Doing Outplacement Doing Outplacement In-houseIn-houseGail HoustonGail HoustonOct 7, 2009Oct 7, 2009

We have all gotten that We have all gotten that callcall “ “TIME TO TIME TO DOWNSIZE!”DOWNSIZE!”

The Normal ReactionThe Normal ReactionLayoff RecruitersLayoff Recruiters

The Better ReactionThe Better ReactionReinvent Your TeamReinvent Your Team

What happens when we What happens when we do a layoff poorly in a do a layoff poorly in a social media worldsocial media world Comment from Indeed forum:Comment from Indeed forum:

– I have nothing to say about XXX, except I have nothing to say about XXX, except that the way they handled the layoff in that the way they handled the layoff in my situation was absolutely ridiculous. I my situation was absolutely ridiculous. I didn't feel that a phone call with 30+ didn't feel that a phone call with 30+ people on the phone all being told they people on the phone all being told they were let go was the "proper" way to do were let go was the "proper" way to do it.it.(there were pages and pages of comments on this (there were pages and pages of comments on this particular layoff – this was one of the tamer responses)particular layoff – this was one of the tamer responses)

What happens when we do What happens when we do a layoff well in our Social a layoff well in our Social Media WorldMedia World Comment from a Rockford Ambulance Comment from a Rockford Ambulance

employee on a site that tracks layoffs – employee on a site that tracks layoffs – www.telonu.com– Being a part of Rockford was a great Being a part of Rockford was a great

experience. I worked there for only 4 years experience. I worked there for only 4 years but I never felt like a newbie. Every peer but I never felt like a newbie. Every peer treated me frankly and helped me treated me frankly and helped me whenever I needed it. whenever I needed it. Yes I have been laid off!Yes I have been laid off!I am not much disappointed at losing job I am not much disappointed at losing job but I am disappointed at losing god folks. but I am disappointed at losing god folks.

AgendaAgenda IntroductionIntroduction Why – Understanding the ROI of Why – Understanding the ROI of

In-House OutplacementIn-House Outplacement How – Things to ConsiderHow – Things to Consider Case StudiesCase Studies Useful ResourcesUseful Resources

Why – Understanding The Why – Understanding The ROI of In-House ROI of In-House OutplacementOutplacement By creating a strategy to help your exiting By creating a strategy to help your exiting

employees you: employees you: – Protect Your Company’s BrandProtect Your Company’s Brand– Improve Morale for both exiting and Improve Morale for both exiting and

remaining employeesremaining employees– Improve the “boomerang” experience – know Improve the “boomerang” experience – know

where your employees landwhere your employees land– Improve your recruiter’s skillsImprove your recruiter’s skills– Keep valuable talent in house for the “up Keep valuable talent in house for the “up

swing”swing”– Cost savings - severance, recruiting, Cost savings - severance, recruiting,

outplacement assistance and unintended outplacement assistance and unintended attritionattrition

HOW – Preparing Your HOW – Preparing Your TeamTeam Prepare Your TeamPrepare Your Team

– Participate in outplacement and networking events Participate in outplacement and networking events – Teach your recruiters how to lead classes – both live Teach your recruiters how to lead classes – both live

and on web exand on web ex– Keep them up to date on the latest recruiting Keep them up to date on the latest recruiting

techniquestechniques– Create an alumni portal using sites like Yahoogroups, Create an alumni portal using sites like Yahoogroups,

LinkedIn, Facebook and Select Minds to share jobleads LinkedIn, Facebook and Select Minds to share jobleads – Train your team on available resources during a Train your team on available resources during a

reduction in force (i.e. DOL resources, Cobra / loss of reduction in force (i.e. DOL resources, Cobra / loss of benefit issues; pay reduction, key contacts within benefit issues; pay reduction, key contacts within Employee Relations for critical issues, key contacts Employee Relations for critical issues, key contacts within your business units, local networking groups within your business units, local networking groups offering assistance) offering assistance)

HOW – Things to HOW – Things to Consider When Consider When Developing Your PlanDeveloping Your Plan Things to Consider Before Developing Your PlanThings to Consider Before Developing Your Plan

– How many employees are being impacted and where?– What are the skill sets of the impacted employees?– How many recruiters will remain on your team?– How long will you offer assistance?– When will system access for impacted employees be

cut off and how will that be handled so employees can still receive leads?

