Issues in Civilian Outplacement Strategies Proceedings of a Workshop (1996) / Chapter Skim
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PART II: INDUSTRY EXPERIENCE WITH OUTPLACEMENT
PART II: INDUSTRY EXPERIENCE WITH OUTPLACEMENT
Pages 57-86
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From page 57... ...
The participants include: Jack Ryan of General Electric Aircraft; Susan Diamond of Right Associates; Ellen Jackson of AT&T; Anne Messenger of Lockheed Martin, and Anthony Papalia of SUNY Cortland and Smith Corona. The presentations each participant made during the workshop are summarized below.
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From page 58... ...
Finally, he outlines a framework for outplacement support of the job search that includes organizational structuring of the job search process, training for technical and job search skills, education about the new employment contract and evolving work forms such as self-directed teams, and coordination and centralization of information about funding, training, and job opportunities. The Bush paper provides good background for the remarks of industry participants.
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From page 59... ...
Finally, at the organization level, she discussed the need for monitoring outplacement services, using measures to gauge the quality of job development, workshops, career center use, and so forth. She also pointed out the importance of finding experts who can work with the organization from the onset of downsizing to help plan outplacement, communicate with employees, and set the stage for employee acceptance of both outplacement and the new employment contract.
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From page 60... ...
She also said that the career center should look good physically, because this helps both clients and staff feel better about being there. She closed by noting that she firmly believes you can teach people how to find and secure jobs, but that it is more difficult to teach them how to understand the new employment contract.
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From page 61... ...
In following the outplacement process, the paper focuses on the techniques and processes used by employers and discusses the needs of the employees who are impacted by these processes, especially those who become candidates for job search. The Decisions to Downsize Outplacement experience stresses three major objectives that need to be considered when the organization first thinks about downsizing: the long-term, sustainable success of the organization, the well-being of employees who are leaving, and the well-being of employees who are staying.
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From page 62... ...
The third step is: Compare the Future and Present State which requires analyzing what achieving the future desired state will do for the overall organization. This is the detailed answer to the question, "Why are we taking this trip?
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From page 63... ...
INDUSTRY EXPERIENCE WITH OUTPLACEMENT 63 in planning and implementing a downsizing is in the details, which include: · designing new work processes and being ready to implement them at the time of downsizing; · designing new reporting relationships and being ready to implement them immediately; · deciding, in advance, on promotions or demotions that will occur in the newly configured organization; · assigning relatively easy work to remaining employees the first few weeks following layoffs and then providing challenging assignments; · talking with suppliers and customers within the first few hours or days of downsizing to reduce apprehension and ensure that quality relationships are maintained; · developing contingency plans in the event of a work stoppage; · developing contingency plans in the event of violence or threats of violence; · scheduling sessions with employees who are staying to explain the need for the closing, downsizing, or realignment and related terminations; discuss their reactions and future career prospects with them; discuss ways in which they can relate to and support friends who are leaving; · making certain that there are adequate financial and human resources to maintain the downsizing work and its accompanying psychological, physical, and administrative burdens; · having the layoff plan reviewed by knowledgeable outsiders to make certain that the plan represents best practice and conforms to all relevant state or federal laws; · having all public announcements and plans for public relations, especially those released to the local community, prepared and managed by knowledgeable staff;
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From page 64... ...
This advance notification, although resisted by many organization, leads to employees perceiving the termination process as being fairer and also helps employees prepare themselves for their job search. Some organizations have provided as much as 18 to 24 months notification without suffering negative consequences, such as lower morale, decreased productivity, and workplace conflict.
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From page 65... ...
(Although reemployment is possible, reemployment rights and conditions should be clearly spelled out.) A major conclusion gleaned from outplacement industry experience is that people conducting the termination or exit interviews must be trained to do them.
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From page 66... ...
It can also encourage employees to use some time during that week to start thinking about the preliminaries of a job search. Finally, supervisors should be trained to use the termination interview to express organizational regrets about the need to downsize and concern about the departing employee.
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From page 67... ...
