As someone who has done exit interviews on both sides some quick notes:
1) I would dial back dramatic sweeping criticism. Now is not the time to relitigate every grievance, claim doom will befall company etc.
2) Treat it as any other feedback cycle. Here's what was working well, here some areas I might look at improving. Keep it light and friendly.
3) Do a slight "I" perspective. I'm moving for higher pay and to have a bit of a bigger role / influence on decisions etc. I'm moving in part because progression options were unclear to me. I'm moving in part to be able to do a masters program with an EAP program, start a retirement plan match (401K) etc.
I had great references from all my former employers AND I did the exit interviews they wanted. They were friendly.
I left one very very cushy job, did a very friendly exit interview, they hired me back on as a consultant at x times my normal rate. It really worked out better. I'd had a split reporting structure internally (nightmare), and when I came back consulting each project had a clear "customer" I could work with / manage against. Everyone was happier. When I left I just said, One area that was tricky for me was the split reporting structure which made it harder to prioritize my work. When I consulted I had a point of contact clearly defined.
I think this is good advice. I treat these interviews as an opportunity to keep a door to return to the company in different circumstances. When you look at folks working in FAANG (or other cohorts of big companies), there is quite a bit of movement back and forth over time. It might not seem like it, but HR records can still be hanging around when you interview in a different department a couple of years later. They often shield these some from hiring managers, but they get connected up eventually.
This might sound unpopular but, when leaving a company I'm mentally telling everyone to f-off. Unless the the interview is with someone that could refer you, I wouldn't even waste any time or energy in that interview. It's not worth it. Miss it. Nobody will remember.
Totally not a problem. If you are in the f-off frame of mind then probably for the best!
You won't be pushed that hard for an exit interview if it was pretty clearly not a good fit. Some of these transitions are a relief for all concerned (employee AND manager).
If a manager has someone with leadership / significant upside potential I do think a discussion is worth doing if possible.
1) I would dial back dramatic sweeping criticism. Now is not the time to relitigate every grievance, claim doom will befall company etc.
2) Treat it as any other feedback cycle. Here's what was working well, here some areas I might look at improving. Keep it light and friendly.
3) Do a slight "I" perspective. I'm moving for higher pay and to have a bit of a bigger role / influence on decisions etc. I'm moving in part because progression options were unclear to me. I'm moving in part to be able to do a masters program with an EAP program, start a retirement plan match (401K) etc.
I had great references from all my former employers AND I did the exit interviews they wanted. They were friendly.
I left one very very cushy job, did a very friendly exit interview, they hired me back on as a consultant at x times my normal rate. It really worked out better. I'd had a split reporting structure internally (nightmare), and when I came back consulting each project had a clear "customer" I could work with / manage against. Everyone was happier. When I left I just said, One area that was tricky for me was the split reporting structure which made it harder to prioritize my work. When I consulted I had a point of contact clearly defined.