OutPlacement News May 2023

OutPlacement-News.de (OPN for short) reports regularly on everything worth knowing about OutPlacement, NewPlacement, career, professional separation, placement, application process, graduation, onboarding and integration.
Questions to the partners of NewPlacement AG about measures in OutPlacement.
OutPlacement-News: Many application documents of candidates with the same qualifications hardly differ and make the selection difficult. How do you prevent this with your candidates?
NewPlacement: Most of the time, the basis on which offers are made to the job market is too generalistic, ego-rotated or even too superficial. In market research, you learn early on to understand the importance of "garbage in garbage out." Without the know-how and guidance of a biography-experienced coach, the performance, experience and competence values as well as the soft skills often remain too insignificant for a true matching with the demand factors of the searching companies. This results in standards of cover letter, work history, and interview strategy that are not sufficient for the top positions at each level. Through the full-day biography (exclusive tool), with pre- and post-work of our NewPlacement coaches, usually 150-200 performance, experience and competence values (management integral) are collected, which enable a perfect matching with the more than 50 demand factors of the searching company in each case and give the decision makers high security for a common future (management balance).
OutPlacement-News: We have read the term market maturity in your work, what do you mean by this?
NewPlacement: No branded company would put an immature product on the market under its own name and thus permanently damage sales channels. Unfortunately, many applicants do not adhere to this with their offer to the job market. Applicants flood headhunters with changing self-positionings without adjustment of performance, experience and competence values, signaling that they themselves do not know what their own authentic offer is. In this context, one hears again and again the applicants' statements that they "could imagine the job". Understandable, but not purposeful. One should rather look for help with a "mark maker" of the NewPlacement AG in this segment. This person works out a clear, comprehensible and provable, demand-relevant and attractive positioning together with the applicant. The headhunter can use this to convince his corporate clients and, in our view, the applicant is ready for the recruitment market. OutPlacement-News: We have heard that clumsy change motivations lead to premature application exit. What is your experience with this? NewPlacement: Too little attention is paid to transitions by applicants in the presentation of their careers. Many motivations damage the previous employer or own job. Lack of internal counter offers let smoke rise, which makes the headhunter look for the fire. In this way, good contents of the respective job stations are partially nullified. We find this deficiency in many cover letters and interview strategies or "failure lectures". In the all-day biography the experienced NewPlacement-Coach finds the mosaic stones for the transitions up to the Doppler strategy with the "upstream change motivation". The professional success lecture is comprehended and goutiert in its coherence by headhunters and enterprises. In addition, it provides the applicant with a script with which all pitfalls can usually be avoided. This gives security and sovereignty. OutPlacement-News: You constantly read about cover letters or motivation letters that can be quickly created with AI. Is that the right approach, can you save so much time and coach? NewPlacement: There are so many articles regarding the right cover letter, and of course they contradict each other. Again, you can learn from the branding industry on how they validate their copywriting. Correct, in a market research the target group is confronted with it and the results flow into the improvement or the complete new approach. You would also never think of interviewing just one consumer. So the cover letter to headhunters should be based on a broad market research of job postings as the highest common denominator. Cover letters to HR, managers or owners, in turn, need to consider other aspects. There is an additional distinction for reactive, initiative or recommendation letters. Based on this knowledge, the NewPlacement-Coach helps with the research, individualization and focusing of the cover letters and for more response. Recipient-fair cover letters increase naturally the attention. With current demand factors, ChatGPT, for example, can help to a limited extent because the program has only been trained with data through the end of 2021. Standards save time, not only in drafting, but also in "missing interview invitations." OutPlacement-News: What does the optimal application document look like? NewPlacement: The document must not force the reader to search endlessly for his or her interests. Especially in the case of speculative applications, the exact project requirements are naturally missing. So the success story must be appropriately broad. A three-dimensional approach allows the reader to determine the depth of information in the individual career stages and to quickly find the corresponding achievements, experience and competencies. This enables headhunters or decision-makers in the company to get an overview of the matching in a short time. In the case of reactive applications, the success story is individualized in advance together with the NewPlacement coach, based on the demand factors of the searching company, in order to generate a quickly recognizable high degree of matching. Additional "content ballast", which originates from the I-rotation of the applicant, remains unconsidered. You know the bait ... OutPlacement-News: You read a lot about the "perfect" strengths and weaknesses. Does one then still have a face in the crowd? NewPlacement: Integration of strengths with a view to demand factors in one's own presentation of success prohibits any standardized default. In a job interview, for example, a sales manager rattled off 6 strengths in response to the personnel manager's question about them. After a moment's thought, the HR manager asked how he came up with this "narrow plank" of having all these strengths. Can you imagine the following tough 5 minutes of the interview? Strengths and weaknesses and other soft skills belong docked in the script. They are evidenced and explained situationally. Weaknesses are identified, worked on, but still present. Strengths do not come across as boastful, but