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

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    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 ...

 
 

Inverse headhunting (process reversal)
 
"Inverse headhunting" refers to a process reversal in the classic search process. Other terms, such as direct placement, only depict partial areas. Instead of managers for the company, the service provider searches for companies or vacancies for the manager. In NewPlacement coaching, we call this approach " Initiative Applications to Companies". This way works efficiently only with individualized cover letters (hybrid 1 page). In the first sentence, it is imperative to build a bridge between the core issues of the company and the candidate. Anyone who still sends application folders to owners, chairmen of supervisory boards, management boards or managing directors on their own initiative today has either never worked at this level and does not know the processes in the upstream secretariat or wishes the beginnings of the outplacement period back. In this case, a glossy finish is no longer helpful. Serial letters bear the danger of burning themselves out in the company for the foreseeable future. Those who then promise a fixed number of job interviews have either a glass ball or, in the case of HR staff and headhunters, corresponding buddies who also conduct interviews without an adequate project. If we had a glass ball, we would play the lottery. 
Of course, we also take care of mailing individualised unsolicited applications to management or personnel for our candidates. However, this procedure should only be a small part of the activities on the market, otherwise valuable time is wasted. As a rule, we scan several thousand companies on our various runways to success. 
Under no circumstances should a personnel service provider be financially duplicated by cashing in on the candidate and the company. This should be guaranteed, otherwise there is a conflict of interest. In fact, both sides may not be helped, because the service provider may succumb to the temptation to "marry" a company and an executive to each other that do not really fit together - failure is inevitable. Incidentally, this must be guaranteed even if the previous employer pays the fee for this service. In "Direct Placement", researchers are employed who inquire about vacancies in companies - usually in the personnel department. As a rule, this will not work because the dissatisfaction of the company's top management with a manager and his or her impending replacement is treated with the utmost confidentiality in the HR department or is not even known there in the smouldering process. Then, if necessary, a rejection by the personnel department leads to a loss of real opportunity for the applicant in this company. Without close personal contact, even the entrepreneur cannot be persuaded to make a corresponding statement. But up to or below the level of the department head, telephone direct placement works well. We have already successfully placed skilled workers in particular above this level. In the case of larger measures, we also make face-to-face contact with the personnel managers of the target companies.

The "Initiative Bewerbung an Unternehmen/Unternehmer" (Application to Company/entrepreneur Initiative) within the framework of recommendation marketing by a third party is therefore not standardised but highly individualised. Even on this runway to success, every company has only one attempt. Therefore, these activities should also only be started after the professional and extensive set-up (market maturity) and careful research of the presumed decision-maker. In particular, confidential hybrid recommendation letters by mail have proven to be very effective. Anyone who sends several pages or even folders to a board office can address them directly to the personnel department.
We have therefore professionalised inverse headhunting over several years with very good results for our candidates.
  

 
 
 

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