Chronology over 36 weeks
Chris runs the job search after the separation together with the NewPlacement coach.
#outplacement #job search #application #onboarding
  
Week 1 Separation meeting with the owner: Chris held a 2-hour informational meeting with his future coach at short notice and already discussed all possible set screws of the separation. In particular, the internal and external communication was to be regulated at short notice and the dust was to be settled with a handwritten letter to the owner. By the end of the week, a termination agreement had already been signed between Chris and his company, which also included the fee for the NewPlacement coach.
  
Week 2 Management assessment: Chris has worked out his management integral with about 150 performance, experience and competence values with attached "PIE" as well as soft skills and motivations in the context of a biography in a full-day meeting and corresponding preliminary work by his coach. From this, the coach will create the success database and the first draft report card for Chris by the next meeting within a week. In the final paragraph of the testimonial, the elaborated proactive change motivation, which has already been coordinated with the owner, was processed.
   
Week 3 Re-biography: Chris experienced his career from a completely different perspective in the second full-day meeting with the re-biography and now sees the separation in a much more differentiated way. This should not be repeated in the next job. After personal benefit analysis and goal setting, the focus becomes clearer and the success database can be adapted to this target focus. For the photo shoot, Chris receives specifications with appropriate imaging from the biography, cutouts and posture. By the next appointment in weeks, the coach prepares drafts of the cover letter, brief and detailed profile, and interview and application strategy. For an urgent application from NewPlacement-Networking, the coach prepares a beta version, which Chris sends out in advance after telephone coordination.
   
Week 4: Market readiness: Chris has in the third full-day appointment and corresponding preliminary work by the coach a unique positioning with corresponding short and detailed profile, which can be modified from his database at any time to the most important phases of his professional career from the point of view of the searching company. As part of the jointly developed application strategy, the digital self is immediately adapted and at the end of the week the unsolicited applications are sent to headhunters. This is to reach at least 90% of the hidden vacancies and leave the headhunter with the first project choice. In total, 7 of the 8 runways to application success (digital self, reactive, initiative, networking) are to be worked on in the second month. For the first application from the last week, coach and Chris develop a success presentation that proves the about 60 demand factors of the searching company from their own management record.
   
Week 5 Meetings with headhunters: the pre-application meeting for week 3 with the headhunter goes well. The success talk about the own management record is based on the demand factors of the searching company in relation to the job advertisement, homepage, headhunter, digital company ego as well as the decision makers in the company, which the coach had explored and Chris had docked in his individual success talk. The change motivations, internal counter-offers, integrated strengths and weaknesses, biggest failure with learnings and resultants, and references in the previous company also enable Chris to make a strong match.
   
Week 6 Networking: The headhunter from last week has already scheduled an interview at the company for next week. Once the participants have been determined, the coach can explore additional demand factors and the success talk can be adjusted for next week. In particular, a recent interview with the owner provides a lot of material. Otherwise, there is a lot for Chris to do: video calls with headhunters from the launch of the 4th week with appropriate individual preparation, visiting the homepages of potential target companies in search of matching as well as clarification of project offers by e-mail in consultation with the coach by phone.
   
Week 7 First interview at the company: Chris is looking forward to the interview with the management and the owner, and rightly so. He describes his career in line with the demand factors of the company and the decision-makers. In particular, Chris is able to build bridges between two of his projects and the owner's recent interview. Thus, during his presentation, themes of projecting the target job in the searching company emerge again and again. After Chris is asked at the end if he has any further questions, he motivates the owner by a "base question" to a 5-minute monologue. They part on both sides with a high level of satisfaction. Already in the evening, the headhunter reports highly pleased and arranges a second interview for the week after next in the company.
   
Week 8 Preparation for the second interview: Follow-up of last week's interview (additional demand factors) and preparation of a re-briefing and a "mirrored benefit analysis" for the final meeting the following week. In parallel, some individual recommendations go out to decision makers in the company through PersonalAG via postal hybrid letter. For each letter the corresponding decision maker and the letters were individualized among other things by the 1st bridge sentence and the ranking of the own success fields. Also in parallel, further meetings with headhunters and companies were arranged. A real full-time job.
   
Week 9 Second interview at the company: The second interview with the same staffing in the company can NP by his hand-out re-briefing very well. This discusses the 5-6 most important topics for the staffing and functionality of the target job. After 40 minutes, Chris uses the prepared flip chart to summarize the company's demand factors mirrored with its performance, experience and competency values in a comparison. A strong performance, which the headhunter confirms to him on the phone on the way back. He announces a decision within 14 days.
   
Week 10 Focus on top projects: Through the final interview last week at the company, one's utility values and target focus are sharpened once again. After that, the focus is on the two corresponding projects that offer a matching of more than 90%, with the scanning of the interview participants and the demand factors as preparation for the success presentations for optimal projection. In the one case, adaptations to justify the industry change also had to be worked out with the NewPlacement coach.
   
