[{"data":1,"prerenderedAt":467},["ShallowReactive",2],{"document-exit-interview-questionnaire-D13686":3},{"document":4,"label":23,"preview":11,"thumb":24,"thumb600":25,"description":5,"descriptionCustom":6,"apiDescription":5,"pages":8,"extension":10,"parents":26,"breadcrumb":30,"related":36,"customDescModule":177,"customdescription":6,"mdFm":178,"mdProseHtml":466},{"description":5,"descriptionCustom":6,"label":7,"pages":8,"size":9,"extension":10,"preview":11,"thumb":12,"svgFrame":13,"seoMetadata":14,"parents":16,"keywords":15},"EXIT INTERVIEW QUESTIONNAIRE Employee Name: Employee ID: Last Working Day: Departing Employee's Job Position: Reason for Leaving: Better job opportunity Relocation Retirement Personal reasons Career change Unhappy with current role Unhappy with the company culture Other (please specify): ________________________________________________________ Overall, how satisfied were you with your experience at [Company Name]? Very satisfied Satisfied Neutral Dissatisfied Very dissatisfied What were the main factors influencing your decision to leave? (Select all that apply) Compensation and benefits Lack of career advancement opportunities Work-life balance Management and leadership Company culture Job responsibilities Workload and stress Relationship with colleagues Lack of training and development opportunities Other (please specify): ________________________________________________________ Were your concerns or issues discussed with your supervisor or HR during your employment? Yes No Not applicable If yes, how satisfied were you with the resolution of your concerns or issues?",null,"Exit Interview Questionnaire","3",513,"doc","https://templates.business-in-a-box.com/imgs/1000px/exit-interview-questionnaire-D13686.png","https://templates.business-in-a-box.com/imgs/250px/13686.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#13686.xml",{"title":15,"description":6},"exit interview questionnaire",[17,20],{"label":18,"url":19},"Human Resources","/templates/human-resources/",{"label":21,"url":22},"Hire an Employee","/templates/hire-employee/","Exit Interview Questionnaire Template","https://templates.business-in-a-box.com/imgs/400px/13686.png","https://templates.business-in-a-box.com/imgs/600px/13686.png",[27,17,20],{"label":28,"url":29},"Templates","/templates/",[31,32,33],{"label":28,"url":29},{"label":18,"url":19},{"label":34,"url":35},"Offboarding & References","/templates/offboarding-and-references/",[37,41,45,49,53,57,61,65,69,73,77,81,85,104,119,135,147,163],{"label":38,"url":39,"thumb":40,"extension":10},"Exit Interview Form","/template/exit-interview-form-D510","https://templates.business-in-a-box.com/imgs/250px/510.png",{"label":42,"url":43,"thumb":44,"extension":10},"Pre-Interview Questionnaire","/template/pre-interview-questionnaire-D585","https://templates.business-in-a-box.com/imgs/250px/585.png",{"label":46,"url":47,"thumb":48,"extension":10},"Knowledge Worker Interview Questionnaire","/template/knowledge-worker-interview-questionnaire-D584","https://templates.business-in-a-box.com/imgs/250px/584.png",{"label":50,"url":51,"thumb":52,"extension":10},"Interview Guide Accountant","/template/interview-guide-accountant-D11581","https://templates.business-in-a-box.com/imgs/250px/11581.png",{"label":54,"url":55,"thumb":56,"extension":10},"Interview Guide Receptionist","/template/interview-guide-receptionist-D11602","https://templates.business-in-a-box.com/imgs/250px/11602.png",{"label":58,"url":59,"thumb":60,"extension":10},"Interview Guide Administrative Assistant","/template/interview-guide-administrative-assistant-D11583","https://templates.business-in-a-box.com/imgs/250px/11583.png",{"label":62,"url":63,"thumb":64,"extension":10},"Interview Guide Accounting Technician","/template/interview-guide-accounting-technician-D11582","https://templates.business-in-a-box.com/imgs/250px/11582.png",{"label":66,"url":67,"thumb":68,"extension":10},"Interview Guide File Clerk","/template/interview-guide-file-clerk-D11590","https://templates.business-in-a-box.com/imgs/250px/11590.png",{"label":70,"url":71,"thumb":72,"extension":10},"Interview Guide Executive Secretary","/template/interview-guide-executive-secretary-D11589","https://templates.business-in-a-box.com/imgs/250px/11589.png",{"label":74,"url":75,"thumb":76,"extension":10},"Interview Guide Computer Technician","/template/interview-guide-computer-technician-D11586","https://templates.business-in-a-box.com/imgs/250px/11586.png",{"label":78,"url":79,"thumb":80,"extension":10},"Interview Guide Marketing Manager","/template/interview-guide-marketing-manager-D11595","https://templates.business-in-a-box.com/imgs/250px/11595.png",{"label":82,"url":83,"thumb":84,"extension":10},"Interview Guide Office Clerk","/template/interview-guide-office-clerk-D11597","https://templates.business-in-a-box.com/imgs/250px/11597.png",{"description":86,"descriptionCustom":6,"label":87,"pages":88,"size":89,"extension":10,"preview":90,"thumb":91,"svgFrame":92,"seoMetadata":93,"parents":94,"keywords":102,"url":103},"CHECKLIST HOME BASED WORKER The advent of computers, network software, electronic mail, modems and faxes has boosted the popularity of telecommuting or home-based working and remote work-sites. In addition to the principles and strategies suggested elsewhere in this program, when employing home based or off-site workers you should: Test the workers' technical skills, including ability to use a computer. Train in the use of network software and electronic mail. Give detailed assignments, hours of work and time for completion. Have workers keep their time separately for each assignment. Use performance agreements and benchmarking standards.","Checklist Home-Based Employee","1",35,"https://templates.business-in-a-box.com/imgs/1000px/checklist_home-based-employee-D565.png","https://templates.business-in-a-box.com/imgs/250px/565.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#565.xml",{"title":6,"description":6},[95,97,99],{"label":18,"url":96},"human-resources",{"label":21,"url":98},"hire-employee",{"label":100,"url":101},"Business Checklists","business-checklists","checklist home based employee","/template/checklist-home-based-employee-D565",{"description":105,"descriptionCustom":6,"label":106,"pages":107,"size":9,"extension":10,"preview":108,"thumb":109,"svgFrame":110,"seoMetadata":111,"parents":113,"keywords":112,"url":118},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: Termination of your employment Dear [Contact name], We regret to inform you that your employment with [YOUR COMPANY NAME] is terminated effective upon receipt of this letter for the following reason(s): [DETAIL REASONS] [DETAIL REASONS] [DETAIL REASONS] Please vacate the premises immediately with your personal possessions. We will forward your salary earned to date in due course together with any vacation pay to which you are entitled. Within [NUMBER] days of termination we shall issue you a statement of accrued benefits. Any insurance benefits shall continue in accordance with applicable law and/or provisions of our personnel policy. Please contact [Name], at your earliest convenience, who will explain each of these items and arrange with you for the return of any company property. Sincerely, [YOUR NAME] [YOUR TITLE] [YOUR PHONE NUMBER] [YOUREMAIL@YOURCOMPANY.COM] [IF SENT BY EMAIL YOU MAY INCLUDE THIS NOTICE]","Employee Dismissal Letter","2","https://templates.business-in-a-box.com/imgs/1000px/employee-dismissal-letter-D508.png","https://templates.business-in-a-box.com/imgs/250px/508.