Versuch in Eigenregie ohne Unterstützung

Chronology over 36 weeks
Gerd tries the job search after the separation first on his own.
#outplacement #job search #application #onboarding
  
Gerd's conclusion after 36 weeks : A very good experience, but cost me a lot of time, money and opportunities on my own. Anyone who has hired many applicants is not automatically a good applicant. Self-perception and the image of others are sometimes very different. The professional matching between one's own performance, experience and competence profile and the demand situation in the target company is the responsibility of the applicant and requires a great deal of experience.
  
Week 1 Separation meeting with the owner: Gerd informed all network contacts (inside and outside the company) after his immediate release and made his displeasure known. He updated his documents based on the last application (10 years old). To do this, Gerd looked on the Internet and adapted his tasks and achievements to the format there. Afterwards he sent the document to some acquaintances as well as to a friendly NLP coach, who, however, had no experience in accompanying at this TOP level, for review. Thereby also the too dominant photo slipped through. In the cover letter to 10 headhunters, he still did not write anything about his recall and stated his will to change as a change motivation.
   
Week 2 First follow-up: After Gerd has already informed the network and several headhunters in the first week, he now picks up the phone and follows up. In doing so, however, he has forgotten that he has not worked on his network for 10 years in some cases and that he himself had never helped anyone in this circle to find a job. Therefore, the reactions from both the network and the headhunters, who generally have problems with following up, are very reserved. Therefore, Gerd expands his search to the job boards.
   
Week 3 Job boards: Gerd is puzzled by the job boards, finds hardly any suitable offers at his level and thus experiences the shift to the hidden market with increasing levels at TOP levels. In order to have at least several projects at the start, Gerd also applies for projects with lower matching or even down in level. The settlement date for his dismissal protection action will provide clarification for the separation. Until the end of the legal dispute, Gerd should not provide any references in the previous company.
   
Week 4: Unsolicited application: Gerd has hardly any success even with the follow-up based on his reactive applications. Some ads even seem to be fake ads. Therefore, Gerd now applies on his own initiative to companies he would like to work for with his standard I-rotated application "I'm looking for a job...".
  
Week 5 interviews with the headhunters: After a brief phone call, Gerd and a headhunter meet in person. During the presentation of Gerd's own career, his own successes, the assessment of which actually belongs to the counterpart, the biggest failure as well as the lack of references in the last company become unpleasant topics. Gerd's lack of research beyond the requirements of the job advertisement also attracts negative attention.
  
Week 6 Networking: The headhunter interview from the previous week is met with a rejection, as the company has decided in favor of other applicants for the next round. This week, an interview takes place in Düsseldorf, where a junior partner wanted to train without a project. Slowly, Gerd's dissatisfaction is rising higher and higher. He has now discovered interim management providers and launched his application to some of them. However, Gerd has not considered the necessary individualization in terms of project lists as well as process management. Therefore, the reaction is limited. When he follows up on his initiative applications of the 4th week, from which there has not yet been any feedback, he only receives negative or put-off answers by telephone.
   
Week 7 Own network: At the beginning of the week, a former colleague informs him that the company is discussing a position that might suit Gerd. Gerd provides his contact with his documents so that he can launch this in the HR department with a corresponding recommendation. Unfortunately, the relationship between his contact and the HR department is not the best and this overrides Gerd's application. Therefore the answer is short and they ask for patience.
   
Week 8 Self-employment: Gerd starts thinking about self-employment. However, doubts keep coming up with regard to the acquisition, which were already no glories in the last weeks of his application. Currently, self-employment would be counterproductive to his last job, which is pending a court hearing and excludes sideline activities, and could possibly trigger an additional termination.
   
Week 9 Second interview at the company: After about 2 months, Gerd has played almost the entire keyboard with initiative and reactive applications to headhunters and companies, networking, interim providers and social media. Although Gerd has a few successful jobs behind him, the response to his offer is disappointing. This frustrates tremendously, as Gerd's expectations were much more positive. In the meantime, he has revised his submission for the third time and included a new photo. In the photo, he had himself photographed as a successful CEO with an almost aloof posture. The new document communicates more along the lines of, "Who wants to build their company around me?" A step backward in the first-person rotation of his application.
   
Week 10 Interim Jobs: Gerd has more conversations with headhunters and a company offering to downgrade him. A permanent commitment in this project would mean his career downgrade for opportunities thereafter. (In the NewPlacement process, however, interim work would certainly be an option). In addition, Gerd sends out cover letters to companies because of the contemplated self-employment "International Transparency of Subsidiaries." In doing so, however, Gerd disregards the top-down rule and therefore encounters self-serving resistance. A reaction to this mailing ends Gerd by unrealistic daily rates, which multiplied by 200 would more than double the managing director's salary. Gerd was not prepared for the discussion regarding cost savings in the areas of social incidental expenses, vacation, illness.
  
Week 11 Inverse Headhunting: The conclusion after almost 3 months is disappointing. Family and friends had reinforced Gerd's belief that as an experienced manager with lots of hiring experience, he could do it on his own. In particular, however, Gerd lacks access to the hidden market. Therefore, he starts the search for "inverse headhunters", who should bring his documents to the right addressees.
   
