Win-Win

Workforce Transition

Sandy Wong, VP Consulting 12May 2017

2 Right Management

65 Years’ of Workforce Expertise

• Revenues of $20 billion in 2014

• 85% of revenues generated outside the

U.S.

• Over 26,000 employees

• Over 3,500 offices across 80 countries

• The global leader in Recruitment Process

Outsourcing

• The world’s largest outplacement firm

• Largest global vendor-neutral MSP

provider

• World-leading IT professional resourcing

firm

• Over 400,000 clients ranging from

small/medium-sized businesses to

Global Fortune 100 companies

• Connected the potential of 3.4

million people to the ambition of

business from the CEO level to the

factory worker.

• Interviewed 14 million people in

2014

• Over 11 million people trained

• Connected over 400,000 people to

meaningful work every day

3 Right Management

• Part of ManpowerGroup®, the world leader in innovative workforce solutions

• Global career experts: we enable organizations to win by helping their employees succeed

• Provide tailored solutions to assess, develop, and transition talent to drive faster time to value

• Global practice and solutions with local experts and delivery

PEOPLE

TRANSITIONED

OF FORTUNE 500

OF GLOBAL 500

MILLION 3

80%

70%

SERVE

&

About Right Management

Progress. Optimization. Productivity. Growth.

Workforce Transition

Right Management’s View Points

5 Right Management

November 6, 2014

Talent Management Cycle

Selecting

Talents

选

Utilizing

Talents

用

Developing

Talents

育

Engaging

Talents

留

Exiting

Talents

退

6 Right Management November 6, 2014

Separation Consulting What if…

Attracting

Talents

选

Utilizing

Talents

用

Developing

Talents

育

Engaging

Talents

留

Existing

Talents

退

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1. Scan the QR code

2. Click “睿仕互动”

3. Click “在线调查”

Let’s do a mini survey!

8 Right Management

9 Right Management

21% want to explore

entrepreneurial ideas

87% have never worked with an

outplacement firm

29% want to change industries

Almost 60% have not

had a career transition in 6 or more years

More than 20% want a virtual remote work

arrangement

Over 29% explore

alternative career tracks

40% seek flexible work

hours

10% seek retirement

options

There is no “typical former employee”

10 Right Management

4 out 5 companies provide outplacement as the result of:

Outplacement is a Standard Business Practice

Restructuring

Senior Leadership

Changes

Mergers and

Acquisitions

Automatization and

Simplification

Career Evolution

Globalization

Division/ Plant Closings

Technology Changing Workforce Practices

Growth and Development

into New markets

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Value proposition: Positive impact on Attracting Talents, Productivity, Engagement &

Retention through:

1. Sending positive signals to remaining talents

2. Ensuring life skills in job searching for departing talents transiting to the next career more quickly

3. Projecting caring employers for sustaining employment branding to attract talents for business growth

Outplacement Service

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1. Manufacturing – 1000 employees

2. Bank – 500 employees

3. Oil company A - 500

4. Oil company B – 300 employees

5. Pharmaceutical company – 30 employees

6. Sourcing company – 100 employees

7. Soft drink company – 60 employees

8. IT companies – 500; 900…ongoing**

Some Successful Client Cases in China

Progress. Optimization. Productivity. Growth.

Workforce Transition

A Smooth Process for A Successful Outcome

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Legislation

Rationale

14

情

Emotions

理

法

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During Notifications Post Notifications

a) Departing

employees’

outplacement

b) Workforce

Rebuilding &

Realignment

Pre Notifications 1 2 3

a) Communication

Planning

b) Communication

Training

c) Communication

Process

d) Logistics &

Project Planning

e) Manager

Notification

Training

Right Consultants

On-site support to:

prevent hurdles

make

recommendation

of following up at

risk employees

Help impacted

employees to

focus on future

career pursuit

A Smooth Process For A Successful Outcome

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SHOCK/ FEAR

COMPLIANCE

ANGER

DEPRESSION AND RESISTANCE

INFLUENCING

DISCOVERY & DEVELOPMENT

INTEGRATION & IMPROVED

PERFORMANCE

Time

Low

High

GRIEF

RELIEF

Denial

Resistance Exploration

Commitment

Reacti

on

FLIGHT

NEW APPROACH

Effective notification

ACCEPTANCE

Emotional Reaction Curve

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Not entirely stands on the company side

Not entirely stands on the employee side

Not entirely stands on the HRBP side

I am performing the role of “Notifying HR”, throughout the “Notifying process” to …..

