Optimum outplacement

In 2018, if you haven’t already done so, it’s likely you are going to have to make changes in order to operate in the post-Brexit economy.

We face change on an unprecedented scale with uncertainty and volatility accruing from socio-political pressures, disruptive technologies and an unpredictable economic outlook. Leadership teams need to be able to move fast when it comes to decision-making and change management, in order to implement innovative solutions with minimum disruption to the business at hand.

 Optimise-Outplacement-Services-Post-Brexit Optimise-Outplacement-Services-Post-Brexit

In a difficult economic climate, no organisation can afford to carry passengers, so productivity and high performance will be the main focus as we adapt to face the future. For many, this year, that will involve hard decisions with regards to manpower planning, and, given the pace of change, it is likely that many organisations will need to make changes to their management team as part of the process.

Forward planning

Making the decision to implement redundancies is never easy and is particularly difficult where it will affect people with whom you have worked personally. Before making such a decision it is crucial to determine which staff members can be developed in order avoid the need to make redundancies. In fact, this career path planning should be an integral part of overall strategic workforce planning and, along with structured development plans for staff, should significantly negate the need to make large-scale redundancies.

Once the leadership team determines that there is a business case for restructuring then obviously it is crucial to follow relevant legislation. Unpleasant as it is, making team members redundant should be a pro-active decision that anticipates a future workforce where different skills are needed to meet the corporate strategy in a challenging environment.

Structured outplacement is a key element in managing the disruption that results from right-sizing and is a standard component in corporate redundancy programmes. From a PR perspective outplacement is crucial to managing the employer brand. A reputable name and respected brand can be damaged astonishingly quickly especially since social-media has magnified the scope, speed and reach of commentary that could potentially damage an employer’s reputation.

Resettlement support

While there is a social and moral case to make for supporting employees who have served the organisation well, it’s also about managing the morale of employees who see their colleagues being made redundant. A strategic HR policy also considers prospective employees and the need to persuade them that the organisation is a good place to develop a career; it is also important to do everything possible to leave the door open for returners.

At 10Eighty we believe that a high-touch tailored transition support will help executives identify a wide range of opportunities and find roles that resonate with their values and aspirations. Career transition services should not focus solely on landing the next role but on positioning the individual, with tangible, practical support and advice, for the career path they choose to follow.

The effects of a redundancy programmes don’t end with the last dismissal, those left need to continue functioning with minimum disruption. They must pick up the pieces, often while dealing with an increased workload; they may be worried, angry or demotivated. There is a clear management responsibility to articulate, demonstrate and model the benefits that will result from the redundancy programme. At this point, it is important to promulgate a clear message around ongoing business strategy and the part that team members play in rebuilding and securing future prosperity for the whole organisation.

Shape a future-proof workforce

Career planning can also help reshape the team, increase team effectiveness, improve employee engagement and productivity. At 10Eighty we use the Fuel50 interactive tool to create a career-engaged workforce and to help managers to conduct career conversations with their staff. Alongside coaching and development programmes we help clients build a collaborative culture and organisational ecosystem that will enable and empower a future-facing workforce.

Clients see a real return on investment as a result of implementing career path development for employees. Evidence shows that engaged employees are more productive, more loyal, take less time off work, generate high levels of customer satisfaction and this generates shareholder value. Put simply, the organisation is more profitable.

I firmly believe that an employee-centred approach to manpower planning will enable the organisation to shape high-performance teams with increased effectiveness, engagement and productivity. Making the investment in career planning for employees with a collaborative process that aims to enhance and realise the potential for sustainable personal and professional development will always pay dividends in difficult times.

Michael is Chief Executive of 10Eighty. 10Eighty is a career and talent management consultancy that helps organizations maximize the contribution of their employees by ensuring satisfying jobs and careers for their employees. Michael is a Human Resources professional, having worked in the National Health Service, Insurance, Commodities and Derivatives industries. He has worked within the career coaching business for fifteen years, both managing a £7 million business and delivering bespoke, one to one career coaching. In the last 15 years Michael has run businesses that have helped 75,000 people make successful career transitions. He is a frequent commentator in the press/media, which includes a range of topics on “successfully managing your career” and talent management. Most recent media mentions have included BBC South, CNBC, Radio4, Financial Times, City AM, Financial News, Evening Standard, The Sunday Times, The Grapevine and HR Magazine, to name but a few. He writes a careers column for People Management, a blog for the Human Resources Magazine and is a regular contributor to The Thompson Reuters HR Portal. Michael is known as a thought provoking speaker in the HR industry. In the last 18 months, Michael spoke at the Careers Partner International Conference, NHS breakthrough conference, NHS North West Leadership Academy, London School of Economics, University of Westminster’s Talent Management Conference, ICAEW Finance Directors Conference, CIPD learning and development conference and CIPD branch seminars. He is also Chair of the CIPD’s Central London Branch. Additionally is a non executive director of Marshall ACM, an e-learning company and the Total Reward Group, a compensation and benefits consultancy. Michael plans to publish his book “The guide to everlasting employability” in the Autumn 2012. He has just launched an iphone app “careers snakes and ladders” and an online interactive version of the book in collaboration with Marshall ACM to coincide the launch of his new business 10Eighty. Michael has a degree in Economics, a MBA from Warwick Business School and is a Fellow of the Chartered Institute of Personnel and Development. He holds an accreditation from the British Psychological Society for the use of psychometrics. Michael has completed the Fairplace Internal Accreditation Programme, the training element of which is externally recognised by the Association for Coaching. Michael Moran was until January 2012 Chief Executive of Fairplace and a main board director of Savile plc, the career and talent management consultancy. Fairplace is part of the Savile Group, an AIM listed plc. The Savile Group was placed 16th in the Sunday Times top 100 small companies in 2010.

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Michael Moran – CEO 10Eighty

A blog about career and talent management, things that might help you with your career and in your job.