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#508.xml",{"title":112,"description":6},"employee dismissal letter",[114,115],{"label":18,"url":96},{"label":116,"url":117},"Employee Termination","employee-termination","/template/employee-dismissal-letter-D508",{"description":120,"descriptionCustom":6,"label":121,"pages":122,"size":9,"extension":10,"preview":123,"thumb":124,"svgFrame":125,"seoMetadata":126,"parents":128,"keywords":127,"url":134},"EMPLOYMENT AGREEMENT - AT WILL EMPLOYEE This Employment Agreement for \"At Will\" Employee (the \"Agreement\") is made and effective this [DATE], BETWEEN: [EMPLOYEE NAME] (the \"Employee\"), an individual with his main address at: [COMPLETE ADDRESS] AND: [YOUR COMPANY NAME] (the \"Corporation\"), an entity organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] RECITALS In consideration of the covenants and agreements herein contained and the moneys to be paid hereunder, the Corporation hereby employs the Employee and the Employee hereby agrees to perform services as an employee of the Corporation, on an \"at will\" basis, upon the following terms and conditions: APPOINTMENT The Employee is hereby employed by the Corporation to render such services and to perform such tasks as may be assigned by the Corporation. The Corporation may, in its sole discretion, increase or reduce the duties, or modify the title and job description, of the Employee from time to time, and any such increase, reduction or modification shall not be deemed a termination of this Agreement. ACCEPTANCE OF EMPLOYMENT Employee accepts employment with the Corporation upon the terms set forth above and agrees to devote all Employee's time, energy and ability to the interests of the Corporation, and to perform Employee's duties in an efficient, trustworthy and business-like manner. DEVOTION OF TIME TO EMPLOYMENT The Employee shall devote the Employee's best efforts and substantially all of the Employee's working time to performing the duties on behalf of the Corporation. The Employee shall provide services during the hours that are scheduled by the Corporation management. The Employee shall be prompt in reporting to work at the assigned time. NO CONFLICT OF INTEREST Employee shall not engage in any other business while employed by the Corporation. Employee shall not engage in any activity that conflicts with the Employees duties to the Corporation. Employee shall not provide any service or lend any aid or assistance to any party that competes with the services offered by the Corporation. Employee shall not provide any services to clients or prospective clients of the Corporation outside of the provision of services for the Corporation, whether such services are provided with or without compensation or remuneration. CORPORATION PROPERTY Employee acknowledges and agrees that while employed by the Corporation the Employee may be provided with use of computer equipment and other property of the Corporation. The use and possession of the such items shall be subject to any policies, requirements or restrictions established by the Corporation. Such items may only be used in performance of the Employee's duties for the corporation. On request of the Corporation, the Employee shall immediately deliver any such items to the Corporation. Upon termination of employment, Employee shall have the affirmative duty to return any such item to the Corporation whether a request is made or not. The obligation to return Corporation property shall extend and include any and all work product, client property, proprietary rights, intangible property, and all other property of the corporation regardless of the form or medium. COMPENSATION The Corporation shall pay the Employee such hourly compensation as determined by the Corporation. Payment shall be at the same time as the Corporations usual payroll to other employees. BONUS & BENEFITS Payment of any bonuses shall be at the complete discretion of the Corporation. No guarantee or representation that any bonuses will be paid has been made to the Employee. Standard benefits that are provided to other non-management employees shall be offered to the Employee, subject to the Corporation's policies and the terms and conditions of such benefits. WITHHOLDING All sums payable to Employee under this Agreement will be reduced by all federal, state, local, and other withholdings and similar taxes and payments required by applicable law. QUALIFICATIONS OF EMPLOYEE The employee shall satisfy all of the qualification that are established by the Corporation. TERM OF AGREEMENT There shall be no guaranteed term of employment. Employer acknowledges and agrees that Employee shall be an \"At Will\" Employee and that Employee's employment may be terminated at any time by the Corporation, with or without cause. FEES FROM EMPLOYEE'S WORK The Corporation shall have exclusive authority to determine the fees, or a procedure for establishing the fees, to be charged to clients by the Corporation for services that are provided by the Employee. All sums paid to the Employee or the Corporation in the way of fees, in cash or in kind, or otherwise for services of the Employee, shall, except as otherwise specifically agreed by the Corporation, be and remain the property of the Corporation and shall be included in the Corporation's name in such checking account or accounts as the Corporation may from time to time designate. CLIENTS AND CLIENT RECORDS The Corporation shall have the authority to determine who will be accepted as clients of the Corporation, and the Employee recognizes that such clients accepted are clients of the Corporation and not the Employee. All client records and files of any type concerning clients of the Corporation shall belong to and remain the property of the Corporation, notwithstanding the subsequent termination of the employment. POLICIES AND PROCEDURES The Corporation shall have the authority to establish from time to time the policies and procedures to be followed by the Employee in performing services for the Corporation. This may include, but is not necessarily limited to, employment policies, computer use policies, Internet access policies, email policies, and