– What happens to your current openings (are they going on hold, cancelled)

– Create rules around rehire eligibility– Can you reallocate any of your recruiting budget – Understand WARN and Data Privacy

How – Severance How – Severance Severance

Will the impacted employees receive severance (lump sum payout) or pay continuation during notification period?

What happens to the severance payment if they are placed internally or come back on contract? Repayment?

Rules around losing severance eligibility if they turn down a job that is a match internally

Create DOL feeds if necessary

HOW – What Services HOW – What Services Will Your Team Offer Will Your Team Offer

– What services will your team offerWhat services will your team offer Will recruiters be assigned to individual Will recruiters be assigned to individual

employees or in more of help desk / employees or in more of help desk / executive suite fashion?executive suite fashion?

What types of jobleads will be shared – What types of jobleads will be shared – internal, external or bothinternal, external or both

How will jobleads be shared (portal, How will jobleads be shared (portal, spreadsheets, email list)spreadsheets, email list)

Proactive marketing or reactiveProactive marketing or reactive Resume writing assistanceResume writing assistance

HOW – Will Your Team HOW – Will Your Team Conduct WorkshopsConduct Workshops

Workshops Workshops – Live or WebinarLive or Webinar

InterviewingInterviewing Resume WritingResume Writing Social Media / Internet Social Media / Internet Personal BrandingPersonal Branding NetworkingNetworking Personal CoachingPersonal Coaching

How – External How – External OutplacementOutplacement External Outplacement AssistanceExternal Outplacement Assistance

– Will outplacement services be offeredWill outplacement services be offered Option to choose in house or external Option to choose in house or external

– All or certain positions (executive, recruiters)All or certain positions (executive, recruiters) In Conjunction withIn Conjunction with

– They work with the employee at the same time They work with the employee at the same time the internal placement option is being explored the internal placement option is being explored and sometimes continue after separation and sometimes continue after separation

Instead of Instead of – External outplacement is not an option since External outplacement is not an option since

internal outplacement is availableinternal outplacement is available

How – MetricsHow – Metrics MetricsMetrics

– How will you measure successHow will you measure success Employees placed or rehired internallyEmployees placed or rehired internally Employees placed externallyEmployees placed externally Usage of internal services offeredUsage of internal services offered Usage of external services offeredUsage of external services offered Severance savingsSeverance savings Outplacement savingsOutplacement savings Recruiting/Retraining SavingsRecruiting/Retraining Savings Surveys on employee satisfaction with services Surveys on employee satisfaction with services

offeredoffered

Case StudiesCase Studies EDSEDS IntuitIntuit Gulfstream AerospaceGulfstream Aerospace KPMGKPMG Professional Services FirmProfessional Services Firm MichaelsMichaels

Case Study - EDSCase Study - EDS EDS has used a number of different models over

time– Career Assistance Center - created to help with

ongoing outplacement efforts whether large or small – provided instructors to teach a workshop in any location and provide one on one resume review sessions

– Global Workforce Management – branch of employee relations created to manage the processes involved in a large scale reduction (WARN, communication plan to managers on what would happen, how it would happen, train the managers, provide materials to the managers, as well as ran the employee help desk for impacted employees

– Workshops– Internal and External Assistance– Severance Clawback Arrangements

Case Study - IntuitCase Study - Intuit Intuit has used a number of different models

– Workshops – live and over the phone– Recruiters assigned to specific employees if the

volume allows– Source code – time sensitive in our ATS system – Works in conjunction with external Outplacement– Internal Placements have been as high as 85% – External leads are shared via Quickbase – Kiosk available in certain geo’s– Webinars now being created not only for our internal

employees but also for our community groups

Case Study – Case Study – Gulfstream AerospaceGulfstream Aerospace Started Internal Outplacement efforts in April 2009 Concern with employee care and ability to rehire staff when

market turns created need for service Created Gulfstream branded portal thru vendors –

www.optijob.com and www.employon.com Created workshops and webinars in conjunction with

Gulfstream training department Recruiters assigned by city based on volume for a 12 week

period - primarily with external job search Partnered with DOL (Department of Labor) – utilized stimulus dollars to pay for reverse career fairs, rent, food, etc

Reverse Career Fairs – attracted 72 companies 56% utilization, 78% knowledge of where impacted employees

have landed Gulfstream Aerospace process was written up in Aviation Week

as an employer who got it right this time - http://www.aviationweek.com/aw/jsp_includes/articlePrint.jsp?storyID=news/MAIN.xml&headLine=A

