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– How many employees are being impacted and where?
– What are the skill sets of the impacted employees?
– How many recruiters will remain on your team?
– How long will you offer assistance?
– When will system access for impacted employees be cut
off and how will that be handled so employees can still
receive leads?
– What happens to your current openings (are they going on
hold, cancelled)
– Create rules around rehire eligibility
– Can you reallocate any of your recruiting budget
– Understand WARN and Data Privacy
11. HHooww –– SSeevveerraannccee
Severance
Will the impacted employees receive
severance (lump sum payout) or pay
continuation during notification period?
What happens to the severance payment if
they are placed internally or come back on
contract? Repayment?
Rules around losing severance eligibility if
they turn down a job that is a match internally
Create DOL feeds if necessary
17. CCaassee SSttuuddyy -- EEDDSS
EDS has used a number of different models over
time
– 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
– 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
– Workshops
– Internal and External Assistance
– Severance Clawback Arrangements
18. CCaassee SSttuuddyy -- IInnttuuiitt
Intuit has used a number of different models
– Workshops – live and over the phone
– Recruiters assigned to specific employees if the volume
allows
– Source code – time sensitive in our ATS system
– Works in conjunction with external Outplacement
– Internal Placements have been as high as 85%
– External leads are shared via Quickbase
– Kiosk available in certain geo’s
– Webinars now being created not only for our internal
employees but also for our community groups
19. Case SSttuuddyy –– GGuullffssttrreeaamm
AAeerroossppaaccee
Started Internal Outplacement efforts in April 2009
Concern with employee care and ability to rehire staff when market
turns created need for service
Created Gulfstream branded portal thru vendors – www.optijob.com
and www.employon.com
Created workshops and webinars in conjunction with Gulfstream
training department
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
Reverse Career Fairs – attracted 72 companies
56% utilization, 78% knowledge of where impacted employees have
landed
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
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DDaattaa PPrriivvaaccyy -- 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
If you have additional questions contact - Gail Houston – gail_houston@intuit.com
Editor's Notes
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