all other policies, procedures, directives, and mandates established by the Corporation, whether or not in written form or formally adopted. Employee shall abide by the provisions of any contract entered into by the Corporation under which the Employee provides services. Employee shall comply with the terms and conditions of any and all contracts entered by the Corporation. TERMINATION Employee acknowledges and agrees that Employee is an \"at will\" employee of the Corporation. As such, no term of employment is created hereby and employee may be terminated at any time in the sole discretion of the Corporation, whether there exists any cause for termination or not. CREATIONS AND INVENTIONS Employee acknowledges and agrees that any and all work product of the Employee that is conceived or created during the Employee's employment with the Corporation is the exclusive property of the Corporation. This shall include any and all copyrights, trade secrets, confidential information, patents, trademarks, trade dress, ideas, concepts, plans, business plans, business concepts, techniques, inventions, drawings, artwork, logos, graphics, web pages, databases, software, programs, CGI's, plug ins, applications, brochures, inventions, marketing plans and concepts, and all other ideas and work product of the Employee. The Employee acknowledges and agrees that all creations shall be \"works made for hire\" as defined in the [ACT OR CODE]. Notwithstanding the fact that this material may be considered to be a work made for hire, Employee agrees, during Employee's employment and thereafter, which covenant shall survive any termination of the employment relationship, to execute any and all documents requested by the Corporation to confirm the Corporation's ownership and control of all such material, including but not limited to assignments of copyright, confirmations of work for hire status, waivers of proprietary rights, copyright application, and any other documents requested by Corporation. RESTRICTIVE COVENANTS","Employment Agreement_At Will Employee","7","https://templates.business-in-a-box.com/imgs/1000px/employment-agreement_at-will-employee-D541.png","https://templates.business-in-a-box.com/imgs/250px/541.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#541.xml",{"title":127,"description":6},"employment agreement_at will employee",[129,130,131],{"label":18,"url":96},{"label":21,"url":98},{"label":132,"url":133},"Legal Agreements","business-legal-agreements","/template/employment-agreement_at-will-employee-D541",{"description":136,"descriptionCustom":6,"label":137,"pages":88,"size":9,"extension":10,"preview":138,"thumb":139,"svgFrame":140,"seoMetadata":141,"parents":143,"keywords":142,"url":146},"[DATE] [CONTACT NAME] [ADDRESS] [ADDRESS 2] [CITY, STATE/PROVINCE] [ZIP/POSTAL CODE] SUBJECT: JOB OFFER FOR [DESCRIBE] Dear [CANDIDATE NAME]: Congratulations! [Company name] is excited to offer you the position of [job title] with an expected start date of [day, month, year] at a starting salary of [dollar amount] per [hour, year, etc.]. You can expect to receive payment [weekly, biweekly, monthly, etc.], starting on [date of first pay period]. We must wrap up a few more formalities, including the successful completion of your [background check, drug screening, reference check, etc.]. As the [job title], you will report to [manager/supervisor name and title] at [workplace location] from [hours of day, days of week]","Job Offer Letter Long","https://templates.business-in-a-box.com/imgs/1000px/job-offer-letter-long-D12769.png","https://templates.business-in-a-box.com/imgs/250px/12769.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12769.xml",{"title":142,"description":6},"job offer letter long",[144,145],{"label":18,"url":96},{"label":21,"url":98},"/template/job-offer-letter-long-D12769",{"description":148,"descriptionCustom":6,"label":149,"pages":150,"size":151,"extension":10,"preview":152,"thumb":153,"svgFrame":154,"seoMetadata":155,"parents":156,"keywords":161,"url":162},"Employee Handbook Understanding employment at [YOUR COMPANY NAME] Revised on [DATE] Prepared By: [YOUR NAME] [YOUR JOB TITLE] Phone 555.555.5555 Email info@yourbusiness.com www.yourbusiness.com Table of Content Table of Content 2 Welcome to [YOUR COMPANY NAME]! 5 1. Organization Description 6 1.1 Introductory Statement 6 1.2 Customer Relations 6 1.3 Products and Services Provided 7 1.4 Facilities and Location(s) 7 1.5 The History of [YOUR COMPANY NAME] 7 1.6 Management Philosophy 7 1.7 Goals 8 2. The Employment 9 2.1 Nature of Employment 9 2.2 Employee Relations 9 2.3 Equal Employment Opportunity 10 2.4 Diversity 10 2.5 Business Ethics and Conduct 12 2.6 Personal Relationships in the Workplace 13 2.7 Conflicts of Interest 13 2.8 Outside Employment 14 2.9 Non-Disclosure 15 2.10 Disability Accommodation 16 2.11 Job Posting and Employee Referrals 17 2.12 Whistleblower Policy 18 2.13 Accident and First Aid 20 3. Employment Status and Records 21 3.1 Employment Categories 21 3.2 Access to Personnel Files 22 3.3 Personnel Data Changes 23 3.4 Probation Period 23 3.5 Employment Applications 24 3.6 Performance Evaluation 24 3.7 Job Descriptions 25 3.8 Salary Administration 25 3.9 Professional Development 26 4. Employee Benefit Programs 27 4.1 Employee Benefits 27 4.2 Vacation Benefits 27 4.3 Military Service Leave 29 4.4 Religious Observance 29 4.5 Holidays 29 4.6 Workers Insurance 30 4.7 Sick Leave Benefits 31 4.8 Bereavement Leave 32 4.9 Relocation Benefits 33 4.10 Educational Assistance 33 4.11 Health Insurance 34 4.12 Life Insurance 35 4.13 Long Term Disability 35 4.14 Marriage, Maternity and Parental Leave 36 5. Timekeeping / Payroll 40 5.1 Timekeeping 40 5.2 Paydays 40 5.3 Employment Termination 41 5.4 Administrative Pay Corrections 42 6. Work Conditions and Hours 43 6.1 Work Schedules 43 6.2 Absences 43 6.3 Jury Duty 45 6.4 Use of Phone and Mail Systems 45 6.5 Smoking 46 6.6 Meal Periods 46 6.7 Overtime 46 6.8 Use of Equipment 47 6.9 Telecommuting 47 6.10 Emergency Closing 48 6.11 Business Travel Expenses 49 6.12 Visitors in the Workplace 51 6.13 Computer and Email Usage 51 6.14 Internet Usage 52 6.15 Workplace Monitoring 54 6.16 Workplace Violence Prevention 55 7. Employee Conduct & Disciplinary Action 57 7.1 Employee Conduct and Work Rules 57 7.2 Sexual and Other Unlawful Harassment 58 7.3 Attendance and Punctuality 60 7.4 Personal Appearance 60 7.5 Return of Property 61 7.6 Resignation and Retirement 61 7.7 Security Inspections 62 7.8 Progressive Discipline 62 7.9 Problem Resolution 64 7.10 Workplace Etiquette 65 7.11 Suggestion Program 67 Acknowledgement of Receipt 68 Welcome to [YOUR COMPANY NAME]! On behalf of your colleagues, we welcome you to [YOUR COMPANY NAME] and wish you every success here. At [YOUR COMPANY NAME], we believe that each employee contributes directly to the growth and