“It’s like getting fired twice!”

More Laid-Off Workers Being Left on Their Own

In Weak Job Market After Outplacement Runs Out

When a terminated employee’s outplacement services run out before he or she has successfully landed another job, it’s like getting fired twice.

In this softer labor market, job searches are taking longer than in recent years. More than two-thirds of displaced employees who receive traditional three-month outplacement programs — generally, the most common program given to executives and middle managers — are not finding new jobs before their outplacement programs expire. They are being left entirely on their own after the clock runs out.

Companies that provide limited-time outplacement programs to their terminated employees in today’s weak job market are violating the top three reasons why outplacement is offered in the first place. Outplacement is provided to displaced employees to help them: (1) find a better job faster than they could on their own, (2) reduce their anxiety during their unemployment and, thus, their frustration with the company and (3) help maintain the morale of those workers who remain with the organization. Yet, companies that provide outplacement programs to terminated employees for only a limited time in today’s weak job market, risk not achieving these objectives.

Displaced employees are facing stronger competition as they vie for their next jobs. According to research by Gateway International Group, just as many companies are continuing to terminate employees this year as those that are hiring staff. Only 21 % of employers are adding employees, while 20% are continuing to cut staffing levels.

Gateway International Group’s innovative outplacement programs can offer home-based, personal career coaching with no time limits. Gateway guarantees that 100% of its program participants, through personal one-on-one coaching, will achieve their desired objectives before their programs expire — regardless of how long this takes. At best, 40% of the participants in traditional, limited-time outplacement programs reach their objectives before their program expires.

Gateway International Group has eliminated the requirement for outplacement participants to go to an outplacement firm’s office to get the service and support they need. Most people don’t want to leave home for outplacement coaching. There has been a dramatic decline in the number of affected employees who actually take advantage of and use traditional outplacement firm offices. They just don’t come to outplacement offices anymore — no matter how much you encourage them.

Personal computers and the Internet explosion have made searching for employment from the convenience of one’s home the preferred method of job-hunting for millions of Americans. Many displaced employees already engage in online searches for new employment, or found their last job this way, and prefer to continue home-based job searches without the inconvenience of having to travel to an outplacement firm’s office.

According to a recent Gateway International Group survey of 300 white-collar professionals nationwide, 92% of workers surveyed said they preferred to receive employment counseling from their homes, rather than traveling to an outplacement consultant’s office, as long as they have professional assistance available via telephone and the Internet. Only 8% of employees surveyed said they needed to receive outplacement assistance in an office setting. In addition, 87% of respondents said they felt that outplacement assistance could be provided just as effectively over the telephone as in face-to-face meetings with outplacement counselors.

Most importantly, 93% of respondents said they felt outplacement services should be provided until they have successfully achieved their objectives — and not just for a limited amount of time, like traditional outplacement firms provide.

Questions You Should Ask

If you were unemployed right now, in the current tough job market, which would you rather receive: an outplacement program that expires within a given time period or an outplacement program with no time limits that lasts until you have found new employment? Now you have a choice!

If you were unemployed right now, which type of outplacement program would you rather have: one that necessitates you having to drive to the outplacement company’s office to receive service and support, or one that you can access from the convenience of your own home? Now you have a choice!

Have any displaced employees ever complained about their outplacement services expiring before they found new employment? Now you have a choice!

Have you ever had to grant outplacement program extensions to displaced employees whose services ran out before they found new employment? Now you have a choice!

Have any displaced employees ever complained about having to drive long distances to an outplacement provider’s office, especially with the price of gas? Now you have a choice!

Have you ever personally visited the offices of your outplacement provider to see how many of your displaced employees are regularly coming to the outplacement company’s office to fully utilize their outplacement programs? Now you have a choice!

If you were displaced from your job and had a spouse or partner, would it be of value if the company that displaced you also offered you a spouse or partner employment assistance program? Now you have a choice!

Call Richard Spann at 1-800-376-8176, or e-mail him at rick.spann@gigincmail.com so that we can discuss if our “at home” or “virtual” product line is right for your company.

