OutPlacement - NewPlacement - Career coaching

NewPlacement AG
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 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


    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 ...


Milestones to, in and from the new job
Milestones on the way to the new job
First of all, the decision has to be made whether to go the way alone or with an experienced management coach, who acts day in day out in the job application market. In order to select a coach, several free information meetings are held with national providers (networks) to get to know their methodology (individual, standardised, digital), the suitable coach (management level) and their fee concept (limited, success, continuation guarantee). After the decision has been made, performance and experience values, soft skills, utility values, goal finding, positioning, addressing the market, basis for individual application documents, interview strategy (script) as well as the application strategy (8 runways to success) must be worked out together with the coach until the marketability is reached. The first steps of the market survey usually take place in the direction of headhunters proactively (hidden market) and companies reactively.
After the first steps of the market survey, the remaining runways to success follow analogous to the joint application strategy. Networks are partially reactivated and their news is processed via recommendation marketing (company proactive). The first discussions with personnel consultants are differentiated into "with/without project knowledge". If it is about a specific project, the "script" has to be individualized accordingly by the 50-70 demand factors. This interview guideline is then further sharpened for getting to know each other in the company. For the second interview, the re-briefing, strategy approach and mirrored benefit analysis are prepared together for the hopefully decisive competitive advantage. If possible, the contract discussion is moved to a further round "without competitors". After the contract has been signed, the job insurance for the integration is worked out with the coach.
If the job search is not as smooth as described in part 2, the launch to special partners (private equity, interim etc.), reactions to market news through recommendation marketing as well as self-employment to improve the initial situation on the job market can be a good addition to the original application strategy. The placement time also depends strongly on a high degree of parallelism of activities on the runways to success. Special forms in the decision-making process of companies, on the other hand, can prolong the process: assessment centres, graphological expertises and visits to your home etc. cannot be discussed away, but can only be prevented by withdrawing the application. With a professional and experienced coach at your side, however, these special forms can also be handled very well.
Milestones in the new job
The job insurance is based on an organizational constellation with the consideration of all internal and external interfaces as well as the black (organization) and red (relationships) network lines inside and outside the new company. In the first step, danger points (e.g. internal job aspirant etc.) are also defined and also taken into account in the integration strategy. In the first days of the induction phase, not only the decision-makers but also the colleagues, employees and interfaces must now be "won over". For the foreign interfaces, the intercultural particularities must be taken into account. The management of the employees (individual and group jour fixes) and the cooperation with the superior / owner / supervisory board should be established in an agenda-based manner and adjusted, especially in the early stages. Within the framework of the early warning system, any disruptions should be discussed immediately with the coach.
Milestones from the job
In case of dissatisfaction in the job, separation prevention should first be discussed with an experienced coach. For this purpose, development and current status are considered from the meta-level. If necessary, a biographical review can also help. In particular, a pro and co-list should be drawn up before departure. It is hardly possible to apply for a job without the knowledge of the company if the offers are frequent. The willingness to make Saturday and evening appointments has rather decreased. As an update of a NewPlacement coaching, one is usually ready for the market again within 10 days. If a separation initiative is already being launched by the company, separation prevention should still be examined before the "set screw model" is used to bring the framework conditions for separation into a win-win situation. For further details, see the beginning.