Managers typically conduct exit interviews when they want to know why an employee is leaving the company. By learning more about the reasons for the change, managers hope to discover what can be done better in their own organizations. The exit interview is your chance to weigh in on what went well, what could be done better, and what you recommend for the department’s future growth and stability.

Common questions you may be asked in an exit interview include:

1. What is your primary (and secondary) reason for leaving? Although you can answer this question with a simple “I took another job” or “I’m going back to school,” it also gives you the opportunity to address specific concerns you have, if you wish to do so. “I wasn’t given the support I needed in order to make my sales quotas,” followed by a concrete example of one of the more serious support failures, can provide valuable information that will help your fellow sales professionals succeed.
2. Did your job duties turn out to be as expected? Companies that don’t pay meticulous attention to job requirements listed in job postings or employee handbooks often find that good people leave when the job on paper doesn’t turn out to be the job in real life. Prepare for this question by reviewing the job posting or description so you can point out specifically where reality diverged from your expectations.
3. What sales tools and resources were provided to support you? If you can name specific, concrete tools and resources that helped you close deals, find new leads, or complete other essential duties, feel free to name them and describe their helpfulness. If you can’t name one, or if you were given “resources” that proved useless, don’t hesitate to make this clear.
4. If you could improve three things in this department, what would they be? Avoid blaming specific individuals in favor of focusing on structural changes that will have long-term benefits. For instance, if you’re leaving because you do not get along with your supervisor, opt for “I would look for a closer match between personalities when assigning people to certain supervisors” rather than “I would fire my boss.” Constructive advice that focuses on the issues will leave a better impression, resulting in better references as you move forward in your career.

At SMR Group, our recruiters connect top sales and marketing candidates to great jobs in the medical device, biotech, and pharmaceutical industries. Contact us today to learn more.