The employer's purpose in informing employment sources is to "weave a web of supports and community involvement (AOCFI, 1994~." In fact, an attempt should be made to create partnerships with all possible sources of social and employment support in the community. Employers also need to understand that individual reactions to job loss vary.
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From page 68... ...
The fact that individuals vary in their reactions to job loss depending on personality and demographic and situational factors means that employers need to consider a full range of outplacement options retraining, career counseling, retirement counseling, relocation, geographically wide-ranging job leads, self-employment, etc., and allow individuals some discretion in the time it takes to find a new job or another alternative. Supporting the Job Search Outplacement experience suggests that employers can support individuals in their search for new jobs by: · providing some formal structure for the search a support group, a central location for information, or a formal outplacement center, and an outplacement process to follow; · offering some support in assessing current skills and identifying skill gaps that, if filled, may increase employment opportunities.
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From page 69... ...
If such a center is not possible, then the employer can be instrumental in setting up support groups or job clubs, providing employees with ideas about how to set up their own job search "command central" at home, or setting up an organizational help line to support individuals in getting appointments with community training, mental health, and employment counselors. A sense of purpose and process in outplacement is also important for employers to establish.
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From page 70... ...
Employers need to include a variety of experiential workshops designed to develop job search skills, including resume writing, interviewing, how to develop job leads (networking and informational interviewing) , and how to handle rejection.
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From page 71... ...
for the job search; technical and cultural training relevant to the needs of today's workplace; and workshops on resume writing, interviewing, developing jobs, and handling rejections. These workshops are most effective when they allow employees to role play, practice, and get direct feedback on their job search skills.
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From page 72... ...
The centers were fully resourced, that is, there were ample private workstations, long distance telephone services, on-line job search services, national newspapers, information on job fairs, labor market job postings, and kid play areas. We believe that full resourcing of the transition centers makes a statement to employees about how much you care about them.
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From page 73... ...
Families were encouraged to tour the centers. Following on-site orientation, employees could sign up for transition center services: two 4-hour job search workshops covering counseling, testing and career guidance, and information on how to prepare resumes, organize for a job search, interview, etc.
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From page 74... ...
We could have worked with the state unemployment services earlier on to say that employees must use either the transition centers or the state's workshops if they want to collect their unemployment benefits. We should have had fully operational transition centers ready when outplacing started, but the start-up date was delayed.
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From page 75... ...
First, I'd like to reinforce Amiram Vinokur's remarks about the importance of active learning in job search workshops. Our consultants view themselves as facilitators who draw out what a person already knows and provide positive feedback to increase motivation and self-esteem.
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From page 76... ...
These types of activities help develop networks if not actual job prospects. Reinforcing remarks Leaetta Hough (commissioned paper author)
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From page 77... ...
I support an organization within AT&T called Resource Link, and I'd like to focus on this organization in my remarks this afternoon. Until very recently, I have supported AT&T's outplacement centers.
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From page 78... ...
Center services are available for all departing employees, from executives to mailroom clerks. We also established a number of programs that were designed to "buffer" demand cycles in our internal labor markets.
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From page 79... ...
We don't take all surplus employees, nor do all surplus employees volunteer. The point of entry into Resource Link is one of the career centers.
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From page 80... ...
When I began, there were no rules or guidelines. I was executive director of the Syracuse Onandaga County Private Industry Council.
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From page 81... ...
I am firm about hiring outplacement center staff with a sense of humor and personal experience with layoffs. In addition to an excellent staff, you need quick access to people such as employee assistance program counselors, security people for protection, and charity people for social and welfare services.
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From page 82... ...
They not only convey information but also provide a structure for the job search. We have an introductory workshop, and then a host of different workshops that people can select.
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From page 83... ...
I will focus on strategies that have not been emphasized by earlier presenters. For example, organizations must put in place an increased security system during major downsizing.
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From page 84... ...
Smith Corona also worked closely with the state unemployment service. Their network of job opportunities helped direct the dislocated workers in their job search outside of the community.
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From page 85... ...
The Senior Corps of Retired Executives offered information and consultation at no cost to individuals seeking to start their own businesses. In closing I would stress it is essential to help dislocated workers establish and maintain a sense of balance in their lives.
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