Week 11 Own rejection: Despite a lucrative contract offer, the own rejection takes place after checking the own utility value analysis in evaluation of all information from the discussions with the company. Due to the two offers with a high matching rate, the approach for an interim solution was discarded. The two initial discussions at the company went very well, so that final talks are already scheduled for next week. For this, the re-briefings, requested strategic approaches and the mirrored benefit analysis still have to be prepared together with the NewPlacement coach. In the event that another person joins, the success presentation was also revised again with content from the first interview for a short presentation.
  
Week 12 Final round at two companies: Within 9 hours, Chris has two final interviews at companies. Already at the first interview at 8 o'clock they agree. Now the second interview no longer makes sense. Nevertheless, the NewPlacement coach finds a way on the phone to disappoint the parties involved, but not to alienate them in the long run. If necessary, they will have to come back to this option.
   
Week 13 Contract: Although Chris already has the signed contract from last week, some details, including designation as a C position, still need to be adjusted. These details and their rationale will be coordinated between NewPlacement coach and Chris to avoid any disagreement early on.
   
Week 14 Preparation for starting the job: The application process has left its mark. After the contract is signed, many worries and hardships fall away. Nevertheless, NewPlacement-Coach and Chris have discussed that after the vacation the tension has to come back and the application process will be continued with 360 degrees. After just a few days of vacation, Chris, inspired by the NewPlacement coach's multi-page job insurance script, begins preparing for onboarding, 360-degree application, and integration person- and skill-specific research for onboarding with internal and external interfaces.
   
Week 15 Vacation/Job Insurance: Within the 14-day vacation, coach and Chris sit together 2 days prior to starting the new job over job insurance. Thereby all relevant points are addressed and together an organizational chart (formal/informal) for the new target job is set up. Furthermore, the stumbling blocks of onboarding as well as the inaugural speech are discussed. Chris feels prepared and is looking forward to the start.
   
Week 16 Onboarding: In this week Chris starts the new challenge, the introduction (inaugural speech), getting to know each other in the 5:55 mode as well as the experience and classification of the informal networks are on the agenda. In the first jour fixe with his new Direct Reports, he encounters a "wall of defensiveness." While getting to know his colleagues, he had already learned that one of this circle had himself thrown his hat into the ring for the new management job. Out of solidarity, he is now supported by the other Direct Reports.
   
Week 17 Solution Jour Fixe: Chris and theNewPlacement coach discuss the defensiveness of the Direct Reports. The Jour Fixe becomes sporadic. Even the first 2-way conversations show that the "front" is not so hardened after all. Therefore Chris and the coach plan a monthly overall Jour Fixe. From now on, an advance agenda will be introduced for all Jour Fixes, which will make it much easier to lead. In the weekly Jour Fixe with the owner, an agenda will also be introduced as a proposal with additions and subsequent short minutes. Chris is aware that he is not allowed to use these documents for "training notes".
   
Week 18 Internal Title Aspirant: Direct Reports have yet to get used to the advance agenda and its preparation. Chris's predecessor preferred the small talk variety. The "internal job aspirant" refuses the agenda, whereupon the jour fixe with him is cancelled. By the end of the week, this decision has already had an effect. For the Jour Fixe in the next week several agenda points are announced. A strategy is already developed with the NewPlacement coach for the joint Jour Fixe of all Direct Reports.
   
Week 19 discussion: The joint Jour Fixe went very well. The internal title aspirant was appointed as deputy. A Direct Report who had already been "pulled along" by the predecessor for a long time was counted cora publicum. The appointment and the initiated farewell were coordinated in advance with the owner. In the colleague circle there are "competence transgressions" into the area of Chris, for which with the NewPlacement coach a counter strategy must be developed. A supplier uses his relationship with the owner for inappropriate advantages. A strategy needs to be developed for this as well.
   
Week 20 Strategy conference: The strategy conference among colleagues together with the owner is used to catch the adversary from another area. Chris deliberately sits next to him and uses the transcript of the conference with an easy-to-read "eulogy" for the person next to him. Already in the course of the meeting, the relationship relaxes. "Recognition" is a sharp political sword.
   
Week 21 Works Council: Since last week, the relationship with the works council chairwoman has deteriorated drastically. Negative statements from her are placed at every corner and edge. Even the owner has heard these disruptive noises. After consulting with the NewPlacement coach, Chris recalls the familiarization formula "Who with whom and why?" Confidentially, he learns from a works council member that the man from the works council chairwoman is friends with the "counted on" Direct Report.
   
Week 22 Agreement with works council: Chris seeks direct contact with the works council chairwoman and directly discusses the case of the "ticked off" Direct Report. He discusses an outplacement agreement without termination with her, leaves the "negotiation success" to her and asks her to win Direct Report over for this measure.
   