Week 12 First contact with NewPlacement: In the conversation with NewPlacement about inverse headhunting, no cooperation could be agreed upon, because the NewPlacement coach had to refuse to open further sales channels to an offer without market maturity and thus lose further chances. He offered a phase to market maturity "from the beginning". Without the appropriate management integral, there can be no individualization, projection and professional matching for both sides. However, Gerd was not prepared to do this, since "the lack of success so far was due to external reasons and not to his offer." However, Gerd's analysis of the "core of his application" by the coach did give him food for thought. On the other hand, there was a lot of Gerd's heart and soul in his documents. To even partially question them required a lot of self-reflection. Gerd's many experiences through his own hiring of employees were of little use.
  
Week 13 Failed interview: Gerd has the final interview (2 applicants) at a food manufacturer. Unfortunately, Gerd does not succeed in winning over the owner's wife, who is responsible for stationary sales. He was too focused on the owner. Thus, the evening rejection by the headhunter is a key experience, since the focus on all parties involved had been the topic of conversation at NewPlacement the previous week. Gerd calls the NewPlacement coach and arranges for the full-day management integral in the form of the biography and to prepare the detailed management balance sheet for the beginning of next week.
   
Week 14 Start Coaching: At the beginning of the week, the NewPlacement coach and Gerd meet for the full-day Management Integral. The coach explores unsupported more than 100 performance, experience and competence values, which are even supplemented later on with support. Strengths, weaknesses and motivations are also assessed. Already at the end of the week, re-biography, utility analysis, goal setting, interview strategy and success database are discussed all day long, which the coach has prepared in the days in between. In the meantime, Gerd is mourning one or two projects that he would have approached differently with the current set-up.
   
Week 15 Re-biography: On the second day with the NewPlacement coach, re-biography (new view of one's own career), value analysis, goal setting, interview strategy and success database are discussed. Afterwards, Gerd again mourns one or the other project that he would have approached differently with the current set-up. As a farewell, Gerd receives a briefing for another photo shoot and the coach will prepare the cover letter, detailed and short profile as well as the change motivation until the next meeting.
   
Week 16 Positioning & Application Strategy: The coach recites the prepared elevator pitch to set the mood and then discusses the positioning with characteristics, target job, fields of success and based skills. The offer with its matching advantages becomes increasingly clear and is also reflected in the short and detailed profile. In the application strategy, the first joint approach targets the secret job offers of headhunters. Existing contacts receive an update of the launch documents. However, the "digital me" is still brought up to date beforehand.
   
Week 17 New start at headhunters: Launch at headhunters and spontaneous reactions, especially from providers Gerd had never heard of, with interesting projects. Already in the first phone calls Gerd is clearly more influenced by mutual matching and conveys the company benefits to the headhunters. This leads to the first invitations.
   
Week 18 Support Headhunters: The personal conversations with the headhunters go very well with the individual "success presentations". To pass on to the companies by the headhunter, individual short or detailed profiles are created together with the NewPlacement coach. This effort is rewarded with 3 invitations to companies. Gerd finds more and more pleasure in this "two-way" approach with the support of the matching and thus the headhunter.
   
Week 19 Success in companies: The talks in the companies with individual "success talks", which explicitly address the demand factors and the people involved, show their effect on all parties. For one project, both sides clearly and collaboratively ended the poor matching. Second talks are expected for 2 projects. The success presentations were developed in collaboration with the NewPlacement coach who did the research. Gerd took over the assignment to the own performance, experience and competence values and optimized them in the final closing conference.
   
Week 20 Preparation for second interviews: The second interviews in the companies are prepared with the hand-out "Re-Briefing" and the flipchart "Mirrored Benefit Analysis" as well as a desired discussion on the strategy together with the NewPlacement-Coach. Through this preliminary work, clarity of mutual benefits and further necessary discussion develops for a joint projection with Gerd.
   
Week 21 Asssessment Center: In the first highlight project, the HR manager insists on an assessment center (AC) by an HR consultancy/headhunter for whom he used to work. The NewPlacement coach fears a conflict of interest, which does occur. In the AC, Gerd is played up against the wall by every trick in the book. Afterwards, the HR consultancy offers to find a "better" candidate for a 5-digit fee and gets the job.
   
Week 22 Self-interest Advisory Board: After the first highlight project has failed at the assessment center (AC), the interview with the entire Advisory Board is scheduled for the other project. In preparation for this interview, the NewPlacement coach scanned the participants and came across an advisory board with an IT consulting job for the company. Now a strategy must be developed to ensure that the new hire, Gerd, who does not actually need consulting in this area of IT, does not become a threat to the advisory board.
   
Week 23 Strategy for others: In another highlight project, Gerd is to prepare initial strategy considerations for the second meeting. In addition to the re-briefing, the NewPlacement coach prepares a template for the strategy discussion. Together, this template is filled with all available sources. The conversation lasts more than 3 hours with the predecessor, for whom a promotion is pending in the parent company in Switzerland. After this conversation all competitors are out of the race. Unfortunately, at the end of the week, the parent company withdraws the job offer for the predecessor. Now the latter will implement the strategic elaborations himself.
   