success of the company, and we hope you will take pride in being a member of our team. This handbook was developed to describe some of the expectations of our employees and to outline the policies, programs, and benefits available to eligible employees. Employees should become familiar with the contents of the employee handbook as soon as possible, for it will answer many questions about employment with [YOUR COMPANY NAME]. We believe that professional relationships are easier when all employees are aware of the culture and values of the organization. This guide will help you to better understand our vision for the future of our business and the challenges that are ahead. We hope that your experience here will be challenging, enjoyable, and rewarding. Again, welcome! [PRESIDENT NAME] President & CEO 1. Organization Description 1.1 Introductory Statement This handbook is designed to acquaint you with [YOUR COMPANY NAME] and provide you with information about working conditions, employee benefits, and some of the policies affecting your employment. You should read, understand, and comply with all provisions of the handbook. It describes many of your responsibilities as an employee and outlines the programs developed by [YOUR COMPANY NAME] to benefit employees. One of our objectives is to provide a work environment that is conducive to both personal and professional growth. No employee handbook can anticipate every circumstance or question about policy. As [YOUR COMPANY NAME] continues to grow, the need may arise and [YOUR COMPANY NAME] reserves the right to revise, supplement, or rescind any policies or portion of the handbook from time to time as it deems appropriate, in its sole and absolute discretion. Employees will be notified of such changes to the handbook as they occur. 1.2 Customer Relations Customers are among our organization's most valuable assets. Every employee represents [YOUR COMPANY NAME] to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first business priorities is to assist any customer or potential customer. Nothing is more important than being courteous, friendly, helpful, and prompt in the attention you give to customers. [YOUR COMPANY NAME] will provide customer relations and services training to all employees with extensive customer contact. Customers who wish to lodge specific comments or complaints should be directed to the [TITLE AND NAME OF THE PERSON RESPONSIBLE] for appropriate action. Our personal contact with the public, our manners on the telephone, and the communications we send to customers are a reflection not only of ourselves, but also of the professionalism of [YOUR COMPANY NAME]. Positive customer relations not only enhance the public's perception or image of [YOUR COMPANY NAME], but also pay off in greater customer loyalty and increased sales and profit. 1.3 Products and Services Provided You will find more information about our products and services by reading the [YOUR COMPANY NAME] Corporate Brochures. 1.4 Facilities and Location(s) Head Office: [ADDRESS] [CITY], [STATE] [ZIP/POSTAL CODE] [COUNTRY] 1.5 The History of [YOUR COMPANY NAME] [DESCRIBE THE HISTORY OF YOUR COMPANY HERE] 1.6 Management Philosophy [YOUR COMPANY NAME] management philosophy is based on responsibility and mutual respect. Our wishes are to maintain a work environment that fosters on personal and professional growth for all employees. Maintaining such an environment is the responsibility of every staff person. Because of their role, managers and supervisors have the additional responsibility to lead in a manner which fosters an environment of respect for each person. People who come to [YOUR COMPANY NAME] want to work here because we have created an environment that encourages creativity and achievement. [YOUR COMPANY NAME] aims to become a leader in [DESCRIBE YOUR COMPANY'S FIELD OF EXPERTISE]. The mainstay of our strategy will be to offer a level of client focus that is superior to that offered by our competitors. To help achieve this objective, [YOUR COMPANY NAME] seeks to attract highly motivated individuals that want to work as a team and share in the commitment, responsibility, risk taking, and discipline required to achieve our vision. Part of attracting these special individuals will be to build a culture that promotes both uniqueness and a bias for action. While we will be realistic in setting goals and expectations, [YOUR COMPANY NAME] will also be aggressive in reaching its objectives. This success will in turn enable [YOUR COMPANY NAME] to give its employees above average compensation and innovative benefits or rewards, key elements in helping us maintain our leadership position in the worldwide marketplace. 1.7 Goals [DESCRIBE YOUR COMPANY'S GOALS HERE] 2. The Employment 2","Employee Handbook","34",280,"https://templates.business-in-a-box.com/imgs/1000px/employee-handbook-D712.png","https://templates.business-in-a-box.com/imgs/250px/712.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#712.xml",{"title":6,"description":6},[157,158],{"label":18,"url":96},{"label":159,"url":160},"Company Policies","company-policies","employee handbook","/template/employee-handbook-D712",{"description":164,"descriptionCustom":6,"label":165,"pages":8,"size":9,"extension":10,"preview":166,"thumb":167,"svgFrame":168,"seoMetadata":169,"parents":171,"keywords":170,"url":176},"NON-DISCLOSURE AGREEMENT (NDA) This Non-Disclosure Agreement (the \"Agreement\") is made and effective [DATE], BETWEEN: [YOUR COMPANY NAME] (the \"Disclosing Party\"), a corporation organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [YOUR COMPLETE ADDRESS] AND: [RECEIVING PARTY NAME] (the \"Receiving Party\"), an individual with his main address located at OR a corporation organized and existing under the laws of the [State/Province] of [STATE/PROVINCE], with its head office located at: [COMPLETE ADDRESS] WHEREAS, Receiving Party has been or will be engaged in the performance of work on [DESCRIBE]; and in connection therewith will be given access to certain confidential and proprietary information; and WHEREAS, Receiving Party and Disclosing Party wish to evidence by this Agreement the manner in which said confidential and proprietary material will be treated. NOW, THEREFORE, it is agreed as follows: NON-DISCLOSURE OF CONFIDENTIAL INFORMATION Both Parties understand and agree that each Party may have access to the confidential information of the other party. For the purposes of this Agreement, \"Confidential Information\" means proprietary and confidential information about the Disclosing Party's (or it's suppliers') business or activities. Such information includes all business, financial, technical, and other information marked or designated by such Party as \"confidential\" or \"proprietary.