For More Information:
http://www.gatewayinternationalgroup.com/ http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/

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

Get yourself connected

by Walter Sonyi, Jr.

There is nothing new about networking - haven't we all heard that it isn't what you know but who you know? The difference is that networking today has taken on a new magnitude of importance. It has been described as an "art", a "way of life", and some people even make claims for its spiritual value. It is something more than a business lunch and less than a political campaign, and it is a subject everyone seems to have an opinion on.

So what, exactly, is networking? Essentially, it is the modern term for making lots of business acquaintances, the understanding being that if you amass enough of these acquaintances, you will derive enormous opportunity for financial and personal gain. Of course, amassing them isn't quite enough: you have to work them correctly. Here is where networking becomes a science, understood by a new breed of professionals with bulging databases who have the credentials to represent the industry of the truly connected. These gurus bring us such compelling concepts as "bootstrap", "pigpen" and "power" networking. Despite the jargon, the prodigious literature on the subject does throw up several recurring themes, which you might do well to remember when prowling for that crucial contact or planning a major change in the course of your career.

Such events are all very well, but what if joining a networking group sounds like worse torture than a Britney Spears novel (yes, it does exist)? Can't you survive perfectly happily going about your job with diligence and skill and leave networking to the extroverts and the name-droppers? Well yes, up to a point. But if you want your career to thrive, you really have no option but to continually extend your range of contacts, whether you like talking to strangers or not. The good news is that you don't have to get to know anyone very well. You don't have to reveal deep truths, or even to possess any. You have to know people, lots of people. You will be known by who you know.

Malcolm Gladwell, in a brilliant New Yorker article entitled Six Degrees of Lois Weinberg, describes the "power in relationships that are not close". He recalls the 1974 classic Getting a Job by sociologist Mark Granovetter who reported that some 56% of professional and technical workers he interviewed in a Boston suburb had found their jobs through a personal connection. These opportunities mainly came about through what Granovetter calls "weak ties".

"Granovetter argues that when it comes to finding out about new jobs - or for that matter, gaining new information, or looking for new ideas - weak ties tend to be more important than strong ties" writes Gladwell. Think about that. We generally reckon that the most important and influential people in our lives and careers are those we are closest to. But these people tend to have similar interests and move in similar circles to ourselves. The real power of networking lies in an ever-widening circle of acquaintances, improving the likelihood that, following the logic of the six degrees of separation, you too can associate yourself with anyone in the world. Granovetter calls this "the strength of weak ties".

If, like me, you're convinced that networking is a necessary, if somewhat painful, activity, which may just reap unknown benefits in the future, then it, helps to be familiar with some of the techniques employed by the experts.

John Naisbitt, author of Megatrends, offers some sound advice: "In the networking environment, rewards come by empowering others, not by climbing over them." Herein lies the first rule of networking: the "givers gain philosophy" or as William Blake's puts it, more elegantly: "Always give without remembering, always receive without forgetting." If you set out to share what and who you know with other people, the chances are they will reciprocate, or at least remember your generosity when the time comes for you to call in a favor.

Just opening your mouth at an event full of strangers can require a lot of courage, especially if you are naturally shy, or feel you're the last person anyone will want to talk to. However, BBC radio producer Carol Stone, in her recent book Networking: The Art of Making Friends, points out that "the sternest people melt when they think you could be interested in what they have to say". If you have listening skills, then it shouldn't be hard to show them off when you find yourself in a networking situation. And be prepared to make the first move. "Do you mind if I join you?" is seldom met with the answer "yes, I do". Your own introduction then gives the other person the chance to launch into their story, and you're away.

Most of the networking gurus repeat another golden rule: keep your promises. How often has a person said they'd do something that might make a real difference to you, then completely forgotten about it? We're all guilty of it from time to time, and this is where good organization comes in. I know someone who is constantly interrupting conversation to write names and ideas in a tiny notebook - this gets irritating after a while, but at least he's the kind of person who does what he says he's going to do. Stone maintains a database of over 14,000 names, from which 1,000 get the coveted invitation to her Christmas party. When you operate at this level, there's no option but to manage your network of contacts like a military operation. The rest of us should just be sure to write down who we've met, with any action points, as soon as we can after the event. Waiting until the alcohol has worn off is not a good idea.