Week 24 Contract with relocation: Although Gerd no longer considers a relocation due to the sudden deterioration of his parents-in-law's health situation, he is offered a lucrative contract with relocation after the probationary period following very good discussions at the company with the Italian owner, among others. After intensive discussions with his NewPlacement coach, they agree to accept the contract and remain open to further offers close to home. This approach makes the time between the deregistration from the commercial register and the next job not so long and is also due to the delayed cooperation. In addition, in the new "interim job" one can already achieve success for the company in a few weeks.
  
Week 25 Vacation: Gerd now has two weeks before he starts the new job. After 24 weeks of job searching, Gerd can go on a 10-day vacation with peace of mind. However, the NewPlacement coach asks him to prepare for the job insurance and to organize the knowledge he already has about the organizational chart and structures, as well as to make this available to the coach for preparation.
  
Week 26 Job insurance: Shortly before starting the job, Gerd and his NewPlacement coach sit down together because of the job insurance and the "accompanying" application strategy. A possible new job change has to be prepared by quick successes that make leaving after months more bearable for the current company. The coach is already working on a script for an exit scenario when a new job is found in Gerd's region. The covert continuation of application activities must be curtailed to avoid detection.
   
Week 27 Inaugural job: The comprehensively planned entry into the new company goes very well. The inaugural speech to the employees is well received and creates a mood of optimism. The Italian owner is very pleased with the feedback from employees and colleagues after the get-to-know-you meetings (NewPlacement methodology). In parallel, the NewPlacement coach scans suitable companies close to Gerd's home with comprehensible matching. The list is worked through by Gerd, the websites are scanned and the matching (1st sentence of the recommendation letter) is revised.
   
Week 28 Referral Marketing: As part of the familiarization process, Gerd is also to visit the USA office. Due to the sensitization by the NewPlacement-Coach he is unsure about the flight booking. After consulting with the coach, he books economy, analogous to his inaugural speech "to keep the ball flat on the cost side" (agreement with the Italian owner), and ensures that the order is widely noticed. In the meantime, the coach has the first postal letters of recommendation on the way via a third party.
   
Week 29 Continue searching: A project close to home that was put on hold some time ago picks up again with slightly different demand factors. The headhunter gets in touch and asks for an adjusted short profile, which the coach immediately prepares. Already at the weekend, a meeting is arranged at the company for the next week, for which the NewPlacement coach prepares the success presentation.
   
Week 30 Meeting at the new company: The meeting at the company goes very well. Gerd also proves the new requirements from his previous management integral, explains the current "interim solution" and impresses the decision makers with his professional and empathic appearance. Already in the evening, the headhunter announces a second interview at the company within 14 days. Gerd writes the 5 most important topics that became clear from the interview for the filling and functionality of the new position to the coach. The coach already prepares a corresponding re-briefing and a mirrored benefit analysis for the second interview. Now we have to wait and see whether another interviewee from the company will take part in the second meeting. In this case, Gerd also needs an adjusted success presentation.
   
Week 31 Exclusive JobSearcher: During the search with the exclusive JobSearcher software, the coach came across another interesting job near his home. He creates a cover letter and an individual short profile, which Gerd sends to the headhunter. The headhunter contacts him at short notice and arranges an online meeting via TEAMS. For this, the coach prepares a success presentation with the relevant demand factors and additional information about the people involved. In advance, the setting for the video call is discussed once again.
   
Week 32 TEAMSEN: The video conversation with the headhunter goes well. Gerd has set up his screen windows accordingly and is able to bring in a document or two for explanation. The headhunter is aware of the longer search time before the current task from the internet research at Northdata. It is good that Gerd is prepared for it argumentatively. Due to the corporate body, dismissals are public. The interview ends after about 30 minutes. The headhunter wants to introduce Gerd to his client.
   
Week 33 Second interview at the company: The interview with the company close to home is a success. The re-briefing and the mirrored utility analysis create a face in the crowd of the 3 final applicants. Already in the evening the headhunter informs that they have decided in favor of Gerd and want to send him a contract at short notice. Gerd uses the meeting to thank the headhunter for his professional support.
   
Week 34 Contract: The contract corresponds to the agreements from the last meeting. The starting date is variable. Gerd signs and receives his version with the company's signature immediately. Now he consults with the coach for the exit from the current employment. The coach had already prepared this. The talks go according to the strategy and Gerd is allowed to leave the company before the end of the notice period and receives a good reference.
   
Week 35 Job insurance: Preparation for the new job requires careful preparation due to the many external interfaces. Before starting, Gerd is invited to a strategy conference. Together with the NewPlacement coach, the topics are prepared with links to the previous career. For many questions, the historical background is still missing for an own assessment. Here again the wisdom "First learn, then teach" counts. The farewell in the old company is harmonious. People part without resentment.
  
Week 36 Start of new job: The perfectly prepared start of the job goes well. A good rapport is quickly established with the employees. The colleagues approach Gerd openly and are genuinely pleased about the new arrival. The careful handling of external partners is rewarded with good press. To this day, Gerd is happy, satisfied and successful in his job.