This paper presents findings from data analysis of 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 object of the paper is to discuss the efficacy of the exit interview process in these organisations. The paper is placed in the context of high turnover rates in Australia and New Zealand, and the strategic challenges that these rates of turnover bring to the hospitality and tourism industry. Consequently the theoretical foundations of employee turnover and exit interview efficacy are discussed in the literature review. Findings raise discussion questions regarding the effectiveness of information provided by the exit interview process, and furthermore lead the authors to ask how organisational improvement can be directed if there is a process in place that fails to provide applicable employee feedback?