Employees who transfer within a company are often the best source of internal feedback—and given the right outlet can provide honest and concrete data of what prompted their move. Beth N. Carvin, CEO of Nobscot Corporation says transfer employees may love the company but not the boss and their experience provides important information for managers.
Carvin says companies are missing out on this untapped goldmine of data that can provide some of the best clues to managers. “Most companies conduct exit interviews to identify the problems (and successes) happening within departments. Some companies also conduct new hire surveys to gain feedback on the hiring process, the training, and time to productivity. But only recently have organizations started to conduct exit interviews and new hire surveys with transferring employees. This is especially important for companies like financial services institutions, where most positions are filled via employees transferring from one position to another. Aside from entry level positions some banks fill 80 percent to 90 percent of their positions from within. If you are only getting feedback from external exits and hires, then you are only gathering data from 10 percent to 20 percent of people coming and going.”
Can’t always blame management
Employees transfer within the company for many reasons. “It’s easy to blame the manager,” Carvin explains, “but the truth is that it’s more likely that employees are transferring for a growth opportunity, for a new challenge, to learn new skills, or to increase their salary. A bad manager is only one reason, but it isn’t the most common.”
When an employee seeks opportunity, it’s nice if they think to do so within the company, Carvin continues. “We’re seeing a growth in the number of transfers versus exits, due mostly to a lack of opportunity elsewhere. Employees who have felt stifled for one reason or another but haven’t had the opportunity to leave have begun to look inward. Companies have also begun doing a better job with communicating about internal opportunities and creating a safe culture to transfer and grow within the organization. Management training programs commonly encourage employees to work in different parts of the company to gain a full range of experience. Mentoring programs typically pair mentees with mentors in other parts of the organization. It’s a great way to develop talent from within.”
Garnering feedback
When asked about the best time to garner feedback from a transfer employee, Carvin explains that it depends on the employer’s objective. She says that if the goal is to find out about the department the employee is leaving (similar to an exit interview), then an employee would want to have that conversation relatively quickly before the employee forgets pertinent information or their memories change. In this instance, capture the employee’s feedback somewhere around their last day working in the previous position. If, however, the goal is to garner feedback regarding the “new hire” position, then timing should be based on what the employer is looking to measure. “If you want to get feedback on the job posting and transfer process, then survey them within 30 days. If you want to get feedback on their training an acclimation, then survey at 60 or 90 days.”
Preferred method of feedback solicitation
“Most employees feel a little bit guilty for leaving their old department,” Carvin explains. “This makes it difficult for them to speak candidly and provide constructive critique. A face-to-face meeting will likely yield some uncomfortable moments with the employee saying everything was just fine. They may also be nervous about getting in trouble with their new boss and so will be cautious about how they respond verbally. A survey that the transfer employee can complete from the privacy of their own desk will yield much greater candor and more useful information. With a survey, they can also respond to quantitative questions (on a scale of 1-5) which can be aggregated with other surveys to make it easy to identify issues in different departments, divisions or other demographic groupings.”
In a face-to-face meeting, the transfer survey should be done by someone in Human Resources, preferably someone with a warm personality with whom the employee feels comfortable to be open and honest, Carvin continues. “The staffing recruiter who helped coordinate the employee’s transfer is often a good choice as a bond may have been formed during that process.”
According to Carvin, the following questions are likely to yield valuable information:
- What did you like best about your previous position?
- What did you like least about your previous position?
- What improvements would you recommend?
- What tips would you share with someone taking over your previous position?
- What expectations do you have of the new position?
- Are your expectations of the new position being met?
- Has the training for your new position been sufficient?
- Are you feeling at home in your new role?
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“You can ask about the quality of the managers but it’s unlikely they will provide a candid critique in a face-to-face meeting,” Carvin says.
Similar questions can be asked in a written survey, but Carvin says employers also have the opportunity with written surveys to ask employees to rate various items related to the environment, co-workers, supervisors, the work itself, the company, the compensation, and the transfer process itself.
“I can’t think of any questions that need to be avoided,” says Carvin. “In fact, it’s a good idea to ask about sexual harassment, violence, and discrimination in the previous position in case that is why they wanted to transfer. Just be sure to keep an eye on the results and conduct appropriate investigations as needed or required by law.”
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