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Issue 3
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Contents
Redundancy (2 of 2)
"The Company"
Email Friend or Foe
Have your say.
Moo Beer.
Beer from Cows
"Everyone deserves a healthy and successful career"
Please forward this newsletter to anyone you know will find it interesting.
Email friend or foe
A recent client has just returned to the workplace after years running her own business.
I called her at the end of her first week and found her completely overwhelmed
with the amount of mail she gets on a daily basis. From the moment her name hit
the corporate address book she was bombarded with more than 70 mails per day.
The problem is so bad that she is considering resignation. We are now working with her
to develop strategies to manage mail and stay productive.
Her situation may not be unique, a significant number of our clients state email as issue.
What do think about email? Is there such thing as email addiction?
What is enough/too much?
Why not email. us and
let us know what you think? or visit Steve’s
Blog
and post your comments there?
Moo Beer
Fancy a more interesting way to maintain your calcium levels?
Bilk, a beer made from milk might be the answer. A liquor shop named
Nakahara, on the northern Japanese island of Hokkaido, came up
with the idea and local company Abashiri Beer developed the idea.
Cheers!
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welcome to issue three of the Career Manager produced
for you by New Leaf Performance Coaching.
Last month we discussed strategies for the individual to deal with redundancy,
in this issue we are going to take a look at the issue from the perspective
of managers tasked with managing a redundancy programme.
No-one, least of all managers relishes the prospect of redundancy.
Redundancy is still considered a dirty word, the end of a career.
Any manager trying to dress redundancy as a new beginning
is likely to provoke a less than positive reaction!
Effective outplacement should accelerate the process of recovering from redundancy,
not an easy task when outplacement has become synonymous with redundancy.
Unfortunately many outplacement organisations have simply accepted that
theirs is an unwanted but necessary evil. Many have automated and de-personalised the process.
This sausage factory approach may be great for efficiency, profit and cost but does
little for the individual or the reputation of the company making the redundancies.
Outplacement Revitalised!
Redundancy is never easy, no matter how well you plan and implement the process
the outcome is still negative.
There may even be the temptation to bite the bullet and get it over and done with.
You're only human, you want the best for those that have to go while at
the same time making the process as easy as possible.
The traditional outplacement model puts its attention on the leaver but
what about the managers that have to perform the exit interviews?
The people who are chosen to stay also have needs; whose job is it to keep
them motivated enough to drive the business through the change?
If you find yourself in the unenviable position of having to make redundancies
consider the following to make sure you get the most from your supplier and
the best for your people.
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Does your chosen company support you through the whole process: the initial
decision, the announcement, the 'selection' process, the job search process
and the needs of those being retained?
- What access will your leavers have to real people? What percentage of the
budget is being used for one to one coaching/counselling to keep the leavers
focussed and motivated?
- Is every person assigned a personal consultant, someone who will actively
contact them, get to know them, help them to define their career goals and
achieve them?
- Does the company operate a philosophy of victim support or possibility for
change? Treat someone as an achiever and they will behave like one.
- Are your managers supported before, during and after the programme?
Redundancy is stressful and emotionally demanding. In addition managers have to
continue to manage staff who are likely to be both suspicious and hostile.
- Are you going to get regular feedback? It's important to be well informed
and in control. The process is outplacement not abrogation.
- How much of the proposal relies on un-necessary resource? Most people
have internet access at home so why pay for facilities that are rarely used.
- Does the proposal consider the needs of the remaining
people? Make sure that you have a support structure in place for the
people who are staying. You don't want to lose anyone you haven't planned to!
- Are you being quoted for a standard process or a bespoke outcome? Not
everyone fits a standard process so make sure that what you are paying
for will deliver your results.
- Traditional does not always mean better.
Choosing a company that will work with you lets you stay focussed on managing
your business and your people.
If your company is considering a redundancy programme contact us to
arrange a confidential discussion about how you can achieve a satisfactory outcome for both the organisation and your leavers.
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