By Katherine Barreyy and Richard Greene | Governing
One of the great challenges that cities, counties and states face is hiring and retaining competent, reliable employees. Things were a little easier during the Great Recession, when public service was the proverbial port in a storm for many job applicants. But private entities are hiring again. At the same time, governments are facing a growing wave of retirees, making it a greater challenge to maintain an adequately trained workforce.
There are some obvious — but largely impractical — approaches to this issue. Cities and states could, for example, raise pay levels. For most, that’s unaffordable. Or they could provide heftier benefits. But given the killer costs of pensions and postretirement health care right now, boosting benefits is fiscally and politically unsupportable almost everywhere.
Comment by Rose Law Group Employment Law attorney David Weissman:
“As this article describes, exit interviews can be a useful means for companies to improve their business practices and work environment. In addition, they can serve as an effective tool for employers to identify potential legal risks within the company.
“For example, a departing employee might bring instances of harassment or discrimination by co-workers to the company’s attention, which he or she might not have been comfortable mentioning before leaving the company. It is important for employers to treat any such comments or complaints as they would for a current employee, i.e., the company should thoroughly investigate the allegations and promptly take any appropriate and necessary remedial actions.
“Not only could this prevent similar harassment or discrimination from occurring in the future but it may also serve as an effective defense if the departing employee should later file a lawsuit against the company.”