\" Confidential Information also includes information which, by the nature of the circumstances surrounding the disclosure, ought in good faith to be treated as confidential. For the purposes of this Agreement, Confidential Information does not include: Information that is currently in the public domain or that enters the public domain after the signing of this Agreement. Information a Party lawfully receives from a third Party without restriction on disclosure and without breach of a non-disclosure obligation. Information that the Receiving Party knew prior to receiving any Confidential Information from the Disclosing Party. Information that the Receiving Party independently develops without reliance on any Confidential Information from the Disclosing Party. Each Party agrees that it will not disclose to any third Party or use any Confidential Information disclosed to it by the other Party except when expressly permitted in writing by the other Party. Each Party also agrees that it will take all reasonable measures to maintain the confidentiality of all Confidential Information of the other Party in its possession or control. TERM The term of this Agreement is [number] of [years/months] from the date of execution by both Parties. TITLE The Receiving Party agrees that all Confidential Information furnished by the Disclosing Party shall remain the sole property of the Disclosing Party. DISCLAIMER","Non Disclosure Agreement Nda","https://templates.business-in-a-box.com/imgs/1000px/non-disclosure-agreement-nda-D12692.png","https://templates.business-in-a-box.com/imgs/250px/12692.png","https://templates.business-in-a-box.com/svgs/docviewerWebApp1.html?v6#12692.xml",{"title":170,"description":6},"non disclosure agreement nda",[172,173],{"label":132,"url":133},{"label":174,"url":175},"Confidentiality Agreements","confidentiality-agreement","/template/non-disclosure-agreement-nda-D12692",false,{"seo":179,"reviewer":190,"legal_disclaimer":177,"quick_facts":194,"at_a_glance":196,"personas":200,"variants":220,"glossary":244,"fields":275,"how_to_fill":321,"common_mistakes":352,"faqs":369,"industries":394,"comparisons":411,"diy_vs_pro":428,"related_template_ids_curated":441,"schema":453,"classification":455},{"meta_title":180,"meta_description":181,"primary_keyword":15,"secondary_keywords":182},"Exit Interview Questionnaire Template (Free Word)","Free exit interview questionnaire template to capture departing employee feedback on role, management, culture, and reasons for leaving. Used in 190+ countries. Free Word and PDF download.",[183,184,185,186,187,188,189],"exit interview questionnaire template","exit interview form template","employee exit interview questions","exit interview template word","exit survey template","employee offboarding questionnaire","resignation interview form",{"name":191,"credential":192,"reviewed_date":193},"Bruno Goulet","CEO, Business in a Box","2026-05-02",{"difficulty":195,"legal_review_recommended":177,"signature_required":177},"easy",{"what_it_is":197,"when_you_need_it":198,"whats_inside":199},"An Exit Interview Questionnaire is a structured form completed by an employee who is voluntarily leaving the organization. This free Word download gives HR teams a consistent set of questions covering role satisfaction, management, compensation, culture, and reasons for departure — ready to edit online and export as PDF in minutes.\n","Use it during the offboarding process, typically in the final one to two weeks of employment, to gather candid feedback before the employee leaves. It is most valuable when turnover is rising, when a team or department loses multiple people in a short period, or when leadership wants structured data to improve retention.\n","Employee and role details, primary reason for leaving, job satisfaction ratings, feedback on management and team, compensation and benefits assessment, culture and work environment questions, and an open-ended section for suggestions and final comments.\n",[201,205,209,213,216],{"title":202,"use_case":203,"icon_asset_id":204},"HR managers","Standardizing exit data collection across all departing employees","persona-hr-manager",{"title":206,"use_case":207,"icon_asset_id":208},"Small business owners","Understanding why key employees leave without a dedicated HR team","persona-small-business-owner",{"title":210,"use_case":211,"icon_asset_id":212},"Operations directors","Identifying systemic issues driving turnover in specific departments","persona-operations-director",{"title":214,"use_case":215,"icon_asset_id":204},"People & culture leads","Tracking exit themes over time to inform retention strategy",{"title":217,"use_case":218,"icon_asset_id":219},"Startup founders","Capturing early employee feedback to fix culture gaps before scaling","persona-startup-founder",[221,224,228,232,236,240],{"situation":222,"recommended_template":7,"slug":223},"Employee is leaving voluntarily and has time for a full interview","exit-interview-questionnaire-D13686",{"situation":225,"recommended_template":226,"slug":227},"Employee is being laid off or terminated involuntarily","Employee Termination Checklist","checklist-when-should-you-fire-an-employee-D507",{"situation":229,"recommended_template":230,"slug":231},"Gathering quick pulse feedback from a large departing cohort","Employee Satisfaction Survey","employee-satisfaction-survey-D13834",{"situation":233,"recommended_template":234,"slug":235},"Documenting the complete offboarding process end to end","Employee Offboarding Checklist","checklist-home-based-employee-D565",{"situation":237,"recommended_template":238,"slug":239},"Capturing 360-degree performance feedback before departure","Employee Performance Review","how-to-review-employee-performance-D12595",{"situation":241,"recommended_template":242,"slug":243},"Tracking recurring exit themes across multiple departures","HR Report Template","human-resource-policy-D13494",[245,248,251,254,257,260,263,266,269,272],{"term":246,"definition":247},"Exit Interview","A structured conversation or written survey conducted with a departing employee to understand their reasons for leaving and gather feedback on the organization.",{"term":249,"definition":250},"Voluntary Turnover","Employee separations initiated by the employee rather than the employer — resignations, retirements, or departures for other opportunities.",{"term":252,"definition":253},"Retention Risk","The likelihood that an employee or group of employees will leave, often identified through engagement surveys, performance data, or exit patterns.",{"term":255,"definition":256},"Offboarding","The formal process of transitioning a departing employee out of the organization, covering knowledge transfer, access revocation, final pay, and feedback collection.",{"term":258,"definition":259},"Stay Interview","A proactive conversation with a current employee to understand what keeps them engaged and what might cause them to leave — the preventive