Issues in Civilian Outplacement Strategies Proceedings of a Workshop (1996) / Chapter Skim
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INTRODUCTION
INTRODUCTION
Pages 1-10
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From page 1... ...
The workshop format comprised two sessions: the first covered current research on outplacement, and the second covered industry outplacement experiences. One of the workshop participants, Anne Messenger of Lockheed Martin, noted that there are many different names for the phenomenon of outplacement, often used interchangeably: reengineering, firing, downsizing, right sizing, unemployment, dislocation, layoffs, and outplace 1
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From page 2... ...
For example, employees can be retrained and redeployed within an organization; joint community, government, and organizational efforts can be combined to develop closing facilities as business incubators for jobs; reorganization may be done to prevent the need for outplacement altogether. The Department of Defense is aware of the breadth of reengineering and downsizing alternatives that can be used in addition to involuntary outplacement, and it has considered and implemented many of them since 1989.
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Certain outplacement practices are common to organizations concerned with effective management: · Planningfor downsizing and outplacement in ways that not only meet the organization's strategic needs but also provide a solid and unbiased foundation for answering questions about who remains and who goes; · Communicating in ways that cover a spectrum from the initial downsizing announcement to the training of supervisors in the content and form of exit interviews; · Providing resources for the transition of employees out of the organization, ranging from retirement options, to extended leaves of absence or other training opportunities, to fully equipped off-site career centers staffed to assist employees in dealing with job loss and finding a new job; · Customizing transition programs to meet the specific needs of the organization and to accommodate workforce diversity; and · Monitoring all aspects of the transition: the numbers of employees using different transition options, the rate and quality of reemployment associated with career centers, the morale of the remaining or "surviving" workforce, and so forth. The results of monitoring inform the organization's future decisions about the investment of resources and customization for outplacement programs.
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From page 5... ...
, differences in the centralization of management decision makers, and the geographic location of major facilities will all affect organizational planning and customization of outplacement practices. The organization's business mission, the extent of downsizing anticipated, and the nature of the organization's current workforce and the workforce to be downsized (in terms of numbers, skills, tenure, age, gender, and so forth)
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From page 6... ...
, bank representatives and financial/tax counselors, people from the surrounding training institutions, other local employers, career counselors, and police and hospital workers. This task force is helping to centralize and coordinate services to assist employees in dealing with job loss, assessing skills, and searching for new jobs.
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From page 7... ...
The consultants hired to run Weber's transition center have proprietary job banks that consist of electronic databases listing national, regional, and local employers seeking specific types of skills and experience. Transition center participants from Weber assess their own skills and experience and match these with jobs found in the database.
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From page 8... ...
The company/community task force has conducted surveys of displaced worker skills and of job opportunities at regional employers and set up job fairs to help match workers with opportunities. Finally, the counseling, planning, and training offered to outplaced employees has been tailored to relatively young manufacturing and craft workers.
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From page 9... ...
Part I ends with a summary of remarks by Amiram Vinokur, a social psychologist whose research examines programs to assist people in job search. Part II includes a brief overview, a paper by Gerald Bush summarizing organizational outplacement experiences, and the remarks of five industry participants whose organizations have ongoing outplacement programs or who are actively engaged in outplacement as consultants.
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