An exit interview tells the school why someone is leaving and what could improve its culture, systems and practices. It also gives the departing colleague a chance to share their view and to learn how the school operates.

Confidentiality and Trust

Explain who will see the notes, how feedback will be used and the limits of confidentiality before starting. Safeguarding concerns or matters needing formal action must follow the appropriate school procedure; do not promise absolute secrecy.

Engaging with the Wider Community

Use feedback from departing staff to reflect on the wider staff experience. Share only the themes needed by those responsible for improvement, without details that identify the departing colleague. Do not share individual exit-interview accounts in professional networks.

Suggested Questions for Exit Interviews

These cover school culture, professional support and personal reflections:

  1. What has led you to decide to leave?
  2. How would you describe working here, and what experience best illustrates that?
  3. What prompted you to begin looking for a new job?
  4. What aspects of your role did you find most and least fulfilling?
  5. What would you have changed about your employment experience, if you could?
  6. What advice would you give to someone new stepping into your role?
  7. Do you feel your accomplishments were acknowledged and valued?
  8. Did the Senior Leadership Team (SLT) support your professional success?
  9. Were you given frequent, constructive feedback?
  10. How has your role evolved since you joined the school?

Best Practices for Conducting Exit Interviews

  • Listen Actively: Allow the departing staff member to speak openly without interruption. Show that their views are valued.
  • Document Feedback Thoughtfully: Record insights in a structured, confidential way for analysis and follow-up.
  • Identify Themes: Look for patterns across multiple interviews to inform wider policy or cultural change.
  • Share and Action Insights: Feedback should be reviewed with leadership teams and governors where appropriate. Share agreed actions with staff without identifying the person who raised them.
  • Provide Positive Closure: Thank the staff member for their contributions and wish them well in their future career.

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