managed prior to the last day of their employment. This involves a formal
handover of all business records, including physical paper files, electronic files, and
emails. It is essential that a formal handover of business records forms part of the end
employment process, to ensure SESLHD maintains compliance with the State Records
Act 1998 (refer also SESLHDPD/196 Records Management Policy), and to ensure
continuity of work after employment has ended.