Sarabjeet Sachar, Founder and CEO of Aspiration, is a powerhouse in career development and leadership coaching, with 40 years of hard-earned experience. For over two decades, he’s been at the helm of Aspiration, driving its impressive growth in recruitment, job search coaching, interviews, and online courses. With 10,000+ interviews under his belt and a roster of 500+ employers as clients, Sarabjeet is known for delivering top-notch results and pioneering fresh, innovative approaches to career growth. He’s also a sought-after speaker at leading HR forums and frequently serves as a jury member for HR excellence awards.
In an exclusive exchange with The Interview World, Sarabjeet Sachar pulled back the curtain on the true power of exit interviews. He broke down the key reasons employees leave. Furthermore, he shared eye-opening stories about how exit interviews have reshaped company hiring strategies, and made a compelling case for why leadership is the backbone of employee retention. He didn’t stop there—he also pinpointed specific programs that can make a real difference in keeping top talent onboard. Here are the standout moments from his no-nonsense, insight-packed interview.
Q: In a hyper-automation world, when machines take over human activities and hire-and-fire becomes a norm, do exit interviews make any sense to the top leadership of the organization?
A: Exit interviews can be a game-changer, but only if leadership and HR are fully aligned and truly committed to acting on the insights. The real purpose? Analyze the feedback, document it, and build a databank over time. Then, turn those insights into a strategic plan with a bold, actionable roadmap focused on boosting talent retention. But here’s the kicker: you’ve got to involve line managers. Limiting this to HR alone weakens the impact. When line managers are part of the process, the feedback becomes fuel for real change. Sadly, in many organizations, exit interviews are little more than a checkbox exercise—a formality that leads nowhere.
Q: Based on exit interview data, what do employees cite as the most common reasons for leaving the company, and do those reasons impact the future talent acquisition strategy?
A: The reasons may differ depending on management level and company size. When I speak with senior HR leaders or coach senior executives, one thing is clear: the feedback from exit interviews hits on the same pain points. It comes down to three core issues—uninspiring, often toxic leadership; a serious lack of job satisfaction; and poor work-life balance. These problems are universal. They cut straight to the heart of why people leave, regardless of the organization’s specifics.
Q: Can you share specific examples where insights from exit interviews led to meaningful changes in the organization’s employment strategy?
A: About three years ago, we uncovered a key insight at Aspiration, a small but growing team of 18 to 20 employees. In our career coaching division, we had a manager leave after two years, chasing better growth prospects elsewhere. During the exit interview—one I personally led—we learned that our process of having clients fill out a questionnaire before their coaching sessions was a bottleneck. It delayed the start of the service and pushed out delivery timelines.
We immediately pivoted, replacing the questionnaire with a simple phone conversation to gather client input. The impact was immediate. We started delivering on time, client satisfaction shot up, and employee job satisfaction improved as well. I’m certain many companies have faced similar issues, but in this case, my direct involvement as Founder & CEO made the difference. Unfortunately, in larger organizations, this remains a persistent problem, mainly due to a lack of commitment and engagement from line managers.
Q: What role does leadership play in analysing and acting upon the data gathered from exit interviews and how do these data points drive pertinent steps to bring in a cultural shift in the retention strategy?
A: Leadership is the game-changer when it comes to making exit interviews matter. Without action and deep data analysis, the entire purpose falls flat. Throughout the organization, there are critical touchpoints where changes are needed—but they’ll never stick without leadership’s full support. That’s why leaders must cultivate a learning culture where feedback is not just heard but embraced. When leadership takes feedback seriously and uses it to fuel improvement, exit interviews can become a powerful tool for driving real change.
Q: Do you notice any trends or patterns in exit interviews that help you predict future retention risks?
A: Absolutely. When feedback highlights a trend—like insufficient training and development or a poor work-life balance—it’s time to take decisive action. Spotting these patterns enables organizations to tackle underlying issues head-on and implement solutions that truly make a difference.
Q: What role does leadership play in shaping and promoting retention efforts within an organization?
A: It all starts at the top. Leadership is key to cultivating a work culture where teams feel empowered to speak up when they encounter disconnects. It’s about creating an environment where they are genuinely heard and understood. Clear, transparent communication regarding the company’s challenges and strategies to tackle them is crucial. In short, the responsibility for building this culture lies squarely with leadership.
Q: What initiatives or programs do you suggest to be implemented to make the most positive impact on employee retention?
A: First, introduce stay interviews to regularly engage key employees who are still with the organization. These conversations can uncover invaluable feedback that drives meaningful change. Keep the atmosphere informal and use open-ended questions to foster genuine dialogue. Most importantly, act on the insights you gather to ensure every employee feels valued and appreciated. Second, invest in soft skill training and development. Cultivating open communication and empathetic listening is essential. Equip leaders with training in crucial soft skills—like effective communication, conflict resolution, collaboration, and strong leadership—to significantly enhance your talent retention efforts.
