LOSING a job ranks fifth in life's most traumatic events and occupies an undisputed first place in work-related trauma. A job loss maybe forced due to downsizing, firing or a voluntary attempt to seek change. Irrespective of the reason, it is wrought with severe distress with an equally discomfiting job hunt to follow. At this sensitive juncture, the company can make a positive move forward by proffering assistance in tiding over the tough times.
Yes, it is outplacement to the rescue. An outplacement programme can assist employees who leave the organisation in finding appropriate new employment.
What goes in?
An outplacement programme calls for customising a job search for the employee who is leaving. The company can either develop an in-house team or more realistically, outsource the services to an outplacement firm or consultant. Professional outplacement carries a short-term cost, but its long-range benefits will far outweigh that cost. And, with the Internet and specifically designed self-help programmes, the costs can be kept surprisingly low.
A comprehensive strategy starts with constructive counselling to help overcome emotional and psychological issues over losing the job. Once the anger and grief wears out, the job search is structured to secure the best career opportunity. Getting them back on track involves conducting psychosomatic assessments and reviewing the career objectives to evaluate the options. Consultation, coaching and analysis together help define the goals, mark the target job market as well as explore new avenues for professional growth. The company can also utilise its vast network to provide leads or connect the exiting employee to employment agencies.
Some companies also conduct seminars and workshops to provide practical guidance in the essentials of job search like drafting a résumé, writing cover letters, interpreting job advertisements, researching the company, interview techniques, post-interview follow-up and networking. Such assistance in selecting the right job and negotiating with the potential employer paves way for a successful workplace transition.
The spin off
Tossing the outplacement lifeline to employees who are leaving will yield rewards well beyond avoiding legal problems. When the HR department is meticulously scouring for alternative employment, the employees who are leaving cannot gripe about the unethical treatment. In fact, retrenched employees part ways with the company without any lingering bad blood and still perceive the organisation as a good employer. As one consultant emphasises, `When people are offered a support programme during such a stressful experience as redundancy, they tend to hold their former employer in higher regard, and are more likely to communicate their positive feelings to other potential candidates.' What's more, according to a global survey, less than 4% laid-off employees who participate in an outplacement programme bear any negative feelings towards their previous employer and over 60% consider an outplacement programme an important factor when it comes to choosing their next employer.
An outplacement policy maintains buoyant optimism by sending a positive message to the remaining workforce thereby giving fillip to morale, loyalty, productivity and retention. The fair practice also presents the public image of a responsible and conscientious corporate that endeavours to look after its departing employees.
Gathering momentum
Outplacement policies are fast becoming the norm with top companies like IBM, Deloitte and Dell endorsing the `rehabilitation' strategy. For example, Swedish Postal Services, Posten launched a Futurum Programme for outplacement with the objective that all participants in Futurum must have a new job within 18 months and 70% of participants must have a new job within 10 months. The professional support helped restructure operations quickly.
With many organisations implementing outplacement policies and services the trend is fast catching on in India too. Anil Sachdev, founder and CEO, Grow Talent Company Limited, India's first talent management and outplacement services company says, `Our outplacement programme helps one come to terms with what he or she would want to do next'.
Therefore, organisations can emerge successful even after firings, layoffs, large-scale restructuring or significant corporate changes.
The outplacement programmes work as shock absorbers. As Sheryl Dawson, CEO of an outplacement agency, Dawson Consulting Group aptly sums it up, `Companies can turn a traumatising situation into a positive one for all involved!'
Yes, it is outplacement to the rescue. An outplacement programme can assist employees who leave the organisation in finding appropriate new employment.
What goes in?
An outplacement programme calls for customising a job search for the employee who is leaving. The company can either develop an in-house team or more realistically, outsource the services to an outplacement firm or consultant. Professional outplacement carries a short-term cost, but its long-range benefits will far outweigh that cost. And, with the Internet and specifically designed self-help programmes, the costs can be kept surprisingly low.
A comprehensive strategy starts with constructive counselling to help overcome emotional and psychological issues over losing the job. Once the anger and grief wears out, the job search is structured to secure the best career opportunity. Getting them back on track involves conducting psychosomatic assessments and reviewing the career objectives to evaluate the options. Consultation, coaching and analysis together help define the goals, mark the target job market as well as explore new avenues for professional growth. The company can also utilise its vast network to provide leads or connect the exiting employee to employment agencies.
Some companies also conduct seminars and workshops to provide practical guidance in the essentials of job search like drafting a résumé, writing cover letters, interpreting job advertisements, researching the company, interview techniques, post-interview follow-up and networking. Such assistance in selecting the right job and negotiating with the potential employer paves way for a successful workplace transition.
The spin off
Tossing the outplacement lifeline to employees who are leaving will yield rewards well beyond avoiding legal problems. When the HR department is meticulously scouring for alternative employment, the employees who are leaving cannot gripe about the unethical treatment. In fact, retrenched employees part ways with the company without any lingering bad blood and still perceive the organisation as a good employer. As one consultant emphasises, `When people are offered a support programme during such a stressful experience as redundancy, they tend to hold their former employer in higher regard, and are more likely to communicate their positive feelings to other potential candidates.' What's more, according to a global survey, less than 4% laid-off employees who participate in an outplacement programme bear any negative feelings towards their previous employer and over 60% consider an outplacement programme an important factor when it comes to choosing their next employer.
An outplacement policy maintains buoyant optimism by sending a positive message to the remaining workforce thereby giving fillip to morale, loyalty, productivity and retention. The fair practice also presents the public image of a responsible and conscientious corporate that endeavours to look after its departing employees.
Gathering momentum
Outplacement policies are fast becoming the norm with top companies like IBM, Deloitte and Dell endorsing the `rehabilitation' strategy. For example, Swedish Postal Services, Posten launched a Futurum Programme for outplacement with the objective that all participants in Futurum must have a new job within 18 months and 70% of participants must have a new job within 10 months. The professional support helped restructure operations quickly.
With many organisations implementing outplacement policies and services the trend is fast catching on in India too. Anil Sachdev, founder and CEO, Grow Talent Company Limited, India's first talent management and outplacement services company says, `Our outplacement programme helps one come to terms with what he or she would want to do next'.
Therefore, organisations can emerge successful even after firings, layoffs, large-scale restructuring or significant corporate changes.
The outplacement programmes work as shock absorbers. As Sheryl Dawson, CEO of an outplacement agency, Dawson Consulting Group aptly sums it up, `Companies can turn a traumatising situation into a positive one for all involved!'
PAYAL CHANANIA
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