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Exit and stay interviews show strong peer support but flag leadership visibility, compensation and staffing concerns
Summary
HR told the board 159 exit surveys were sent and 39 returned (24.5%). Departing staff reported strong peer relationships and student focus, mixed views of leadership support, compensation concerns and that 60% of some respondents might have stayed if they had received stronger support. HR plans to triangulate exit, stay and climate surveys and expand onboarding supports.
HR staff presented exit‑survey and stay‑interview results to the board on June 9, saying the district has begun to build a longitudinal view of staff retention and early‑employment experience.
Key numbers: HR said 159 exit surveys were distributed and 39 were returned, a 24.5% response rate. Of those who left and responded, many said they valued students and peer relationships; however, a substantial minority reported limited satisfaction with leadership visibility and district‑level responsiveness. HR reported that about 60% of certain exit respondents said they might have stayed if the right supports had been provided.
Stay interviews: HR described an in‑person stay‑interview program used with recent hires. Among new employees who received in‑person stay interviews, 77% reported positive onboarding and 92% said they felt valued in their first months; common requests included additional check‑ins and more frequent training. HR said stay interviews are useful because they are scheduled and often conducted by HR staff who recruited those hires.
Compensation and retention: HR reported compensation and benefits were mentioned as factors in departures for a statistically notable share of respondents. The HR presentation said some turnover may be preventable with better onboarding and targeted supports; staff recommended triangulating exit, stay and climate survey results over time to guide retention work.
Next steps: HR said exit and stay data are now being collected with a single platform (Qualtrics) and will be linked with climate surveys to identify trends. HR committed to provide written reports and to work with principals and departments to refine onboarding, mentor and support strategies — including discussion of longer “stay‑longer” interviews for tenured staff and expanded mentor use for new teachers.
Board reaction: Members asked for follow‑up, improved access to in‑person interviews for those who requested them, and more granular breakdowns (timing of departures, job groups, and compensation questions). HR said it would provide more detailed question‑by‑question results and continue to improve response rates with home‑email collection and follow‑up.
