This paper presents findings from data analysis of formal exit interviews conducted in two hotel brands. One covers 2004 and 2005 and is a large New Zealand hotel chain with 15 sites. The quantitative data for this brand was collected nationally at multiple sites and is further illuminated by qualitative data focusing on a single site case study. The other brand represents a single site, with data gathered from 2001 to 2005. The theoretical foundations of employee turnover and exit interview efficacy are discussed in the literature review. Particular focus is placed on the antecedents of turnover in the organisational entry phase of the employment relationship, with questions being raised around the importance of socialisation. In an industry that has traditionally high employee turnover, the efficacy of exit interviews in providing feedback on organisational entry is of crucial importance. Findings raise discussion questions regarding the effectiveness of information provided by both hotel chain’s exit interview process, and furthermore lead the authors to ask how organisational improvement be directed if there is a process in place that fails to provide applicable employee feedback?