OutPlacement - NewPlacement - Career coaching

NewPlacement AG
Technologiezentrum
Meisenstraße 96
33607 Bielefeld Germany
Telephone: +49 (0) 521 8009368
Fax: +49 (0) 521 80189337
E-Mail: info@NewPlacement.de

 
 
NewPlacement AG - deutsch
NewPlacement AG - deutsch
NewPlacement AG - french
NewPlacement AG - french
 
 
 
  • Christof Küchler

    The holistic and individual

    NewPlacement-Coaching

    NewPlacement goes a step beyond classic outplacement by combining consulting with management coaching and aspects of marketing & sales.

  • Angela Babel

    The holistic and individual

    Candidate viewpoint

    Optimizing your application process - NewPlacement coaching is based on the insight that successful managers are often experts in their fields but less so in marketing themselves.

  • Norbert Roseneck

    The holistic and individual

    Company viewpoint

    Safeguarding your reputation and workflow - Providing constructive support for a manager's reorientation rather than mere "compensation" will smooth the difficult process of severance and prevent damage to your company's reputation.

  • Sabine Knierim Tribouillier

    The holistic and individual

    Career coaching

    Coaching originated in competitive sports, where it is used to increase both individual and team performance. This concept has found its way into the business world

  •  

    About us - our approach

    Innovative methods - NewPlacement takes classic outplacement consulting to the next level: a holistic, individualized approach.

  • Various

    FAQs

    Can I switch outplacement companies during my consultations? - Do you use psychological testing? - Why doen´t NewPlacement use video training? - What do you tell my company about me? - and so on ...

 
 

Business Dialogue Separation Management, Offboarding, OutPlacement

Click on concept pictures² to enlarge
1. Annulment. Sometimes a manager, a colleague or an employee has to leave your company. Then you are required to negotiate a separation in a socially acceptable and court-proof manner. With regard to the future of the person concerned and for the safety of the remaining employees who sensitively observe modalities of separations, personnel development and care should go beyond the separation. After all, "severance pay and good" is often not enough. Especially when the employee who has been compensated with money gets lost in the application desert and communicates negatively to the previous company. Isn't it better to provide him with a guide through the application desert? We have defined the most important points in our set screw model of the separation agreement.
² Concept or dialogue pictures should make complex topics, such as professional separation management, understandable and memorable through reduction and transformation.
 
Link to Storytelling

  

2. Preselection. NewPlacement AG supports the "3-2-1 success" model of the leading outplacement providers, which has already been established and proven in numerous companies. You conclude framework agreements without exclusivity and without obligation to purchase, but with a significant cost advantage, with 3 pre-selected outplacement competitors (see e.g. BDU OutPlacement Technical Committee). In order to reduce your effort in terms of concept, contracts and coordination, you can also appoint NewPlacement as your Lead Provider. The LeadProvider can also help you to set up internal outplacement structures for specialists by providing design, training and supervision.
The affected employees can use free and non-binding 1-2 hour information sessions with 2 OutPlacement providers to decide on a methodology and the coach. These comparison and selection possibilities considerably increase the value of the measure for your employees and support an easier conclusion of the termination agreement. This model also guarantees a high quality level of consulting in the case of separation projects with longer terms, with a corresponding positive impact on the "remaining employees", which in turn pays off in your corporate culture.
 
Link to Storytelling
  

3. Final selection by manager. With the "3-2-1 success" model of outplacement providers, you will meet your duty of care by carefully pre-selecting three outplacement competitors. However, you leave the final selection to your outgoing manager, as it is their future that is at stake and no one else should ultimately take responsibility for it. Therefore, the manager concerned makes the selection on the basis of the different methods and coaches. In particular, the "chemistry" to the coach and his or her management experience plays a major role in the success on the job market. Therefore, before the decision is made, intensive information discussions should take place directly between the future coach and the manager concerned. Furthermore, the range of services and the duration of the consultation are of decisive importance. Fixed-term contracts often only give a false sense of security if, after a certain period of time, one has to survive alone in the "application desert".
  

4. Biography. After your outgoing manager or specialist has decided to become a NewPlacement coach, a full-day biography is conducted to focus on the future based on 150-200 performance and experience values from the professional past. Benefits and goals are also defined. After this setup, the manager or specialist is programmed for the future with full confidence. Annoying postcards or negative communication with the previous colleagues is avoided. The internal and external communication about leaving is regulated. We call this relaxed separation in the sense of professional separation management. In this way, you can confidently fulfil your role as the "guardian of the Grail" of your corporate culture.
  

5. Departure. After your careful pre-selection of 3 outplacement competitors, your manager has decided on a coach, the methodology and years of experience of the NewPlacement provider. With professional support, the manager has now taken her future into her own hands and is in an expectant mood of departure. The anger and disappointment of the first separation interview have died down. The employees who stayed behind have observed this process closely and are reassured that in your company the care goes beyond the separation. A strong proof of your appreciative corporate culture. In contrast to hardened separations in court, you look forward to an occasional reunion with the outgoing manager at trade fairs or events. This is how a relaxed separation works!
   

