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 ...


OutPlacement Blog of NewPlacement AG

09 September 2020 Definition and explanation Direct placement
Direct placement" usually involves researchers who inquire about vacancies in companies - usually in the personnel department - by telephone or face-to-face. This will not work for managers, however, because the dissatisfaction of the company's top management with a manager and his or her looming replacement is treated with the utmost confidentiality in the HR department or has not even arrived there in the smouldering process. In such cases, a rejection of the request by the HR department may lead to a loss of real opportunity for the applicant in this company. Should one really ask the HR manager whether his boss, the CFO, is on the brink of losing his job? Please do not! Without close personal contact, even the employer himself cannot be persuaded to make a statement to this effect. But up to or below the level of the department head, telephone direct placement works well.
02 September 2020 Definition and explanation of the term "outplacement
The search engines provide terms such as outsourcing, outplacement or even services for career reorientation. Reference is also made to financing or commissioning by the company in their interest. The company supports the departing employee or manager within the framework of a fair and professional separation management due to the duty of care, to secure the company image, to show consideration for the remaining employees and to relax - but also to accelerate - the separation. Outplacement is thus, analogous to severance pay, a motivational instrument for agreeing to a separation, relaxing or facilitating it. But first and foremost, those affected benefit from professional support in the reorientation and accompaniment of the application process in developing their professional future.
26 August 2020 - Dimensions of a new management task
Part 6 Social behaviour
How does your future company deal with the environment, employees and rules? This behaviour is often anchored on the owner's side and is not easily changed by you. So can you identify with this social understanding in the long term?
Gratitude for addressing this issue will usually be limited and understood as direct criticism. Does the company have a professional and above all fair separation management? However, you will be reluctant to answer the question about your predecessor and the circumstances of his departure. At some point, however, you may also be affected. Do not blindly rely on statements on the homepage, e.g. in relation to "code of conduct", which is demanded by customers. How do you deal with the authorities and politicians in the region? Are there any contaminated sites that could fall on your feet, e.g. during approval procedures?
19 August 2020 - Aspects of a new management task
Part 5 External partners
Your relationship with customers and suppliers will be extremely important for your performance in your new management job. If you can already bring along appropriate contacts, this is of course helpful. Otherwise, you should already start building up an external network during the familiarization period. Scan in particular the (friendly) connections to the owner side or to your superior. Especially towards new managers, external partners like to try to expand or cement their positions. One of my candidates quit a service company. The problem was that the senior was friends with the boss via the gun club. But important external partners can also be lawyers, tax consultants, advertising agencies or management consultancies, whom the owner side sometimes trusts more than your expertise.

12 August 2020 - Aspects of a new management task
Part 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. Be sure to 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 together with an experienced NewPlacement coach.
04. August 2020 Aspects of a new management task - Part 3 Ownership
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.
22 July 2020 Aspects of a new management task - Part 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.
15 July 2020 Aspects of a new management task - Part 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 task 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 contents should be respected. A Veganer e.g. as a product manager with a meat company is surely not in good hands, unless a fundamental change to vegan products is planned.
08. July 2020 Milestones on the way out of the job Part 5
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 coming from the company, separation prevention should still be examined before the "set screw model" is used to bring the framework conditions of the separation into a win-win situation. If the bed sheet has already been cut through, a market readiness and a market scan by the personnel consultants (hidden market) should be aimed at in the short term (see part 1 of this episode)
01. July 2020 Milestones on the way in the new job Part 4
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 chairman should be established in an agenda-based manner and adjusted, especially in the early stages. Within the framework of the early warning system, disruptions, especially if the meta-level is lost, should be discussed immediately with the coach and a solution strategy should be developed.
24. June 2020 Milestones on the way to the new job Part 3

