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 ...

 
 

Aspects of a new job
 
1. brand/company
A brand or a company can only perform on the market if the right people are behind it and identify with its content and obligations. Before accepting a new management position in a company, one should carefully examine whether one's own personality and values match those of the company. You are not doing the brand or yourself any favours if you bend over backwards just because of a lucrative job. Every strong brand is like a person with a corresponding marketing integral, whose backbone should not be bent. A Veganer is certainly not in good hands as a product manager with a meat company, unless a radical change to vegan products is planned.
 
2. professional competence
In the case of a new management task, it should be determined in advance which specialist competencies are indispensably required. The self-reflection should be honest and comprehensive. In doing so, it is also taken into account which skills can still be acquired without hesitation in advance and during the probationary period. Of course, there are (hopefully) development opportunities in every new job, such as special industry knowledge for the salesperson or new materials for the developer. Permanent deficits generate dissatisfaction on both sides and often even separations. Even more dramatic, however, are foreseeable permanent underchallenges (bore-out syndrome), which often lead to dissatisfaction and unwillingness. We observe this effect particularly in the case of short-sighted descents on the career ladder, which we must advise against.
 
3. owner
At level 1+2, you will come into contact with owners (medium-sized companies) or owner representatives (supervisory board, advisory board) in a new management position as early as in the application process. Dominance and unique selling propositions will not change this group after recruitment. Also pay attention to the necessary chemistry. If you are looking for a "vicarious agent" as a managing director, you will not be happy in this job. Do not let yourself be blinded by turnover, number of employees and lucrative salary offers. Of course, in this league, part of the salary is also "compensation for pain and suffering". Even promised freedom and competence cannot be "endured" by some owners in the long run. And also the handling of changing announcements must be learned. An indication of this can also be found in the rules of procedure for "transactions requiring approval". Therefore, check who "eternally" binds himself.
  
4. internal interfaces
Colleagues and employees will generally only get to know you when you take up your new management role. As a board member or managing director, you will meet the future colleagues at least in part during the application process. Make sure you observe the interaction with the owner side in the meetings.
Among your new employees, there may also be an "internal title aspirant" or your next management level may stand against you like a wall. Colleagues can fear for their own reasons and build up corresponding blockades. Therefore, before you start, you should make an organizational constellation, which will be supplemented by the red (informal) lines over time and will allow you to return to the meta-level in crisis situations, if possible together with an experienced NewPlacement coach.
 


 

 
 
 

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