Doing Outplacement  In-house Gail Houston Oct 7, 2009
We have all gotten that call  “ TIME TO DOWNSIZE!”
The Normal Reaction Layoff Recruiters
The Better Reaction Reinvent Your Team
What happens when we do a layoff poorly in a social media world <ul><li>Comment from Indeed forum: </li></ul><ul><ul><li>I...
What happens when we do a layoff well in our Social Media World <ul><li>Comment from a Rockford Ambulance employee on a si...
Agenda <ul><li>Introduction </li></ul><ul><li>Why – Understanding the ROI of In-House Outplacement </li></ul><ul><li>How –...
Why – Understanding The  ROI of  In-House Outplacement   <ul><li>By creating a strategy to help your exiting employees you...
HOW – Preparing Your Team <ul><li>Prepare Your Team </li></ul><ul><ul><li>Participate in outplacement and networking event...
HOW – Things to Consider When Developing Your Plan <ul><li>Things to Consider Before Developing Your Plan </li></ul><ul><u...
How – Severance  <ul><li>Severance </li></ul><ul><ul><ul><li>Will the impacted employees receive severance (lump sum payou...
HOW – What Services Will Your Team Offer  <ul><ul><li>What services will your team offer </li></ul></ul><ul><ul><ul><li>Wi...
HOW – Will Your Team Conduct Workshops <ul><ul><ul><li>Workshops  </li></ul></ul></ul><ul><ul><ul><ul><li>Live or Webinar ...
How – External Outplacement <ul><li>External Outplacement Assistance </li></ul><ul><ul><li>Will outplacement services be o...
How – Metrics <ul><li>Metrics </li></ul><ul><ul><li>How will you measure success </li></ul></ul><ul><ul><ul><li>Employees ...
Case Studies <ul><li>EDS </li></ul><ul><li>Intuit </li></ul><ul><li>Gulfstream Aerospace </li></ul><ul><li>KPMG </li></ul>...
Case Study - EDS <ul><li>EDS has used a number of different models over time </li></ul><ul><ul><li>Career Assistance Cente...
Case Study - Intuit <ul><li>Intuit has used a number of different models  </li></ul><ul><ul><li>Workshops – live and over ...
Case Study – Gulfstream Aerospace <ul><li>Started Internal Outplacement efforts in April 2009 </li></ul><ul><li>Concern wi...
Case Study - KPMG <ul><li>Began Internal Outplacement Work in 2009 </li></ul><ul><li>Recruiters were trained by researchin...
Case Study - Professional Services  <ul><li>Created Recruiting Concierge Group in Feb 2009 </li></ul><ul><li>Full time tea...
Case Study - Michaels <ul><li>Recruiters were assigned to work with employee one on one </li></ul><ul><li>Recruiters provi...
Useful Resources <ul><li>http://careerdfw.org/J/  - created by Jeff Morris to be a one stop place for the unemployed or un...
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Doing Outplacement Inhouse - TalentNet

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TalentNet Live - Gail Houston teaches recruiting organizations how to develop in house outplacement processes

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  • Instead of letting some or even worse, all of your recruiters go – turn them into an outplacement arm for your organization. Allow the recruiters to work to place your impacted employees both internally and externally
  • Protect your brand – what are exiting employees saying once they leave the company, as they leave the company. If you lay them off with dignity, respect and caring they are less likely to blast your company, steal from your company Improve Morale – no matter how deep the layoff there are still employees left behind that have to pick up the work – show them you care for the employees so they are less fearful “when and if” it happens to them Create a better outplacement experience – work within your organization to place people by providing one on one, or work in conjunction with an outplacement organization Improve the “boomerang” experience – we often layoff because we don’t need their talent during a slow period. If we treat them right, when we do want to bring them back they are more likely to engage in a conversation. Improve your recruiters skills – by having prepare help with outplacement they will gain a new skill and stay current on the latest recruiting techniques
  • The coolest thing about the DFW area is that you can train and re-skill your recruiters for FREE Have them attend different outplacement workshops – they can learn what others are doing to help people find jobs Teach them how to teach – certify them to teach behavioral interviews, have them do presentations - get them over being nervous Keep them up to date on the latest recruiting techniques – they will be able to share this info with applicants down the road and will become better recruiters during your periods of hiring
  • WARN Data Privacy – how does your legal department deal with data privacy
  • WARN Data Privacy
  • Doing Outplacement Inhouse - TalentNet

    1. 1. Doing Outplacement In-house Gail Houston Oct 7, 2009
    2. 2. We have all gotten that call “ TIME TO DOWNSIZE!”