If the job search does not go as smoothly as described in part 2, launching to special partners (private equity, interim, etc.), responding 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 the companies, on the other hand, can prolong the process: assessment centres, graphological reports 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. For a better understanding of the special forms, please always remember what you would do if you owned the target company.
17 June 2020 Milestones on the way to the new job Part 2
After the first steps of the market survey, the remaining runways will follow in accordance with the joint bidding strategy. Networks are partially reactivated and their news processed via recommendation marketing (company initiative). The first interviews 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 script is then further sharpened for the first interview in the company. For the second interview, together with the coach, the re-briefing, strategy approach and mirrored benefit analysis are prepared for the hopefully decisive competitive advantage. The contract discussion is shifted if possible into a further round "without competitors". After the contract is signed, the coach and you work out the job insurance for optimal integration into the task and the new network.
10 June 2020 Milestones on the way to the new job Part 1
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.
03. June 2020 Various outplacement offers
The OutPlacement offer offers a variety of different characteristics and qualities.
These differences also explain the considerable spread in fees. There is no one product - everyone should find the right coach and the right level of support for themselves, based on these criteria, among others:
1. elaborate individualisation for each project vs. standardised guiding handbook vs. purely digital self-study
2. Coaches with management experience vs. application coaches vs. freelancers vs. digital internet coaches,
3. individual counselling vs. group vs. mixed forms,
4. all day intensive (quick marketability) vs. 1,5 hours weekly,
5. personal full-day biography vs. biographical short analysis vs. psychological computer test,
6. evaluation of your 150-200 performance, competence and experience vs. adoption of your existing documents
7. parallelism fixed, interim, project, independent vs. early definition without backtracking,
8. contract period until success or with continuation guarantee vs. limitation to a few months
9. resilient networks with more than 1,000 personnel consultants vs. only one in-house vs. address lists for own standardised processing,
10. regional presence vs. few consulting locations with large radii,
11. availability on demand vs. waiting for weekly meetings.
27 May 2020 Tripartite placement offer
Outplacement providers usually define themselves as management consultants who are committed to the companies in the separation process. NewPlacement AG sees itself primarily as a candidate consultancy and is primarily committed to the managers concerned, even if their companies take over the fees. Within the framework of the fair separation process and the selection of the right support approach, we are naturally responsible to both parties. The support for the candidates can be divided into three categories: NewPlacement coaching for management, C-level, executives and specialists is characterised by a more extensive data collection (150-200 performance and experience values), unique positioning, a very high degree of individualisation in terms of market inspection (project/level) and a very specific matching (supply/demand).
In contrast, OutPlacement consulting gives specialists a high degree of security for the support process, documents and upcoming job interviews through standardization (manuals), regulated processes and application training (also in groups).
The PremiumPlacement for the support of organs (managing directors, board members, C-level) differs once again with regard to the decision-makers or interview partners (owner, supervisory board, advisory board) and thus requires a different support process in terms of content.
This tripartition becomes inevitable mainly due to the different demand processes of the searching companies and the involved groups of people on the company side.
20 May 2020 Career Architecture
The analogous dangers for the professional career are, in the figurative sense, planning errors, building sins, pleasantries, earthquake precautions, repair backups, danger of collapse and demolition, from which a good architect can usually save. Some of the principles of classical architecture can be transferred to career management:
I. Firmitas. A career needs a strong and stable foundation and, as it progresses, a rich portfolio of experience, skills, achievements, communication and diplomacy. It also or especially proves its worth in stormy times. However, this stability should not be misunderstood as a standstill.
II Utilitas. The career benefits the manager and the company. It should be a win-win relationship that also offers the manager room for experience and development. On the other hand, the company benefits from the manager's leadership competence, which gives the company/department security and future.
Venustas III. The attractiveness of the previous career in terms of company, products, scope of responsibility, internationality and attributable successes offers both security in the current job and the basis for further advancement. An interim relegation endangers the overall structure; only an interim job at a lower level - but with an exciting goal - can be inserted without major damage.
If, in this comparison, the manager is the owner/builder with decision-making or change competence, the NewPlacement coach will advise and support as an architect with the experience gained from a wide range of development projects.
13. May 2020 External succession in medium-sized companies
Everywhere you can read that many entrepreneurs are looking for a successor. However, one must look at this in a more differentiated way. In the context of catalyst management, we distinguish between 4 succession scenarios.
I. "Successor found": In this first scenario, the entrepreneur uses an application process to find a suitable successor who has the necessary patience for the transition and for whom the chemistry is absolutely right. The owner goes through the step-by-step solution process, can give and accept and does not expect his clone. After a period of joint management, the entrepreneur retires to a controlling body.
II "Successor defined": In this case, despite a professional search, it quickly becomes clear that the candidate found does not fit after all. As regrettable as this circumstance is, it provides important insights into what the successor really has to be like and what to look out for in a new application process.
III "Strengthen the second level": in the third scenario, the experience with the successor leads to the conclusion that the owner cannot share or the second level does not allow a successor. In order to relieve oneself nevertheless, the second level, which in owner-managed companies tends to be on the third level, should be strengthened and gradually equipped with additional competencies.
IV "Selling": In the last scenario, the owner must definitely step down, but finds no solution either with a successor or with his current subordinate management level. In this case, the only option is to sell the shares ad hoc. In some cases, the former owner can take on an advisory role and support the transition.