Week 23 Family conflict: In the strategy conference, savings measures were decided on the supplier side in facility management. Full of beans, Chris cancels all contracts and then renegotiates them with more favorable new terms. However, he was unaware of the friendship between the seniors of his own company and the cleaning company. The senior's indignant reaction has repercussions for the owner, who asks for a jour fixe in the senior's presence.
   
Week 24 Relaxation Family: Chris is highly tense about the meeting with the owner and the senior. To prepare, the NewPlacement coach has already prepared an exit strategy, which he discusses with Chris. All facility contracts have also been terminated because of the privacy update. The cleaning company gets the new contract with identical terms. The senior takes over the information about his friend. In fact, the jour fixe proceeds accordingly and ends with a friendly small talk with the senior.
   
Week 25 Introduction as successor: At the company anniversary event, the owner asks Chris to come forward and introduces him to the employees as his perspective successor who will gradually take over his duties. This news strikes a chord with long-time companions. One long-time colleague and opinion leader in particular is deeply disappointed and leaves the event. Over the next few days, she has several conversations with the long-time companions and the owner's daughter.
   
Week 26 Intrigue: The colleague and opinion leader, who is outraged by the succession plan, seeks contact with her long-time comrades-in-arms in the management circle and forges an alliance. This action is primarily not directed against Chris at all, but against the owner's withdrawal. In individual discussions, also with the owner's daughter, a strategy is developed to prevent the succession by an external party. Chris had noticed the irritation at the party and is looking with the NewPlacement coach for a solution to involve the long-time companions even better in the succession.
   
Week 27 Action against succession: The action against succession picks up speed. In discussions with long-time companions, the succession is unanimously called into question. After the owner's daughter joins in this argumentation, the owner begins to wonder. In a last attempt to save the succession, he consults with the opinion leader. As a result, his mind is made up.
   
Week 28 Separation during the probationary period: The separation meeting with the owner is brief. He blames Chris for not being able to win over the owner's long-time companions. The owner's lack of preparation for succession in the company is suppressed. Through NewPlacement coaching, Chris is prepared not only for job interviews but also for separation interviews. Without any reproach and thanks for the opportunity, hands are shaken.
   
Week 29 Immediate update: Immediately after the breakup interview, Chris and his NewPlacement coach arrange to meet. There is no time for mourning, Chris writes up all the details from his work for the company over the last few weeks. Meanwhile, the coach drafts the update letter to the headhunters and then updates Chris' resume based on Chris' summary. In addition, the coach motivates Chris to use the change story to approach the 2 companies whose job offers he had previously turned down. The number 2 company at the time shows interest, but has hired an interim manager in the meantime.
   
Week 30 Launch of the documents: Already 10 days after the separation interview, the headhunters are approached again and informed about the latest status. The reaction is positive and understanding, as headhunters have already experienced various difficulties themselves with regard to succession planning. Despite the renewed short standing, 2 interesting job offers with high matching are offered at first sight.
   
Week 31 Revival: Interviews with the headhunters take place for the two interesting projects. Thereupon the two individualized short profiles are worked out by the coach and given to the companies via the headhunter. The owner of the former number 2 gets in touch and arranges a personal meeting for the next week. Should an agreement be reached, he would part with his interim manager at short notice.
   
Week 32 Decision meeting: The meeting for the project formerly cancelled by Chris in the first application round with the owner goes very well. Chris once again explains the background (involvement) of the cancellation at that time and the departure during the probationary period. Otherwise, the exchange has the familiarity and consensus of the conversations at the time. After two hours, they agree on a common future and Chris promises that there will be no more backtracking on his part. This is promised to the hands. The contract is to come in the next days.
   
Week 33 contract: The present contract is discussed in detail. Chris would like an extension of the notice period. The coach translates this wish from the company's point of view. As a result, they leave it as it is. Otherwise there are no pitfalls and the coach recommends signing. After that, the coach and Chris arrange to meet for the job insurance. To do this, the coach still needs to prepare the formal and informal organizational chart and the strategy for the first 100 days.
   
Week 34 Job insurance: The owner and the interim manager have agreed on an immediate separation. Therefore, Chris is to start the job as early as next week. This leaves only a few days to recover and the planned vacation has to be postponed. In addition, the coach and Chris sat down for half a day to discuss the onboarding strategy and the quick integration in the context of the job insurance.
   
Week 35 Start of new job: In the first days in the new job, intensive discussions are held with the two most important employees. Fears that an internal job aspirant may have been passed over do not materialize. The discussions with the other managers (5:55 method) form a good basis for the joint path and the desired success.
   
Week 36 Integration: The proactive approach to the owner quickly shows success. Responsibilities are gradually transferred to Chris. In particular, the questions at the jour fixe show the owner transparency and openness, even if one or two things are not yet running optimally. In the first few weeks, Chris exchanges ideas with his NewPlacement coach on Friday afternoons. However, these intervals then become longer and longer and are limited to moments when the meta-level is no longer accessible. To this day, Chris is happy, satisfied and successful in this job.