This document discusses the need for new approaches to handling redundancies. It notes that redundancies hurt businesses through decreased employee engagement, profitability, and brand reputation. Companies that make redundancies are twice as likely to go bankrupt due to drops in productivity, turnover, and new products/services. Redundancies also take a human toll through lower community economies, drops in productivity from redundant workers, and many not returning to comparable pay or work. The current economic situation risks a quarter billion job losses globally. Existing redundancy solutions often lack tangible impact. The document argues for facilitating collaboration, clearly defining new roles, partnering strategically, and communicating effectively to turn redundancy into opportunity through new pathways that mitigate drops and enhance brands during difficult times.

1. Turning Redundancy into Opportunity
The need for new pathways

2. Today’s Hosts
Chris Locke
Partner, CEO SBC ASPIRE
Lars Buch
Partner & CEO MENA

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5. Content
1. Impact of redundancies
2. The case for a new approach
3. How to create a new approach
Q+A Session

6. Part 1:
Impact of Redundancies

7. Redundancies are bad for business
Employee
engagement
Profitability Brand

8. Companies making redundancies are 2x likely to end up
bankrupt
Decrease in
Productivity
Turnover Decrease in new
products and
services

9. Human cost of redundnacy
13%46%74%
Contraction of
local economy
Drop in
productivity
from those
made redundant
Lower pay or
not returned to
the workforce

10. Perfect economic storm
Mass redundancies across multiple sectors
End of furloughing schemes
Stagnant job market x
= Deepest economic recession in living memory

11. The world is facing a staggering
jobs challenge with a quarter of a
billion people set to lose their job
this year
Brad Smith: President, Microsoft

12. Existing solutions are not fit for purpose:
‘Outplacement rarely demonstrates any ROI or tangible value
for money, yet we do it because it helps us feel good about
ourselves and our leaders sleep easier at night. Over the years
we have spent a fortune but seen any tangible outcomes or
impact’
Former HR Director, large multinational

13. Part 2:
The case for a new approach

15. Part 3:
How to create a new approach

16. Facilitate collaboration

17. Clearly establish the role you want to play

18. Find the right partner

19. Communicate, Communicate, Communicate

20. Turning redundancy into opportunity
New pathways
can mitigate drop
in productivity
Enhance the
brand during
difficult times
Drive faster
innovation
Doing the right
thing by your
departing talent
and the
communities you
serve

21. Questions
Questions:

22. Chris Locke
chris@rainmaking.io
Lars Buch
lb@rainmaking.io