Case Study - KPMGCase Study - KPMG Began Internal Outplacement Work in 2009Began Internal Outplacement Work in 2009 Recruiters were trained by researching Recruiters were trained by researching

outplacement effortsoutplacement efforts Impacted Employees are assigned a recruiterImpacted Employees are assigned a recruiter Help with resumes providedHelp with resumes provided Webinars are available on various topicsWebinars are available on various topics Help search both internally and externallyHelp search both internally and externally Leads are kept and shared using spreadsheetsLeads are kept and shared using spreadsheets Now looking at selling outplacement services to Now looking at selling outplacement services to

customers – already being done internationally customers – already being done internationally

Case Study - Case Study - Professional Services Professional Services Created Recruiting Concierge Group in Feb 2009Created Recruiting Concierge Group in Feb 2009 Full time team of 3 with additional support on as needed basis Full time team of 3 with additional support on as needed basis

– available to the employee during notification period and after – available to the employee during notification period and after separation if returning to company is the employee’s goalseparation if returning to company is the employee’s goal

Focus is internal placement with Recruiting Concierge group Focus is internal placement with Recruiting Concierge group making active calls on behalf of the impacted employee to the making active calls on behalf of the impacted employee to the recruiting teamrecruiting team

Works in conjunction with RiseSmart – they handle the external Works in conjunction with RiseSmart – they handle the external outplacement services to include resume writing services – outplacement services to include resume writing services – available to the employee for 6 monthsavailable to the employee for 6 months

HR team provides class “Marketing a Better You”HR team provides class “Marketing a Better You” Recruiting Concierge team is considered a valuable source for Recruiting Concierge team is considered a valuable source for

recruiters with a placement rate of over 50% if candidate is recruiters with a placement rate of over 50% if candidate is interviewedinterviewed

Transferred or rehired over 500 employees since FebTransferred or rehired over 500 employees since Feb Dream state – to be able to offer this service to any internal Dream state – to be able to offer this service to any internal

wanting to look for a new opportunitywanting to look for a new opportunity

Case Study - MichaelsCase Study - Michaels Recruiters were assigned to work with Recruiters were assigned to work with

employee one on oneemployee one on one Recruiters provided assistance with both Recruiters provided assistance with both

internal leads and external leadsinternal leads and external leads Employees are given an Internal Source code Employees are given an Internal Source code

in ATS system for easy identificationin ATS system for easy identification Leads communicated via emailLeads communicated via email Worked in conjunction with Outplacement Worked in conjunction with Outplacement Focus was not on metrics but on morale of Focus was not on metrics but on morale of

the impacted employee – feedback has been the impacted employee – feedback has been positivepositive

Useful ResourcesUseful Resources http://careerdfw.org/J/http://careerdfw.org/J/ - created by Jeff Morris to be a one stop place - created by Jeff Morris to be a one stop place

for the unemployed or under-employed in the DFW area to visit. Great for the unemployed or under-employed in the DFW area to visit. Great resource for recruiting organizations to use to train their recruiters on resource for recruiting organizations to use to train their recruiters on outplacement efforts – most for freeoutplacement efforts – most for free

WARNWARN - - The WARN Act helps ensure advance notice in cases of qualified plant The WARN Act helps ensure advance notice in cases of qualified plant closings and mass layoffs. The U.S. Department of Labor has issued these guides closings and mass layoffs. The U.S. Department of Labor has issued these guides to provide workers and employers with an overview of their rights and to provide workers and employers with an overview of their rights and responsibilities under the provisions of the WARN Act - responsibilities under the provisions of the WARN Act - http://www.doleta.gov/layoff/warn.cfmhttp://www.doleta.gov/layoff/warn.cfm

Data PrivacyData Privacy - - Information privacy, or data privacy is the relationship between collection and dissemination of data, technology, the public expectation of privacy, and the legal and political issues surrounding them. Privacy concerns exist wherever personally identifiable information is collected and stored - in digital form or otherwise. Improper or non-existent disclosure control can be the root cause for privacy issues. Contact your legal department for more information. Firms in the case studies worked with their legal departments to create “opt in” and “opt out” language in their outplacement process

If you have additional questions contact - Gail Houston – gail_houston@intuit.com