counterpart to the exit interview.",{"term":261,"definition":262},"eNPS (Employee Net Promoter Score)","A single-question metric asking employees how likely they are to recommend the company as a place to work, scored on a 0–10 scale.",{"term":264,"definition":265},"Turnover Rate","The percentage of employees who leave an organization over a given period, calculated as separations divided by average headcount.",{"term":267,"definition":268},"Knowledge Transfer","The process of documenting and passing on a departing employee's responsibilities, contacts, and institutional knowledge to a successor or team.",{"term":270,"definition":271},"Confidentiality Agreement (Exit)","A reminder clause sometimes included at the end of an exit form confirming the employee's ongoing obligations under their original NDA or confidentiality agreement.",{"term":273,"definition":274},"Root Cause Analysis","A structured method for identifying the underlying reasons behind a pattern — such as repeated turnover in one team — rather than treating each departure in isolation.",[276,281,286,291,296,301,306,311,316],{"name":277,"plain_english":278,"sample_language":279,"common_mistake":280},"Employee and role information","Basic identifying details — employee name, job title, department, manager name, hire date, and last day of employment.","Employee Name: [FULL NAME] | Job Title: [TITLE] | Department: [DEPARTMENT] | Manager: [MANAGER NAME] | Hire Date: [DATE] | Last Day: [DATE]","Omitting the hire date and manager name. Without them, HR cannot correlate exit feedback with tenure length or identify which managers have disproportionate attrition.",{"name":282,"plain_english":283,"sample_language":284,"common_mistake":285},"Primary reason for leaving","A multiple-choice or ranked selection of the main driver of the departure — compensation, career growth, management, culture, personal reasons, or a competing offer.","Please select the primary reason for your departure: [ ] Better compensation elsewhere [ ] Limited career growth [ ] Management issues [ ] Work-life balance [ ] Personal reasons [ ] Relocation [ ] Other: [SPECIFY]","Providing only one selection when employees often have multiple reasons. Allowing a ranked top-two or top-three response produces more accurate data.",{"name":287,"plain_english":288,"sample_language":289,"common_mistake":290},"Job satisfaction rating","A scaled rating (typically 1–5) of satisfaction with core aspects of the role: responsibilities, workload, tools, and autonomy.","On a scale of 1 (very dissatisfied) to 5 (very satisfied), please rate: Role clarity [  ] | Workload [  ] | Tools and resources [  ] | Autonomy [  ]","Using a 10-point scale without anchors. Respondents interpret unanchored scales inconsistently, making aggregated scores unreliable.",{"name":292,"plain_english":293,"sample_language":294,"common_mistake":295},"Management and leadership feedback","Questions on the employee's relationship with their direct manager — communication frequency, feedback quality, recognition, and fairness.","How would you rate the feedback and recognition you received from your manager? [ ] Excellent [ ] Good [ ] Fair [ ] Poor | Comments: [OPEN TEXT]","Asking only about the direct manager while ignoring senior leadership. Employees often leave because of organizational leadership decisions, not just their immediate supervisor.",{"name":297,"plain_english":298,"sample_language":299,"common_mistake":300},"Compensation and benefits assessment","The employee's view on whether their pay, bonus, and benefits were competitive relative to their role and the market.","Did you feel your compensation was competitive with similar roles in the market? [ ] Yes [ ] Somewhat [ ] No | If no, please explain: [OPEN TEXT]","Framing this as a yes/no question without a follow-up. Without an open-text field, HR cannot tell whether the gap was $5K or $30K, or whether benefits drove the issue more than base pay.",{"name":302,"plain_english":303,"sample_language":304,"common_mistake":305},"Culture and work environment","Questions on team dynamics, inclusion, psychological safety, and whether the company's stated values matched day-to-day reality.","Did you feel the company's values were reflected in how decisions were made day to day? [ ] Always [ ] Usually [ ] Rarely [ ] Never | Comments: [OPEN TEXT]","Asking only about culture in general terms. Specific prompts — 'Did you feel comfortable raising concerns to your manager?' — yield actionable data; vague culture questions do not.",{"name":307,"plain_english":308,"sample_language":309,"common_mistake":310},"What would have made you stay","A direct open-ended question asking the employee to identify the specific change — role, compensation, management, flexibility — that might have prevented their departure.","Is there anything the company could have done differently that would have led you to stay? Please be as specific as possible: [OPEN TEXT]","Placing this question at the end after a series of rating scales, where response fatigue sets in. Move it to a prominent position immediately after the primary reason for leaving.",{"name":312,"plain_english":313,"sample_language":314,"common_mistake":315},"Would you recommend the company as an employer","A single-question eNPS-style measure: how likely is the departing employee to recommend the organization as a place to work, on a 0–10 scale.","On a scale of 0 to 10, how likely are you to recommend [COMPANY NAME] as a place to work to a friend or colleague? Score: [  ] | Reason: [OPEN TEXT]","Skipping this question because the employee is leaving. Departing employees who score 7–8 are detractors in exit data context — their score is a leading indicator of employer brand risk.",{"name":317,"plain_english":318,"sample_language":319,"common_mistake":320},"Additional comments and suggestions","A final open-ended field for anything the employee wants to share that the structured questions did not capture.","Is there anything else you would like to share about your experience at [COMPANY NAME], or any suggestions for improvement? [OPEN TEXT]","Making this field optional in a way that signals it is unimportant. Frame it as 'We read every response' and leave adequate space — employees with something meaningful to say need room to write it.",[322,327,332,337,342,347],{"step":323,"title":324,"description":325,"tip":326},1,"Customize the header with your company details","Replace the placeholder company name, logo, and HR contact information at the top of the form. Confirm the form version date so HR knows which version of the questionnaire each response came from.","Add a form version number (e.g., EIQ-v2) to the header — when you update questions over time, you will be able to segment historical data accurately.",{"step":328,"title":329,"description":330,"tip":331},2,"Fill in the employee and