    3. 3. The Normal Reaction Layoff Recruiters
    4. 4. The Better Reaction Reinvent Your Team
    5. 5. What happens when we do a layoff poorly in a social media world <ul><li>Comment from Indeed forum: </li></ul><ul><ul><li>I have nothing to say about XXX, except that the way they handled the layoff in my situation was absolutely ridiculous. I didn't feel that a phone call with 30+ people on the phone all being told they were let go was the &quot;proper&quot; way to do it. </li></ul></ul><ul><ul><li>(there were pages and pages of comments on this particular layoff – this was one of the tamer responses) </li></ul></ul>
    6. 6. What happens when we do a layoff well in our Social Media World <ul><li>Comment from a Rockford Ambulance employee on a site that tracks layoffs – www.telonu.com </li></ul><ul><ul><li>Being a part of Rockford was a great experience. I worked there for only 4 years but I never felt like a newbie. Every peer treated me frankly and helped me whenever I needed it. Yes I have been laid off! I am not much disappointed at losing job but I am disappointed at losing god folks. </li></ul></ul>
    7. 7. Agenda <ul><li>Introduction </li></ul><ul><li>Why – Understanding the ROI of In-House Outplacement </li></ul><ul><li>How – Things to Consider </li></ul><ul><li>Case Studies </li></ul><ul><li>Useful Resources </li></ul>
    8. 8. Why – Understanding The ROI of In-House Outplacement <ul><li>By creating a strategy to help your exiting employees you: </li></ul><ul><ul><li>Protect Your Company’s Brand </li></ul></ul><ul><ul><li>Improve Morale for both exiting and remaining employees </li></ul></ul><ul><ul><li>Improve the “boomerang” experience – know where your employees land </li></ul></ul><ul><ul><li>Improve your recruiter’s skills </li></ul></ul><ul><ul><li>Keep valuable talent in house for the “up swing” </li></ul></ul><ul><ul><li>Cost savings - severance, recruiting, outplacement assistance and unintended attrition </li></ul></ul>
    9. 9. HOW – Preparing Your Team <ul><li>Prepare Your Team </li></ul><ul><ul><li>Participate in outplacement and networking events </li></ul></ul><ul><ul><li>Teach your recruiters how to lead classes – both live and on web ex </li></ul></ul><ul><ul><li>Keep them up to date on the latest recruiting techniques </li></ul></ul><ul><ul><li>Create an alumni portal using sites like Yahoogroups, LinkedIn, Facebook and Select Minds to share jobleads </li></ul></ul><ul><ul><li>Train your team on available resources during a reduction in force (i.e. DOL resources, Cobra / loss of benefit issues; pay reduction, key contacts within Employee Relations for critical issues, key contacts within your business units, local networking groups offering assistance) </li></ul></ul>
    10. 10. HOW – Things to Consider When Developing Your Plan <ul><li>Things to Consider Before Developing Your Plan </li></ul><ul><ul><li>How many employees are being impacted and where? </li></ul></ul><ul><ul><li>What are the skill sets of the impacted employees? </li></ul></ul><ul><ul><li>How many recruiters will remain on your team? </li></ul></ul><ul><ul><li>How long will you offer assistance? </li></ul></ul><ul><ul><li>When will system access for impacted employees be cut off and how will that be handled so employees can still receive leads? </li></ul></ul><ul><ul><li>What happens to your current openings (are they going on hold, cancelled) </li></ul></ul><ul><ul><li>Create rules around rehire eligibility </li></ul></ul><ul><ul><li>Can you reallocate any of your recruiting budget </li></ul></ul><ul><ul><li>Understand WARN and Data Privacy </li></ul></ul>
    11. 11. How – Severance <ul><li>Severance </li></ul><ul><ul><ul><li>Will the impacted employees receive severance (lump sum payout) or pay continuation during notification period? </li></ul></ul></ul><ul><ul><ul><li>What happens to the severance payment if they are placed internally or come back on contract? Repayment? </li></ul></ul></ul><ul><ul><ul><li>Rules around losing severance eligibility if they turn down a job that is a match internally </li></ul></ul></ul><ul><ul><ul><li>Create DOL feeds if necessary </li></ul></ul></ul>
