ENGAGEMENT

As outplacement has become more commonplace, many of our client organizations have become more selective about the on-site presence of an outplacement provider at the time of termination and that has resulted in the need to address the issue of engagement in a new light.

No longer does engagement with the individual take place on-site, immediately after the event, rather it must now take place outside the workplace, after the fact. How can you support the likelihood of engagement in the new scenario? Our experience has shown that there are several key steps that encourage and expedite smooth and timely engagement.

• First, is the availability and provision of clear, concise information regarding the services that are being provided.
• Second, the material should be separate from other transition documentation which should stand out and be attention getting.
• Third, the individual should be verbally encouraged to contact the provider to ask questions and schedule the start of their services. They should also be informed the provider will be contacting them to introduce themselves, answer questions and set up a mutually convenient initial appointment.

The importance of staging the engagement process cannot be overstated. In our experience, when we have the opportunity to talk with someone about our services, engagement is 90% or better. When we do not have the ability to make that initial contact, engagement drops dramatically, sometimes down to 50%.

The critical ingredient in this process is for the outplacement provider to have access to a home or cell phone number and this can be a sensitive arena. On occasion, companies with whom we work have taken the position that they would prefer to just give the individual the requisite information, encourage them to call, but not share their contact information with us. The stated reasons for this are:

• They want the individual to show genuine interest and initiative.
• They feel this is personal information and don't want to violate a person's right to privacy.
• They feel a call from the provider would be considered invasive during an emotional time.

While legitimate concerns, we feel that the positives of proactive contact and introduction outweigh these concerns. We find that many individuals simply do not understand what outplacement is, what services will be provided, and how the services can assist them in navigating the uncertainties they are facing. Emotionally they may not be ready or able to initiate contact with someone they don't know, and hence may miss out on meaningful support and assistance when they need it most.

It is in the interest of the organization to make sure the individual understands what is being provided so they can, in fact, make an informed decision. This is not sharing personal information in an inappropriate way with an outside party; rather, it is providing necessary information to a service provider who is acting on behalf of the company and representing a service they want the individual to have.

The bottom line is that when you structure the engagement process following a termination, you have the opportunity to demonstrate the goodwill of the organization and genuine interest in seeing that everyone equal opportunity to access the support services being provided. That extension of goodwill will go a long way to help achieve the best outcome possible in a difficult situation.

Staff Review by: Joseph (Joe) Kran, Lawrence (Larry) Maglin, Walter Sonyi, Jr. and Rick Spann