The Positioning for HRBP

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1. Prevent risks, reduce negative impact and unnecessary conflicts among all parties

2. Make sure the key messages are delivered in an accurate, consistent and precise manner to the impacted employee

3. Make sure the impacted employee receives and understands the key messages

…to… (3 Key Objectives):

Preparing for the Notification Meeting

19 Right Management

No

1. Greetings

2. Notify the impacted employee on position elimination

3. Offer mutual separation agreement (MSA)

4. Offer support and explain support package:

• State criteria of early bird severance package

• Outplacement support

1. 20 mins with HRBP. 2. 20 mins with RM consultant

**All notifications to be completed by 1800.

Employee signs the

MSA

HRBP to accompany employee to meet with RM onsite

consultant

Yes

Meet with the employee 1:1 or small group to: • Help the employee avoid “mistakes” in next 72 hours

• Assure the employee on positive future career move through robust outplacement program

• Book time for outplacement workshop

• Provide observation and recommendation especially those “at risk” employees

Employee signs the

MSA

No

1. To legal room - or

2. To Central room for MSA sign off

Employee leaves for the day

Post notification debriefing conducted by Right Management consultants

Yes

End

HR

BP

RM

on

sit

e

co

nsu

ltan

t

15-20 mins

10-20 mins - 1:1 setting or small group

Start

1. Nicely set a time on 16-17 before 1800 to still enjoy early bird severance package before it becomes invalid.

2. Emphasize to employee that whether he/she signs or not, the business decision and last working date remain unchanged.

3. Hand next meeting time sheet to employee

1:1 Notification Process Flow Chart

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Yes

No

20 mins

20Feb onwards – follow up employees’ decisions

Yes

No

16-17Feb – 1st follow up meeting

Employee signs the

MSA

Employee to leave the office for the day

1. Clarity concerns

2. Manage expectations

3. Reinforce outplacement support

4. Reinforce criteria of Early Bird Severance

• N+3 - till 17Feb 1800

• N -23Feb onwards

• Possible uni-lateral separation

1. Respect employee to take time to consider

2. Remind employee that Early Bird Severance offer will become invalid after 17Feb 1800, it is a big loss to delay the agreement.

1. Clarity concerns

2. Manage expectations

3. Reinforce support (outplacement)

4. Remind employee after 28Feb onwards the severance package will become N.

Employee signs the

MSA Employee to leave the office

for the day

1. Respect employee to take time to consider

2. Remind employee after 28Feb onwards the severance package will become N.

3. **If the employee insists not to sign MSA, ask employee to take leave and stay home for further notice about possible unilateral termination of employment contract

No

Follow up 1:1 Notification Process Flow Chart

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In the case of multiple affected employees refuse to meet with HRBP individually, turn into group notification setting. Each HRBP to prepare: 1. her/his responsible employees’ attendance list with two columns: i. All respective employee’s name; ii. Signature box next to

each employee’s name

2. Voice recorder to record the group notification process

3. Paper and pen for employees to write down requests.

1. HRBP head to inform the employees it is the Labour Bureau’s requirement for each employee to sign the name on the attendance list: Each HRBP to ask their responsible employee to put signature on the attendance list one by one

4. For employees who insist to have group negotiation, allow 10 mins for the employees to select 1 representative

5. HRBP to distribute paper and pens for employees to write down requests;

6. HRBP and representative to recap the requests

2. HRBP head to:

a. Notify position eliminations

b. Offer mutual separation agreement (MSA)

c. Offer support and explain support package:

d. State criteria of early bird severance package

e. Outplacement support

f. Invite 1:1 meeting to further explain individual

severance package details

5-min

10-min 10-min

20-min

10-min

8. All employees leave for the day and stay home to wait for further notice

7. HRBP to nicely set a time to meet with the representative on the company’s feedback and proposed solutions to address employees’ requests.

5.1 Employees to hand the requests to the representative

Start

End

3. For employees who are willing to do 1:1 meeting, responsible HRBP to lead the employees to another room and follow normal 1:1 notification process

Contingency notification process flow chart

Progress. Optimization. Productivity. Growth.

Dos and Don’ts

23 Right Management

1. Conduct as a business meeting

2. Guide the employee through the pre-set procedure

3. Anticipate reactions/rehearse your responses

4. Stick to the core message and business decisions

5. Make them know that that the organization has done its best to put in support systems ( severance package & outplacement )

6. Listen and acknowledge the person’s viewpoint

7. Be caring and patient, present a "one team" image consciously (do not contradict each other)

8. Encourage the employees to move forward

Effective notification

DOs

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1. Focus just on the sign off of the mutual separation agreement (MSA)