    12. 12. HOW – What Services Will Your Team Offer <ul><ul><li>What services will your team offer </li></ul></ul><ul><ul><ul><li>Will recruiters be assigned to individual employees or in more of help desk / executive suite fashion? </li></ul></ul></ul><ul><ul><ul><li>What types of jobleads will be shared – internal, external or both </li></ul></ul></ul><ul><ul><ul><li>How will jobleads be shared (portal, spreadsheets, email list) </li></ul></ul></ul><ul><ul><ul><li>Proactive marketing or reactive </li></ul></ul></ul><ul><ul><ul><li>Resume writing assistance </li></ul></ul></ul>
    13. 13. HOW – Will Your Team Conduct Workshops <ul><ul><ul><li>Workshops </li></ul></ul></ul><ul><ul><ul><ul><li>Live or Webinar </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Interviewing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Resume Writing </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Social Media / Internet </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Personal Branding </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Networking </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Personal Coaching </li></ul></ul></ul></ul></ul>
    14. 14. How – External Outplacement <ul><li>External Outplacement Assistance </li></ul><ul><ul><li>Will outplacement services be offered </li></ul></ul><ul><ul><ul><li>Option to choose in house or external </li></ul></ul></ul><ul><ul><ul><ul><li>All or certain positions (executive, recruiters) </li></ul></ul></ul></ul><ul><ul><ul><li>In Conjunction with </li></ul></ul></ul><ul><ul><ul><ul><li>They work with the employee at the same time the internal placement option is being explored and sometimes continue after separation </li></ul></ul></ul></ul><ul><ul><ul><li>Instead of </li></ul></ul></ul><ul><ul><ul><ul><li>External outplacement is not an option since internal outplacement is available </li></ul></ul></ul></ul>
    15. 15. How – Metrics <ul><li>Metrics </li></ul><ul><ul><li>How will you measure success </li></ul></ul><ul><ul><ul><li>Employees placed or rehired internally </li></ul></ul></ul><ul><ul><ul><li>Employees placed externally </li></ul></ul></ul><ul><ul><ul><li>Usage of internal services offered </li></ul></ul></ul><ul><ul><ul><li>Usage of external services offered </li></ul></ul></ul><ul><ul><ul><li>Severance savings </li></ul></ul></ul><ul><ul><ul><li>Outplacement savings </li></ul></ul></ul><ul><ul><ul><li>Recruiting/Retraining Savings </li></ul></ul></ul><ul><ul><ul><li>Surveys on employee satisfaction with services offered </li></ul></ul></ul>
    16. 16. Case Studies <ul><li>EDS </li></ul><ul><li>Intuit </li></ul><ul><li>Gulfstream Aerospace </li></ul><ul><li>KPMG </li></ul><ul><li>Professional Services Firm </li></ul><ul><li>Michaels </li></ul>
    17. 17. Case Study - EDS <ul><li>EDS has used a number of different models over time </li></ul><ul><ul><li>Career Assistance Center - created to help with ongoing outplacement efforts whether large or small – provided instructors to teach a workshop in any location and provide one on one resume review sessions </li></ul></ul><ul><ul><li>Global Workforce Management – branch of employee relations created to manage the processes involved in a large scale reduction (WARN, communication plan to managers on what would happen, how it would happen, train the managers, provide materials to the managers, as well as ran the employee help desk for impacted employees </li></ul></ul><ul><ul><li>Workshops </li></ul></ul><ul><ul><li>Internal and External Assistance </li></ul></ul><ul><ul><li>Severance Clawback Arrangements </li></ul></ul>
    18. 18. Case Study - Intuit <ul><li>Intuit has used a number of different models </li></ul><ul><ul><li>Workshops – live and over the phone </li></ul></ul><ul><ul><li>Recruiters assigned to specific employees if the volume allows </li></ul></ul><ul><ul><li>Source code – time sensitive in our ATS system </li></ul></ul><ul><ul><li>Works in conjunction with external Outplacement </li></ul></ul><ul><ul><li>Internal Placements have been as high as 85% </li></ul></ul><ul><ul><li>External leads are shared via Quickbase </li></ul></ul><ul><ul><li>Kiosk available in certain geo’s </li></ul></ul><ul><ul><li>Webinars now being created not only for our internal employees but also for our community groups </li></ul></ul>