are based on performance, experience, and competency values, and when described lead to a match with the target position. The selection from a portfolio of 10 strengths has to be individualized, based on the previous course of the success talk or job interview, of course only on demand. OutPlacement-News: Can you reduce your activities to a few selected headhunters? NewPlacement: We recommend a broad market scan. 20 years ago, the headhunter market was not so broad. At that time, the candidate received a list of 10-20 promising headhunters for his research or sending out of initiative documents. At that time, the criteria for selection were mainly based on content. Today, on the other hand, many search projects are awarded according to networking criteria. Managing directors who have had good experiences in their own search are understandably guided by this in their headhunter selection. Owners often look for "confidants" who guarantee an absolutely confidential search, since only one person is involved. If one now knew "who with whom and why", one could again focus on 10 headhunters. Otherwise, you need a broad market scan, especially to cover the hidden top projects. If you focus on a single headhunter who may also offer outplacement, you will lose sight of the overall market with its multitude of covert offers and risk significantly longer search times. OutPlacement-News: Which application path leads best to success? NewPlacement: No one-sided application focus or standards. There are more and more opinions that single runways are sufficient for fast and strategically correct job success. Perhaps also because some OutPlacement providers reduce themselves to this and shy away from the complete parallelism of activities. Each runway has its justification and the omission of individual accesses not only statistically reduces the prospects on the application market. Those who reduce contacts to headhunters to a few have lost sight of the networking of decision-makers in the company and the broadly diversified market. Who places own initiative applications with enterprises over professional recommendation marketing by third, does not worry about the addressee. Who loads his network with the passing on of documents, endangers chances. That's why NewPlacement supports all runways in coordination with the candidate and individualizes them according to project and level. Standardized cover letters and documents - without taking advantage of matching opportunities - have little chance of success. OutPlacement-News: Are there any rules of conduct on how best to work with headhunters? NewPlacement: First and foremost, you should show appreciation to the headhunter. As an experienced sales manager, the headhunter "sells" the profile to his clients, thereby giving the executive access to decision-makers in the first place. With each introduction of a candidate, he puts his business relationship with the searching company to the test. Each candidate should show understanding and appreciation for this demanding task and comply with the demands for individualization of the documents (scope, additional project list, etc.) without discussions. The headhunter represents the target company and their decision makers. However, the applicant should match researched demand factors and his own offer in advance in cooperation with his NewPlacement coach. This makes it easier for the counterpart to find the necessary information quickly, saves him valuable time and promotes his interest and thus his own chances. OutPlacement-News: How many projects should a manager run in parallel during the application process? NewPlacement: Until they are successful, candidates should pursue all promising projects in parallel. One of our candidates, who was absolutely sure of acceptance in an application project that lasted 12 weeks with 6 appointments at home and abroad, we were able to convince him to continue with the other application projects in parallel with full commitment. After 11 weeks, he then took over sales management at another major branded company. A week later came the rejection from the "safe" project. If he had canceled the other projects, 3 months would have been lost in the process. In the case of another project with a contract offer, despite his own rejection, he succeeded in not damaging the relationship with the decision-makers, so that he could return to it in the further course of his career if necessary. It is more difficult when candidates sign the contract for a 1b project out of a sense of security and want to continue searching. But we have solutions for this as well. OutPlacement-News: What can a top manager do if he is stuck in a classic outplacement measure without success? NewPlacement: Upgrade to PremiumPlacement with us. An interested party, who had been financed by his company to go elsewhere for outplacement consulting, turned to us to get more access to suitable vacancies. Of course, he did not want a second outplacement consultation. It wouldn't have done any good either, since as a top executive he had to play in the Champions League, the tactics and approach of classic outplacement consulting were no longer sufficient. Additional additions to vacancies would thus have been a waste of time. He needed a #PremiumPlacement for executives based on his management record with around 200 performance, experience and competence values and sales-strong as well as polished soft skills (change motivations with internal counter-offer, biggest failure, etc.). In the PremiumPlacement process, he can then guarantee a verifiable match in every project and every stage of getting to know each other based on the occupancy of the 50-70 demand factors of the searching company with corresponding values of his management record. In the further course, he creates a face in the crowd of competitors through a re-briefing (if necessary supplemented by a strategic approach) and the mirrored value-in-use analysis. While the OutPlacement process ends when the contract is signed, the PremiumPlacement process continues the application process with 360-degree onboarding in integration and later with coaching on demand. The necessary projects at its level are generated almost exclusively from the hidden market and through individualized referral marketing (#inverseheadhunting) or involved headhunters. OutPlacement-News.de republications are free of charge and have to be done under naming of the source. Responsible for the content in terms of media law: Board of Directors of NewPlacement AG, Bielefeld, Phone: +49 521 16444-75 OutPlacement-News.de Meisenstr. 96 33607 Bielefeld E-Mail: info@OutPlacement-News.de Tel: +49 521 1644475