6. Never walk alone. Entrepreneurial care should not be payable through increased severance pay. Although it is certain that the departing manager will have a hard time in the job application market, many personnel managers succumb to the temptation to sign the termination agreement by increasing the severance payment by the planned outplacement budget. However, this short-term relief quickly catches up with the HR manager if the manager is unable to find a new challenge for a longer period of time and communicates correspondingly negatively into his or her previous company network. In such cases, we observe an unintended increase in court cases and a strain on the corporate culture, of which the HR manager should be the "guardian of the Grail". The loss of good, but insecure employees who do not want to wait for such a separation can also be a painful effect for the company.
  

7. Time limit. Sometimes you cannot avoid the time limit of the OutPlacement package for budget reasons. These are of course highly problematic for your managers if, after the limited support period, no success has yet been achieved on the job market and they then have to find their way around the "application desert" on their own. The resulting frustration is often carried over to the previous company and leads to worry and fear among the remaining employees. The well thought-out support fizzles out in its effect. This is why we have a fundamentally success-oriented approach, which is compensated for by lucrative continuation options for managers in the event of budget constraints. In this case, you have double precautions and avoid unnecessary disturbances in your company. Of course, it is also important that you have left the final choice of methodology and coach to the managers or specialists. Failure is otherwise gladly projected onto you.
   

8. Groups. Are all employees in the separation process to be supported in the same way? In principle, of course, yes, but there are considerable differences in the requirements for the individual levels in the application process. While management and executives, as problem solvers, must create an individual win-win situation for the companies searching, the requirements for skilled workers are more in the area of training. In this area there is above-average success with our cooperation partner (> 300 locations in Germany) for group measures and transfer companies. We will be happy to support you with in-house solutions for skilled workers by training and supervising your in-house coaches. However, these standardised procedures have their limits for managers and specialists. The challenge on the job market is completely different for this clientele. The demands of the hidden market, the cooperation with headhunters, the necessary active matching and the tough competition require a very experienced and individualized individual support with a distance to the company. In the meantime, we are also supported in this assessment by many works councils despite the principle of equality.
  

9. Applications. Who would know better than you that a wrong decision, especially in the recruitment of management, executives and specialists, can have considerable consequences for the searching company. That is why your former managers must be able to give the decision-makers in the searching company a great deal of confidence in matching. The demands in the application market on your executives who have to leave your company are manifold and can only be met by a high degree of individualisation. Today, an executive applying for a job must be able to provide evidence of approx. 50-70 demand factors that are important to the searching company for the filling and functionality of the position from his or her professional career. It is good if applicants can draw on 150-200 of their own performance and experience and lead the process to a win-win as problem solvers. It is particularly useful to have a coach with extensive management experience at your side until the final success is achieved. And the positive feedback from successful applicants naturally also reaches the former company and strengthens your role as the "guardian of the grail" of the corporate culture.
  

10. Self-employment. The more opportunities (employment, self-employment) your former manager is shown and examined in the NewPlacement process, the faster he or she can break away from your company and tackle the future with new energy. A dream of self-employment must be taken seriously and all its facets must be examined together by a NewPlacement coach with the appropriate experience. It may not be possible to realize the dream and the future will still lead to employment. Here too, it is particularly useful to have a coach with extensive management experience at your side until the final success is achieved. And the positive feedback naturally also reaches the former company and strengthens your role as the "guardian of the Grail" of the corporate culture.
 

11. Success. We only call a project a success when your former manager has found a new strategically correct challenge and has proven himself in it for at least six months. In this case she knows what she has to thank you for. Due to your many years of experience in separation management, you advised her to have professional guidance through the application process. Although your manager had been toying with a slightly higher severance package, she trusted you and this has now paid off as a worthwhile investment in the future. So success is your success! Therefore, it is also important to communicate with your social network (in your company, among others) in a contented manner, which in turn will help you in the event of any further separations in the near future to design and peacefully conclude termination agreements. Modern personnel development goes beyond the separation and pays off for all parties involved.
   

12. Job insurance. "Easy come, easy go" should not apply to your executives who had to leave your company in their new job. Since only the decision-makers could be won over in the job interviews, the employees, colleagues and interfaces within and outside the company must also be convinced in the first weeks after starting the job. This is the only way to secure the new job in the long term. Your former manager may easily lose track of the situation in an environment that is not yet very familiar (meta-level; take all stakeholders with you, etc.) and then benefit from the feedback and support of the experienced NewPlacement coach.
If, contrary to your former manager's expectations, the promises and conditions in the new company do not come true during the trial and probationary phase, the NewPlacement coach will be on hand as part of a guarantee package until renewed success in another company.

  
   

Challenge us in Business Dialogue!
 
You can reach us by telephone on 0521 8009368 (Head Office Europe)
 
Please send us an e-mail to info[at]newplacementag.de.
 
Please use our contact form.
 
Continuation of this series with the topic of career and career guidance in 2021.
  
² Concept or dialogue pictures are intended to make complex topics, such as professional separation management, understandable and memorable through reduction and transformation.

 
 
 

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