In principle, there are 2 types of outplacement:

• group outplacement for homogeneous groups of employees, e.g.: working in the same department or on similar positions; consists of group workshops on e.g.: navigating the job market, preparing professional application documents, interview preparation
• individual outplacement which consists of individual consultations in above mentioned areas

There is also a “mixed” version: after group workshops, employees would have access to individual consultations. There is a variety of options.

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Many employers who face the challenge of personnel reduction ask themselves: what should I do to carry out the whole process with the least negative outcome?

According to a survey conducted by Reed Consulting:

• 78% of respondents claimed that outplacement can contribute to improving a company’s image
• 55% said that offering outplacement services can help a company to be perceived by their potential new employees as an attractive employer

Despite the will to help their employees, organizations which decide to provide outplacement services also want to:

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There are various reasons why organizations decide to make their employees redundant:

• change in business strategy and resulting reduction of positions that are no longer necessary
• closing a branch office / offices
• merger or acquisition
• restructuring
• employees’ underperformance

According to the “Right Management” report (Manpower Group), 81% of European organizations who took part in the research said that one of the many criteria of a decision to offer employees outplacement services was the will to help them find new professional opportunities. It might seem that the only situation when outplacement services are not offered is when employees are made redundant because of their underpeformance. However, sometimes even then support is offered, provided that the employee worked at the company for a long time.

Challenges for the Board and HR Department:

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Leaving your job? Or just thinking of leaving your job? If your answer to one of these questions is “yes” you might want to think about how to deal with the stress and all the other byproducts of the whole process.

This topic is covered by the last (but not least) video of the LinkedIn Learning video series concerning career & job search. Here’s a sneak peek of the content:

• “before”: leaving any job is an emotional experience that can be a little unsettling. How will you deal with the whole range of emotions you’ll experience then? One of the ideas is to come up with a list of pros and cons of leaving so that you can choose what’s truly best for you. And once you make that decision, don’t let yourself fall into a downward spiral of “what if’s” Read more →

Everything is possible irrespectively of the length of the career break, but there’s a strategy and methodology to getting back into the active workforce.

Career reentry expert Carol Fishman Cohen shares her own and her clients’ journey like “You are going to have a lot of conversations that don’t go anywhere. Expect that, and don’t be discouraged by it. There will be a handful that ultimately lead to a job opportunity.”

Carol also discusses the two main concerns employers have concerns so-called “relaunchers”:
1) That they are technologically obsolete

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Once in a while we come across pearls in the form of valuable articles that we share with pleasure. This one was written by AltoPartners and is called “The Pathway to Executive Leadership”.

Although it refers to examples from Australia and the mining industry it is relevant for all managers who consciously (want to) manage their careers and are ready to honestly look at themselves.

It talks about 3 types of candidates and their inherent risks – from an Executive Search Consultant’s perspective:

• those who have a proven leadership track record in a specific domain
• those who have a proven leadership track record in a transferable domain
• those who have proven themselves in a functional management role, and are ready for the next step.

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There is no one-size-fits-all-kinda solution or approach to managing your own career. Spengler Fox asked a senior manager at a global brewing company to share their own experience. Here a fragment:

“I started in a situation where I had been with my company for over five years. I was an ambitious, conscientious employee and had received good high performer ratings and assessments of my work performance. Yet I wasn’t really sure how to advance in my career.

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