2. Engage in small talk about personal matters

3. At no point, loose your composure & confidence

4. Take criticism personally or become defensive / argue or rehash the past

5. Own the employee’s feelings & make it about you and your feelings

6. Discuss other employees or make comparisons

7. Say that you disagree with the decision

8. Get into individual’s job performance / past issues

9. Make comments like: “You’ll have time off for the holidays” or “Who knows how long I’ll be here”

10. Negotiate the separation package or state that you tried / will try to reverse the decision

11. Minimize the importance of their work

12. Make promises that cannot be met

13. At no point during the meeting laugh / back slap any person

Effective notification

DON’Ts

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The Job Market

Visible

Hidden

Job advertised

Job description written or revised

Decision made to recruit

Organizational Change • Someone leaves

• Restructure

• New situation/ project/contract

Start search

26 Right Management

The Hidden Job Market - Benefits

• Less competition

• Better fit – The right role

• More ‘informal’ process

• Position transferable skills

• Tailor the position to your strengths

• Speed to land a role

For You For Organizations

• Low cost - $, Time

• Better fit – Known Entity

27 Right Management

Networking + LinkedIn (Hidden market)

Recruiters (visible market

/Hidden market)

Direct marketing/

approaching (Hidden market)

4 Doors into Marketplace

Breaking into the Job Market

Tap into visible and hidden markets

Recruitment websites, Adverts

(visible market)

28 Right Management

• Self Directed Assessments:

o Interests

o Values

o Strengths

o Drivers

Self Discovery

Personal Branding

Career Planning

Job Search

Close the Deal

• Career Options

• Transferrable Skills

• Research

• Skills Training

• Resume

• LinkedIn

• Business Cards

• Personal Website

• Cover Letters

• 30-Second Commercial

• Research

• Job Boards

• Job Fairs

• Recruiters

• Networking

• Interviewing

• Negotiating

• Evaluating Offers

• On-boarding

Program Components for a Successful Journey

29 Right Management

Logged RightEverywhere

website and/or started the

individual consultation

with dedicated consultant

Program commencement

1.Proprietary website offers assessment process to identify marketable strengths and define career objective. Resume development.

RightEverywhere ™

2. offers access to job search tools, company and market research resources

Complete enrolment process

1. Sends filled consent form to Right

Mgt

2. Receives RightEverywhere website

link

3. Being contacted by dedicated

consultant

RightEverywhere ™

3. offers tools on approaching the market, expanding network skills through social media LinkedIn and others

RightEverywhere ™

4. offers iView tool to learn and practice how to present the best self in interviews

RightEverywhere ™

Utilization of RightEverywhere website to acceralate job searching with in the pre-set program duration and continuous connections

5. Support from dedicated consultant: Working 1-1 with Right consultant for identified areas within career transition, and related problem-solving that fit in the 1:1 sessions through face to face or virtual means such as WeChat, emails, phone calls.

“Market Ready” to engage in commencing

job searching

SUCCESSFUL CAREER LANDING!

Post Notifications – Departing employees’ outplacement process

30 Right Management | 30

Mar Apr

May

Jun

Jul Aug

• Coordinates online

“RightEverywhere pre-work

career assessment login

account)

Career Transition Program Timeline - Sample

1st Phase (2-3 weeks): Self discovery + career

planning

3rd Phase (2-3 weeks): Job Search + Close the deal

2nd Phase: 1-2 weeks

Personal branding

1st Phase (Mar 13-31) Apr

2nd Phase (May9-19)

Jun

3rd phase (Jul-Aug)

2-month program

i. RightEverywhere ™ Proprietary website offers online career assessment, values interests and career directions and skills training

ii. 1-1 with RM consultant for Identifying

career vision, research job options .

Pau

se

i. Job Search Essential Workshop – 4 modules

with subject matter experts covering topics in

Career Profiling, CV Development, Approaching

the Job Market and Interview & Negotiation Strategies

ii. 1-1 with RM consultant

focusing on personal profile and CV

development, preparing proactive search plans,

practicing personal commercial.

Pau

se

1-1 with Right consultant for career coaching, interviewing, networking and job search

problem-solving

“Market Ready” to engage in effective job search

Support from consultants on evaluating and negotiating

offers

Assess to RightEverywhere ™ Proprietary website

Pau

se

Pau

se

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69% 70%75% 74% 73%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2008 2009 2010 2011 2012

Former employees landing the same or better salary

Add stat about employees making more in new job?

Year percent population

2012 (first eight months) 73% 6,596

2011 74% 10,554

2010 75% 17,083

2009 70% 29,112

2008 69% 18,792

November 6, 2014

Outplacement Support Better-prepared Former Employees

32 Right Management

Excellent Candidate Satisfaction

Overall satisfaction

Impact of services on preparedness to conduct a successful job search

Likelihood of recommending

Right Management

95% 92%

31%

84%

0

10

20

30

40

50

60

70

80

90

100

Satisfied to Very Satisfied Likely to Very Likely Before Right ManagementServices

After Right ManagementServices

33 Right Management

Program Delivery

Sr. Consultants

Project Consultants

Workforce Transition

Right Project Management

Project Advisor and Leader

Project Manager/coordinator

Client Service

Account Manager

Project Leader

Line Managers

HRs

Client

Project Team Structure