role information block","Enter the employee's name, title, department, direct manager, hire date, and final day before distributing. Pre-filling this saves the departing employee time and ensures data completeness.","Pre-populate these fields from your HRIS before sending — blank administrative fields are the most common source of incomplete exit records.",{"step":333,"title":334,"description":335,"tip":336},3,"Send the form at least five business days before the last day","Distribute the questionnaire early enough that the employee can complete it thoughtfully, not in the final hour of their last day. Attach a brief note explaining how responses will be used and who will review them.","Employees give more candid responses when they know their feedback goes to HR leadership rather than directly to their manager — state this explicitly in your cover note.",{"step":338,"title":339,"description":340,"tip":341},4,"Offer both written and verbal completion options","Some employees are more comfortable discussing their reasons in a conversation than writing them down. Offer the form as a baseline and an optional 20-minute call with HR to go deeper on any section.","Employees who choose the verbal option often reveal root causes that the written form would not capture — especially for sensitive management or culture issues.",{"step":343,"title":344,"description":345,"tip":346},5,"Review responses within 48 hours of the last day","Read each completed form while the context is fresh. Flag any responses that indicate a systemic issue — repeated mentions of the same manager, compensation gap, or workload concern.","Create a simple tagging system (e.g., 'compensation,' 'management,' 'growth') and apply tags to each form as you review. After ten exits, patterns become immediately visible.",{"step":348,"title":349,"description":350,"tip":351},6,"Aggregate themes quarterly and share with leadership","Compile exit responses into a quarterly summary showing top departure reasons, satisfaction score averages, and eNPS trend. Present this to department heads with recommended actions.","A simple heat map of satisfaction scores by department — not just overall averages — makes it immediately obvious which teams need attention.",[353,357,361,365],{"mistake":354,"why_it_matters":355,"fix":356},"Conducting exit interviews only for senior roles","Front-line and mid-level turnover drives the highest aggregate cost and often signals problems that senior exits do not surface. Skipping them creates a blind spot in retention data.","Apply the same questionnaire to all voluntary departures regardless of seniority. Segment the data by level when analyzing, but collect it universally.",{"mistake":358,"why_it_matters":359,"fix":360},"Having the direct manager conduct the exit interview","Employees rarely give honest feedback about their manager to that same manager. Responses become vague or positive, making the data useless for identifying management issues.","Assign exit interviews to HR or a neutral party — ideally someone the employee has not reported to. For small companies, an anonymous written form is more reliable than a manager-led conversation.",{"mistake":362,"why_it_matters":363,"fix":364},"Collecting responses without a system to aggregate them","Individual exit forms sitting in email inboxes provide no actionable insight. Without aggregation, the same problem can appear in ten consecutive exits and never trigger a response.","Store completed forms in a shared HR folder and tag each response with at least one primary theme. Review aggregated themes monthly or quarterly, not exit by exit.",{"mistake":366,"why_it_matters":367,"fix":368},"Asking leading or emotionally loaded questions","Questions like 'Was your manager unfair to you?' prime a specific answer and produce biased data that HR cannot reliably act on.","Use neutral phrasing: 'How would you describe the feedback you received from your manager?' Pilot the form with two or three current employees to catch loaded language before it goes live.",[370,373,376,379,382,385,388,391],{"question":371,"answer":372},"What is an exit interview questionnaire?","An exit interview questionnaire is a structured form completed by an employee who is voluntarily leaving an organization. It collects standardized feedback on job satisfaction, management, compensation, culture, and the primary reasons for departure. HR teams use the responses to identify retention risks, improve workplace conditions, and reduce future turnover.\n",{"question":374,"answer":375},"When should an exit interview questionnaire be given to a departing employee?","Distribute the questionnaire within the first two days after an employee gives notice, and ask them to complete it at least three to five business days before their last day. This gives the employee time to reflect and respond thoughtfully, rather than rushing through it in their final hours. Waiting until the last day results in incomplete or superficial responses.\n",{"question":377,"answer":378},"Are exit interview responses confidential?","Responses are typically treated as confidential within HR and shared with leadership only in aggregated, anonymized form. Individual responses should not be shared with the departing employee's direct manager unless the employee explicitly consents. Communicating this policy upfront significantly increases candor and response quality.\n",{"question":380,"answer":381},"Should exit interviews be written or verbal?","Both formats have merit. A written questionnaire provides consistent, comparable data across all departures and is less intimidating for employees with sensitive feedback. A verbal interview allows follow-up questions and captures nuance the form may miss. Many HR teams use a written form as the baseline and offer an optional verbal follow-up for employees who want to expand on their responses.\n",{"question":383,"answer":384},"What is the most important question on an exit interview questionnaire?","The single most actionable question is typically: 'What could the company have done differently to keep you?' This open-ended prompt cuts through satisfaction ratings and surfaces specific, addressable causes. Place it early in the form — immediately after the primary reason for leaving — before response fatigue sets in.\n",{"question":386,"answer":387},"Can exit interview data be used to improve retention?","Yes, but only if responses are aggregated and reviewed systematically. Individual exit forms rarely reveal patterns; quarterly trend analysis does. When the same themes — a specific manager, a compensation gap, a lack of growth opportunities — appear across multiple exits, leadership has concrete evidence to act on. Companies that review exit data quarterly and close the loop with department heads typically see measurable reductions in voluntary turnover within 12 months.