When I separated from the active-duty Coast Guard as an enlisted person, the service had no formal process to find out why I was leaving. This was eye-opening. In the recently implemented Coast Guard Data Strategy, then–Coast Guard Commandant Admiral Karl Schultz noted, “In an era where data generates more revenue than oil, it is crucial that the Coast Guard modernizes its data management to help build and sustain its future force.” If this is the case, why has the Coast Guard never attempted to collect comprehensive data from members separating from the service?
Without formal exit interviews, the Coast Guard does not have the full picture as to why its people leave, making it difficult to develop effective recruiting and retention strategies. In addition, not fully understanding exit triggers costs the organization money. Studies indicate employee turnover can cost a business about 20 percent of an individual’s salary in lost productivity and recruiting and training a replacement—and some estimates are higher for military personnel.1
If service members were given an opportunity to provide honest feedback, most would do so. While the reasons for separation are unique to the individual, collecting this data could reveal trends to inform workforce policies and strategies.
In Ready Workforce 2030, Admiral Schultz noted, “The Coast Guard’s ability to thrive is predicated on an agile and data-informed talent management enterprise.”2 Exit interviews can provide some of that data, identifying changing workforce needs and giving the Coast Guard an advantage in creating effective recruiting and retention strategies. In general, more data means better informed decision-making regarding personnel policies.
Surveys Are Not the Same
In 2016, Coast Guard Human Resources implemented the Career Intentions Survey (CIS) to help the service understand why active-duty members stay in the Coast Guard, transition between the Reserve, Auxiliary, and civilian components, or leave. While it provides useful information, a survey is not the same as an exit interview.
Although methods vary, an exit interview generally is a meeting between human resources and a departing employee to talk about what within an organization should be improved, eliminated, or remain intact. It is a way to gain insight into organizational problems from individuals who are in a unique position to supply candid feedback.3
Exit interviews can provide ongoing real-time data on areas where a policy change could have an impact. For example, the Coast Guard has updated its body tattoo and piercing policy.4 It is likely no one leaves the Coast Guard because of a tattoo, but conversations with individuals exiting could pinpoint areas such as this where a policy should be updated.
Formal exit interviews also could help alert the organization to toxic leaders and other issues that might not arise in a survey like the CIS.
Charting the Course Ahead
The Coast Guard has taken steps to improve retention by analyzing why service members leave and modernizing its talent management system. In addition, it has contracted with outside agencies to provide recommendations for removing barriers to entry and retention and improving quality of life for all members.5
Another step in the right direction is the Personnel Readiness Task Force (PRTF), stood up in 2019 to tackle workforce readiness and retention challenges. Pulling from research, field input, and the other services, the team creates innovative solutions, such as a temporary separation guide and a diversity and inclusion field action guide. But when it comes to members who leave the service, there still is limited data available. Creating an exit interview and data collection process is an opportunity for the PRTF to collaborate with the Data Readiness Task Force, which establishes the processes and governance for collecting information and how it is used. These two task forces working in tandem could benefit the Coast Guard’s talent management processes immeasurably.
Constructive, candid feedback is critical to understanding why talent decides to leave. Until exit data is formally collected, there will always be a missing piece of the puzzle. People joining the service today have different expectations than those who served in the past. The Coast Guard must understand what drives them to leave if it wants them to stay.
1. Heather Boushey and Sarah Jane Glynn, “There Are Significant Business Costs to Replacing Employees,” AmericanProgress.org, 16 November 2012.
2. ADM Karl L. Schultz, USCG, Ready Workforce 2030 (Washington, DC: Headquarters U.S. Coast Guard, April 2022).
3. Stephen B. Knouse, Alvin Smith, and Patricia Smith, “A Diversity Exit Interview/Survey for the Military,” Defense Equal Opportunity Management Institute, 2001.
4. Keisha Reynolds, “Here’s How the Personnel Readiness Task Force Is Working for You,” MyCG.uscg.mil, 3 March 2021.
5. Schultz, Ready Workforce 2030.
