Organisations have long realised the positive effect and business benefits that can be achieved with the provision of outplacement support to employees who are affected by a redundancy programme.
But there is a clear distinction opening between two different types of employers who need to deliver some bad news to their employees. Some see outplacement as an ending, an unpleasant duty to perform for as low a cost as possible.
But there is a better way – a way in which an optimal outplacement service is of the highest possible quality, genuinely laying the foundations for a better beginning for organisations and all individuals, whether remaining or leaving the organisation.
The modern approach to outplacement provides a range of tools to suit the different needs of individuals. Rather than the emphasis that used to concentrate on the CV and job-hunting, quality career transition services now focus on understanding what an employee wants and helping them to developing the self-marketing skills that ensure they are well positioned in a competitive job market.
We firmly believe that, in our current environment, we need a more employee-centric approach and suggest that career transition services are not just for people who are seeking new roles.
In a volatile and dynamic market, it’s good to be able to look staff in the eye and tell them you are really trying to help. We know employees will leave, indeed, there are times when for a range of reasons, we may want them to leave, we should acknowledge that the career landscape has changed and help staff negotiate their career path.
We should encourage employees to invest in their employability not just for the current job but for the change of role that is inevitable. Smoothing the career path makes sense and equips employees to make well-grounded decisions about their career direction.
The way we work has changed and rather than a lifetime career with one company we now tend to work in alliance with an employer for specific projects; loyalty is not the prime mover for either party but reciprocity is very important.
Employees provide the organisation with flexibility and adaptability; the organisation invests in employees’ employability. This form of contract is predicated on employees who have broad-based professional networks beyond the organisation, and employers actively establishing alumni networks that enable career-long relationships with employees after they’ve moved on.
Fit for purpose
Career transition provision should be integrated into the talent agenda, not just for the redundant, but all staff should be offered help to enhance their employability and take control of their career to optimise potential.
Providing tailored career management support can fit employees for promotion, future career development, self-employment and entrepreneurship. Technology, networking skills and social media play a huge role in the way we work now and helping staff to build skills for the future is essential.
Something as simple as providing seminars to help them write an effective LinkedIn profile will build confidence; allowing staff to build their professional networks on the firm’s time benefits all parties, it’s short-sighted to suppose otherwise, increasingly we need staff who are connected, collaborative and strategically aware.
We envisage career transition processes embedded in the organisation, with career coaching and mentoring, to help employees cope with career transition points as a means of improving the employee experience and enhancing the employer brand. Good career management, not just for leavers, makes an organisation stand out as an employer of choice.
To get in touch with Liz about 10Eighty’s outplacement services, email her on firstname.lastname@example.org