A well-supported departure leaves a lasting positive memory of the house, and valuable lessons for the teams who remain.
In hospitality and food service, departures are part of daily life, and more and more establishments hold an exit interview. That is a very good thing. The real question is often how to run it — and who should conduct it. Well prepared, this conversation lets you hear what departing employees are often best placed to tell you.
Done well, the exit interview becomes a retention tool in its own right, complementing the levers we detailed in our article on turnover in hospitality and food service.
1. Why the exit interview matters
A Gallup study of employees who left their company shows how many of these departures could have been avoided.
Sources: Gallup, 2024; Gallup, Exit Programs That Retain Stars and Build Brand Ambassadors.
The exit interview serves three purposes:
In an industry where everyone knows each other, a former employee who speaks well of the house is a precious asset — for recruiting as much as for reputation.
2. Prepare the interview well
The right time
The ideal is a few days before the end of the contract, once the decision is final and emotions have settled. Too early, the conversation stays tense; on the last day, squeezed between formalities, it often comes down to a few pleasantries.
The right people
The exit interview is not only HR's business. Ideally, bring in two perspectives — in the same meeting or in two stages: HR, the guarantor of framework and confidentiality, and the division or department head, who knows the day-to-day realities of the role and can act concretely. If the relationship with the direct manager is among the reasons for leaving, the head of another department or senior management can step in, to allow freer speech.
The right setting
Choose a calm, discreet place away from service, where everyone feels comfortable. A coffee, a tea or simply a glass of water, half an hour blocked in the calendar, no ringing phones: how you welcome a departing employee already says a lot about the respect the house has for its teams.
State the intention clearly. This is not about judging or retaining at all costs, but about understanding in order to improve the house. Explain what will be done with the answers and what will remain confidential: it is the condition for honest feedback.
3. The questions to ask
A few well-chosen open questions are worth more than a long questionnaire. Here are the ones that bring the most insight — adapt them to the role and seniority.
To open the conversation
- How did you experience your time with us?
- Before I ask my questions, is there anything you would like to share freely?
The departure
- What motivated your decision?
- When did you first start considering leaving?
Welcome and training
- How did your first weeks in the house go?
- Did you receive the training needed to feel comfortable in your role?
Management
- Did you feel supported and recognised in your work?
- What could your manager have done differently?
Scheduling and working conditions
- Did your schedule allow you to balance work and personal life?
- Did you have the equipment and conditions needed to do your job well?
Team and prospects
- How would you describe the atmosphere in your department?
- Did you see opportunities for growth within the house?
- What would have made you stay with us?
To conclude
- Would you recommend the house to a friend?
- Would you consider coming back one day?
- Souhaitez-vous ajouter quelque chose ?
Opening and closing with an open question gives the employee space to speak without being steered. During the interview, listen more than you talk, rephrase without justifying yourself, and sincerely thank the employee for their candour.
4. Turning answers into action
An exit interview is only valuable if it changes things. Too often, answers end up in a file no one ever opens.
When welcome and training come up often in the answers, it is a sign that a more structured onboarding path is needed — this is exactly what Tutoreca Academy is built for.
5. Going further: individual check-ins with the talents who stay
Rather than waiting for a resignation, regular one-on-one check-ins — the one-on-ones or catch-ups familiar to large hotel groups — make it possible to take the pulse of the talents who stay. English speakers also talk about the stay interview for the conversation specifically devoted to what retains an employee. Gallup actually recommends these regular conversations, especially with top performers.
- Qu'est-ce qui vous donne envie de venir travailler chaque jour ?
- Qu'est-ce qui pourrait un jour vous faire partir ?
- De quoi auriez-vous besoin pour progresser dans la maison ?
Who, and how often?
The individual check-in belongs to the direct manager: fifteen to twenty minutes each month, outside rush periods, is enough to keep the dialogue alive.
6. Leaving as an ambassador
The end of a contract is not necessarily the end of a relationship. In hospitality, talents often come back — for a new season, a new role, or simply to recommend the house to others.
- A word of thanks from management, sincere and personal.
- A training certificate or a letter of recommendation, which validates the skills acquired.
- An invitation to stay in touch, for example through an alumni network or the house's events.
- An open door, clearly stated, for the best talents who might return one day.
An employee who experienced a good departure becomes an ambassador for the house — among future candidates as well as future guests.
7. The exit interview framework
Use this framework during the interview: note the answers, rate each theme, and get a summary ready to print or email.
In summary
The exit interview is not a formality. Well prepared, led by the right people and followed by concrete action, it sheds light on what engagement surveys do not always reveal.
Combined with regular stay conversations, it builds a culture of listening that benefits the whole team. And every well-supported departure strengthens the employer brand.
