Supporting staff through redundancies

Why your outplacement program needs to be the right fit for your people and your organisation!

We all know the best form of marketing is word-of-mouth. Net Promotor Scoring (NPS) was designed specifically to understand how likely customers were to promote or detract an organisation. The score is based on one question ?how likely are you to recommend a friend or family member to do business with our organisation??. In theory the more customers you have that promote your business the more customers you?re likely to attract. According to Nielsen, 92% of consumers believe recommendations from friends and family over all forms of advertising.

But word-of-mouth doesn?t just come from our customers, it comes from our staff too, although we?re not keeping track of their advocacy nearly as well! While much is done to engage staff when they have a ?future? with us, not enough is done when their future is outside of our organisation. Specifically, when staff are in roles that are made redundant.

If you?ve ever lead a team where roles have been made redundant you?ll know the process is heavily scrutinised and carefully monitored by HR and you?re probably just doing what you?re told to do rather than really understanding the process. I know when I was a leader of a team going through a restructure I felt like I was just a messenger. I never fully understood how effective the process was and what impact it was having on my staff. That was, until I was made redundant myself.

My redundancy was welcomed as it allowed me the opportunity to start my own business and pursue my true passion. And even though I?d spent the four years prior setting myself up for self-employment, when the time came a little part of me was screaming ?don?t do it!!!?.

I felt this fear grow a little more when I dealt with the outplacement provider. I remember saying to the consultant that I was leaving to start my own business and asked what support they could offer. She told me there wasn?t much available for people wanting to do this. She told me about the interview, resume writing and LinkedIn profile workshops I could attend but none of them would help me to start my own business. We quickly agreed there was nothing they could help me and I was left to figure it out on my own.

Despite the outplacement process being of zero value I left my organisation on really good terms and continue to be a promotor but I wonder if that?s the case for everyone. I wonder how many staff leave feeling like they weren?t important enough to the organisation to get the support ?they? needed? ?Would they be promoting or detracting friends and family from dealing with you?

I wonder what they might say if they were partnered with an outplacement provider who cared about them enough to tailor a solution to suit their career path. I wonder if having their leader continue to be involved in their development and next stage in their career would improve their advocacy?

If, like me, you?re wondering about the effectiveness of your outplacement provider then get a little curious and learn about the process and the services offered. Make sure your people are leaving on a good note, are saying good things about you and good things about your organisation!

If, by chance, you?re not happy with the current provider then let?s have a chat. Because I wondered so much that I?ve now partnered with HR and Change expert Alma Besserdin to create an outplacement program designed specifically to set impacted staff up for the next stage of their career, whatever that may be?and ensure they?re still promoting the organisation well after they?re gone.

Check out our video that explains how we do it differently!

Shelley Flett is a passionate leader with a keen focus on assisting others to identify their goals and move in a direction to ensure they?re achieved.

She is a Directional Leadership Coach, Trainer, Facilitator, Mentor and Speaker who ignites vision and purpose in those she works with.

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