\n",{"question":389,"answer":390},"What is the difference between an exit interview and a stay interview?","An exit interview collects feedback from an employee who has already decided to leave — it is retrospective. A stay interview is a proactive conversation with a current employee to understand what keeps them engaged and what might cause them to leave. Stay interviews are preventive; exit interviews are diagnostic. High-performing retention programs use both.\n",{"question":392,"answer":393},"Does an exit interview questionnaire need to be signed by the employee?","No signature is required for a standard exit questionnaire — it is a feedback tool, not a legal document. However, if your offboarding process includes a separation agreement, final pay acknowledgment, or reminder of ongoing confidentiality obligations, those documents should be signed separately and are not part of the exit interview form itself.\n",[395,399,403,407],{"industry":396,"icon_asset_id":397,"specifics":398},"Technology / SaaS","industry-saas","High voluntary turnover driven by competing offers makes structured exit data essential for understanding whether compensation benchmarking or role growth is the primary driver.",{"industry":400,"icon_asset_id":401,"specifics":402},"Healthcare","industry-healthtech","Clinical staff shortages make every departure costly; exit questionnaires help distinguish burnout and workload issues from compensation gaps that can be directly addressed.",{"industry":404,"icon_asset_id":405,"specifics":406},"Retail / Hospitality","industry-retail","High turnover volumes require a short, efficient form that front-line employees can complete in under ten minutes, with questions focused on scheduling, management, and culture.",{"industry":408,"icon_asset_id":409,"specifics":410},"Professional Services","industry-professional-services","Client relationship and knowledge transfer risks make departure data especially valuable; exit forms flag which accounts need immediate coverage reassignment.",[412,416,420,424],{"vs":413,"vs_template_id":414,"summary":415},"Employee satisfaction survey","D{EMPLOYEE_SATISFACTION_SURVEY_ID}","An employee satisfaction survey is administered to the full workforce at regular intervals to measure current engagement. An exit interview questionnaire targets only departing employees and captures retrospective, candid feedback that current employees are unlikely to share. The two tools complement each other — satisfaction surveys detect risk early; exit questionnaires diagnose it after the fact.",{"vs":417,"vs_template_id":418,"summary":419},"Employee offboarding checklist","employee-offboarding-checklist-D13582","An offboarding checklist is a task-tracking tool covering access revocation, equipment return, knowledge transfer, and final pay. An exit interview questionnaire is a feedback instrument focused on the employee's experience. Both are used during offboarding, but they serve different purposes — the checklist ensures process compliance; the questionnaire captures strategic insight.",{"vs":421,"vs_template_id":422,"summary":423},"Performance review form","D{PERFORMANCE_REVIEW_ID}","A performance review evaluates an employee's contributions against defined goals during their tenure. An exit interview questionnaire captures the employee's assessment of the organization, not the other way around. The two documents are occasionally combined for departing employees but serve opposite perspectives.",{"vs":425,"vs_template_id":426,"summary":427},"Employee warning letter","D{EMPLOYEE_WARNING_LETTER_ID}","An employee warning letter documents performance or conduct issues during employment as part of a corrective action process. An exit interview questionnaire is used only when an employee is voluntarily leaving and has no disciplinary function. Using an exit questionnaire in an involuntary termination context is inappropriate and can create legal exposure.",{"use_template":429,"template_plus_review":433,"custom_drafted":437},{"best_for":430,"cost":431,"time":432},"HR teams and small business owners conducting standard voluntary exit interviews","Free","10 minutes to set up, 10–15 minutes per employee to complete",{"best_for":434,"cost":435,"time":436},"Companies wanting to add custom rating scales, branded design, or integration with an HRIS","$50–$200 (HR consultant or designer)","1–2 days",{"best_for":438,"cost":439,"time":440},"Enterprise HR teams building automated exit survey workflows with analytics dashboards","$500–$2,000+ (HR tech setup or people analytics consultant)","1–3 weeks",[235,442,443,444,445,446,447,448,449,450,451,452],"employee-dismissal-letter-D508","employment-agreement_at-will-employee-D541","job-offer-letter-long-D12769","employee-handbook-D712","non-disclosure-agreement-nda-D12692","independent-contractor-agreement-D160","how-to-create-a-performance-improvement-plan-D12564","letter-of-appreciation-to-employee-D664","reference-check-letter-D601","separation-agreement-D13184","barista-job-description-D13535",{"emit_how_to":454,"emit_defined_term":454},true,{"primary_folder":96,"secondary_folder":456,"document_type":457,"industry":458,"business_stage":459,"tags":460,"confidence":465},"offboarding-and-references","form","general","all-stages",[461,457,462,463,464],"offboarding","exit-interview","employee-feedback","hr-operations",0.95,"\u003Ch2>What is an Exit Interview Questionnaire?\u003C/h2>\n\u003Cp>An \u003Cstrong>Exit Interview Questionnaire\u003C/strong> is a structured feedback form completed by an employee who is voluntarily leaving an organization. It captures standardized responses on job satisfaction, management effectiveness, compensation competitiveness, workplace culture, and the primary reasons for departure. Unlike an informal conversation, a written questionnaire ensures that every departure generates comparable, aggregable data — giving HR teams and leadership a reliable picture of why people leave rather than a collection of one-off impressions.\u003C/p>\n\u003Ch2>Why You Need This Document\u003C/h2>\n\u003Cp>Without a consistent exit questionnaire, the real reasons employees leave go unrecorded. Managers summarize departures in their own words, critical feedback about leadership never reaches HR, and the same problem triggers the same turnover six months later. The cost is concrete: replacing a mid-level employee typically runs 50–100% of their annual salary when recruitment, onboarding, and lost productivity are factored in. A structured questionnaire converts individual departures into trend data — and trend data into decisions. When three exits in one quarter all cite the same manager or the same compensation gap, leadership has specific evidence to act on. This template gives you a ready-to-use form you can send to the next departing employee today.\u003C/p>\n",1781185985308]