1. Learning legacy
Lessons learned from the London
2012 Games construction project
Career transition
The Olympic Delivery Authority (ODA) pre-planned the smooth career transition and exit of all employees, thus
ensuring that they remained focused on high performance, Games-time delivery at the same time as considering their
future career plans. ODA’s Career Transition and Outplacement Programme included tools such as an outplacement
service, talent marketing events, CV writing and interviewing workshops, on-site transition coaches and one-to-one
support. Key to the success were upfront exit dates, allowing individuals to plan for their departure, and support from
the Senior Management Team which encouraged buy-in from employees and contributed to low attrition rates.
Career transition aims and objectives
The ODA commenced planning its
Career Transition and Outplacement
Programme (CTOP) in 2009 with the
overarching aim of ensuring that
its employees were fully supported
through to exit and had access to a
wide range of transition support at the
right time and in a manner that could
be tailored to best meet their personal
circumstances. The CTOP formed an
important part of the ODA’s reward
and retention strategy and enabled
employees to focus on delivery of work
right up to the point of personal exit
from the ODA. The CTOP was very
flexible and multi-faceted, and was
delivered in a phased manner that
enabled employees to access the
career support they needed at the
right time while remaining focused on
achieving high performance and the
overarching organisational aims. It also
ensured ex-employees had a route that
allowed them to remain in contact with
what was happening at the ODA and
the Olympic Programme.
Individual outplacement
The largest element of the programme
was individual outplacement, which
involved sourcing a specialist company
who had the experience and skills to
support employees in a way that
enabled them to move on from the
ODA. Capita People Development
were appointed to implement a
tailored package that could be
adapted to individual needs.
The outplacement programme was
initially tiered. This helped employees
to benefit from some career transition
support with only some elements
reserved for directly-employed ODA
employees who had two-years-plus
service at their anticipated end date.
In 2012, following feedback, the
programme was broadened to be
more inclusive, allowing greater access
to workshops and support. The only
elements that remained restricted were
the outplacement and professional
retraining parts of the package, which
provided all qualifying employees
with an outplacement allowance,
which they could use in full or in part
with the outplacement provider on
externally-sourced retraining courses.
Consultation
Consultation was key to the design of
the Outplacement Programme.
Engaging with the Staff Forum allowed
the ODA to implement a programme
that met the needs of employees with
different skill sets and experience.
Senior management-level buy-in and
endorsement of the programme was
achieved through presenting the
programme to the Executive
Management Board for their
consideration and approval. At key
stages throughout the programme,
stakeholders received regular updates
on progress, which resulted in changes
and the ultimate widening of the
programme in 2012.
Managing the process
Employees accessed the CTOP
based on their anticipated end date.
This meant the ODA could manage the
programme through four cohorts which
separated employees into those who
were in Games-time operations roles
and who were leaving soon after
the Games, and those who it was
anticipated would leave some time
after Games.
The overall programme consisted of:
–– individual outplacement/retraining
–– career transition workshops
–– career transition awareness
briefings
–– career transition nuggets
Branding applied to all careers transition literature

2. –– one-to-one career consultant surgery
sessions
–– talent marketing events
–– The Network – online job network
Career transition workshops
These were workshops open initially to
employees with two-years-plus service
at their anticipated end date, and
covered CV writing, networking,
interview skills and self-marketing.
Access to these workshops was
broadened in 2012 and made
available to all directly-employed ODA
employees.
Career transition consultancy surgeries
The surgeries assisted the transition of
employees from the ODA by providing
them with one-to-one sessions focused
on how to write CVs and advice on
careers moving forward. In addition to
bookable one-hour appointments,
employees had the option to see the
career consultant in the Career Zone
during lunchtime twice a week without
the need for an appointment.
Individual career support/professional
retraining package
Restricted to employees with two-years-
plus service at their anticipated leave
date, this element allowed employees
to use their Outplacement Allowance
on a range of support products
including professional retraining
courses.
Talent marketing events
The talent-marketing programme aimed
at marketing of ODA directly-employed
employees with external organisations
and recruitment agencies.
The Network
The on-line job network site was
designed to allow employees to
‘network’ and work together to pursue
opportunities. Employees were able
to initiate and build relationships on
the communications platform where
participating prospective employers
would post vacancies at an individual
or functional level.
ODA Senior Management Team
programme
Separated into two stages, the Senior
Management Team programme
included an initial group workshop
that provided attendees with hints
and tips on maximising their marketing
messages that was followed by three
nuggets on non-executive directorship
roles, interim management, and social
media.
Lessons learned
The ODA demonstrated that
career transition and outplacement
programmes can be effectively
implemented into a project
environment when considered as
part of a larger people strategy
and retention tool. It can incentivise
employees to stay focused on meeting
the organisation’s objectives while also
considering their future career.
It is important to have knowledgable
resources overseeing the programme
and a flexible system that can readily
adapt to meet the needs of the
organisation and employees.
Project
Human Resources
Supplier
Capita People Development
Author
Julie Amory – Head of Equality,
Inclusion and Special Projects (HR),
ODA
One-to-one career consultant surgeries
gave personalised career advice
Career transition workshops covered CV
writing, networking, interview skills and
self marketing
© 2012 Olympic Delivery Authority. The official Emblems of the London 2012 Games are © London Organising Committee of the Olympic Games and
Paralympic Games Limited (LOCOG) 2007–2012. All rights reserved.
The construction of the venues and infrastructure of the London 2012 Games is funded by the National Lottery through the Olympic Lottery Distributor,
the Department for Culture, Media and Sport, the Mayor of London and the London Development Agency.
For more information visit: london2012.com/learninglegacy Published December 2012
ODA 2010/374