Some people approach networking as they would hunting. They beguile their way into their prey's company, stalk them until the perfect moment, and then pounce. I prefer a horticultural analogy: cultivate a wide variety of plants, and the chances are some will bloom or bear fruit when it matters.

So, when you next find yourself with the opportunity to network, don't fall into the habit of speaking only to those you already know. You can open up exciting new worlds for yourself: all it takes is some effort, a positive attitude, good manners and a little organization behind the scenes. All of which are easier to cope with than the school reunion or a round of golf. Unless, of course, you like that sort of thing.

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

VIRTUAL OUTPLACEMENT

CAN MAKE BETTER SENSE IN TODAY’S WORLD

Traditional outplacement for executives and professionals has evolved quite a bit over the last two decades. In past years, these employees were often provided with significant career transition support. They could often count upon the following:

A. Being assigned to one highly qualified, seasoned advisor. This advisor would often work with the individual for the duration of his/her job search. Most, if not all, work being done was on a one-on-one basis. Training and coaching were highly personalized.

B. Resumes and cover letters were written by experienced writers. The employee’s task was simply to review and approve them.

C. Having an individual office or cubical to make phone calls and conduct business. Often times, the individual’s phone was answered by a receptionist or a personalized message was developed for him/her.

D. Research and office support were done by office support staff. An experienced research administrator was there to generate all available information when requested. Letters were typed and mailings were done for the client.

E. Other professional support staff was available as needed. Retirement specialists, relocation experts and credentialed mental health practitioners were on call.

OBVIOUSLY TIMES HAVE CHANGED. Largely because of cost, assistance has been dramatically curtailed. Client companies no longer can afford these more comprehensive services and are still looking to provide quality services, but at lower prices.

In order to be able to make the adjustment to these lower fees, many career transition companies often have had to limit quality to make a profit, especially those companies who are part of larger conglomerates and, thus, have a higher overhead. Now, with some exception at the highest of levels, executives and professionals generally are provided with the following:

A. An advisor “of the day”. This advisor is not dedicated and is at the provider’s office to offer advice to anyone who seeks it. The employee is only able to speak with whoever is on call on any particular day. Although reasonably qualified, these advisors are not as sophisticated and experienced; they often work on a per diem basis for as little as $275 per day.

B. Employees are given templates so that they can write their own resumes and cover letters. The advisor will provide only basic editing and commentary.

C. No office, cubical or phone usage.

D. Modular training done at the provider’s schedule by another low level advisor. No additional support professionals to provide unique support.

Not surprising, employee satisfaction with the career transition services which are being offered is decreasing. But because of budgetary constraints, companies are hard pressed to do anything about it.

THERE IS AN EXCELLENT ALTERNATIVE. Virtual career transition services can make better sense. The cost of virtual vs. office based outplacement is very favorable. Virtual is no more expensive, often less. By using this delivery method, the employee receives many of the same high level quality components which were provided in earlier times:

A. High quality, dedicated advisor

B. All development/training done one on one

C. Resume and cover letters done by experts

D. Additional support personnel

AND WHEN GIVEN THE CHOICE, YOUR EMPLOYEES OVERWHELMINGLY PREFER VIRTUAL OUTPLACEMENT. In a recent survey, 91% of employees chose virtual over office based programs. This survey was done before the current high priced gas situation! The reasons for their choice were:

A. No travel time.

B. Their own technological sophistication as well as that of the systems used.

C. Work is done on their schedule, not the company’s.

D. Actually more personal. One-on-one vs. group/modular sessions.

E. Is more directed at specific client needs as opposed to those of the classroom.

F. Visual capability is available.

For More Information:
http://www.gatewayinternationalgroup.com/

http://www.larrymaglin.com/
http://www.lawrencemaglin.com/
http://www.joekran.com/
http://www.josephkran.com/

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