    19. 19. Case Study – Gulfstream Aerospace <ul><li>Started Internal Outplacement efforts in April 2009 </li></ul><ul><li>Concern with employee care and ability to rehire staff when market turns created need for service </li></ul><ul><li>Created Gulfstream branded portal thru vendors – www.optijob.com and www.employon.com </li></ul><ul><li>Created workshops and webinars in conjunction with Gulfstream training department </li></ul><ul><li>Recruiters assigned by city based on volume for a 12 week period - primarily with external job search Partnered with DOL (Department of Labor) – utilized stimulus dollars to pay for reverse career fairs, rent, food, etc </li></ul><ul><li>Reverse Career Fairs – attracted 72 companies </li></ul><ul><li>56% utilization, 78% knowledge of where impacted employees have landed </li></ul><ul><li>Gulfstream Aerospace process was written up in Aviation Week as an employer who got it right this time - http://www.aviationweek.com/aw/jsp_includes/articlePrint.jsp?storyID=news/MAIN.xml&headLine=A </li></ul>
    20. 20. Case Study - KPMG <ul><li>Began Internal Outplacement Work in 2009 </li></ul><ul><li>Recruiters were trained by researching outplacement efforts </li></ul><ul><li>Impacted Employees are assigned a recruiter </li></ul><ul><li>Help with resumes provided </li></ul><ul><li>Webinars are available on various topics </li></ul><ul><li>Help search both internally and externally </li></ul><ul><li>Leads are kept and shared using spreadsheets </li></ul><ul><li>Now looking at selling outplacement services to customers – already being done internationally </li></ul>
    21. 21. Case Study - Professional Services <ul><li>Created Recruiting Concierge Group in Feb 2009 </li></ul><ul><li>Full time team of 3 with additional support on as needed basis – available to the employee during notification period and after separation if returning to company is the employee’s goal </li></ul><ul><li>Focus is internal placement with Recruiting Concierge group making active calls on behalf of the impacted employee to the recruiting team </li></ul><ul><li>Works in conjunction with RiseSmart – they handle the external outplacement services to include resume writing services – available to the employee for 6 months </li></ul><ul><li>HR team provides class “Marketing a Better You” </li></ul><ul><li>Recruiting Concierge team is considered a valuable source for recruiters with a placement rate of over 50% if candidate is interviewed </li></ul><ul><li>Transferred or rehired over 500 employees since Feb </li></ul><ul><li>Dream state – to be able to offer this service to any internal wanting to look for a new opportunity </li></ul>
    22. 22. Case Study - Michaels <ul><li>Recruiters were assigned to work with employee one on one </li></ul><ul><li>Recruiters provided assistance with both internal leads and external leads </li></ul><ul><li>Employees are given an Internal Source code in ATS system for easy identification </li></ul><ul><li>Leads communicated via email </li></ul><ul><li>Worked in conjunction with Outplacement </li></ul><ul><li>Focus was not on metrics but on morale of the impacted employee – feedback has been positive </li></ul>
    23. 23. Useful Resources <ul><li>http://careerdfw.org/J/ - created by Jeff Morris to be a one stop place for the unemployed or under-employed in the DFW area to visit. Great resource for recruiting organizations to use to train their recruiters on outplacement efforts – most for free </li></ul><ul><li>WARN - The WARN Act helps ensure advance notice in cases of qualified plant closings and mass layoffs. The U.S. Department of Labor has issued these guides to provide workers and employers with an overview of their rights and responsibilities under the provisions of the WARN Act - http://www.doleta.gov/layoff/warn.cfm </li></ul><ul><li>Data Privacy - Information privacy, or data privacy is the relationship between collection and dissemination of data , technology , the public expectation of privacy , and the legal and political issues surrounding them. Privacy concerns exist wherever personally identifiable information is collected and stored - in digital form or otherwise. Improper or non-existent disclosure control can be the root cause for privacy issues. Contact your legal department for more information. Firms in the case studies worked with their legal departments to create “opt in” and “opt out” language in their outplacement process </li></ul><ul><li>If you have additional questions contact - Gail Houston – [email_address] </li></ul>
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