Avoid the Baby Boomer “Brain Drain” by Supporting Employee’s Journey into Retirement

Inclusion has appropriately supplanted diversity as a root cause lever and mindset that makes organizations stronger. With it, we now expand our frame beyond the traditionally noted racial, gender, and cultural diversity, and incorporate the value of generational diversity as well. Baby Boomers have stayed in the workforce for an extended period, Gen Xers are firmly in their mid-career, Millennials make up the largest portion of workers and are leaning into managerial roles, and Generation Z is at the start of their career. Whether you subscribe to the notion that each cohort has its own unique needs affecting organizations differently or not, overlooking the value derived by each segment is an opportunity missed. Boomers have stayed in the workforce beyond the traditional retirement age and present a spectrum of experiences that can be used in the present and live on through the passage of experience into the future.
Commonly cited fallout in the Boomers’ departure is the subsequent “Brain Drain”, the loss of knowledge from a lack of transitional planning. Often the cause of failed transfers is poor succession planning. Succession planning is a critical practice throughout an organization, with a focus on contributions to the customer value proposition made by workers in senior or specialty roles. While it is important to identify who will follow in a leader’s role, it can be even more beneficial to find out who is departing well in advance. By supporting workers into the next stage of life, retirement, organizations can more fully engage departing employees earlier in their exit planning.
Most companies provide a financial savings plan, such as a 401k, but do not offer much retirement preparation beyond that. Career Partners International (CPI) delivers holistic programs to engage with individuals preparing to retire to the benefit of both employee and employer. The New Horizons program coaches employees to plan for retirement across fifteen life factors involved in a successful retirement. Through validated proprietary assessments, individual coaching, and online workshops this system helps individuals see beyond their working life and prepare for their next journey. When an employee is looking forward to retirement and feels supported by the organization, they are much more likely to give months or even years of advanced notice prior to exiting. This advanced notice and excitement about the next phase also makes transitions to a successor smoother. There is less reluctance to pass something on if it is not being clung to for dear life!
In depth retirement planning is important for exiting employees, but in order to completely prepare an organization for employee departures there must be a cultural shift through all generations in the organization. To begin the conversation of future career goals and retirement planning with the rest of the organization, CPI has developed the PowerMyFuture™ program. PowerMyFuture™ is a series of 8 modules, each customizable to the client’s target audience. Modules range from Money Matters for Gen Z and Millennials, to A Woman’s Journey, to Creating an Exit Strategy, and more. These programs help employees in all generations begin looking at retirement, allowing them to plan for the future and better transition their exiting colleagues.
It may be tempting to hold on to high level Boomer employees for as long as possible, but the reality is that they will eventually need to leave. If they depart without proper preparation, there is a risk of Brain Drain and leadership gaps. When they exit on a well-planned high note, there are numerous benefits to be gained. Younger leaders are often groomed as successors, increasing engagement and retention through promotions and mentorships. Customers are less likely to leave as they have been smoothly transferred to new relationship managers. Information has been more broadly shared across the organization, often with cross-training for others within the company, with the benefits of experience through both success and mistakes is passed on. Properly preparing for and supporting an employee’s retirement creates a win-win for the organization and the retiree.
About Career Partners International LLC.
Career Partners International was founded in 1987 and is one of the largest consultancies in the world. With over 350 offices in over 50 countries, Career Partners International is a leading provider of outplacement, career management, executive coaching, and leadership development services to clients and their employees worldwide.
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Outplacement – What Makes a Truly Excellent Program?

You put a great deal of thought and consideration into the necessity of separating employees from your organization.  These valued members of your company have dedicated their time and efforts for years and in many cases must leave due to no fault of their own.  What your employees experience during separation and their treatment upon departure reflects on your organization.  Central to a contemporary separation with a holistic approach to current needs and demands is an expert Outplacement program.  For over 30 years, Career Partners International has designed and delivered top of the line career transition support throughout the world.  Below are the critical elements of an outplacement approach that get’s results others don’t and is marked by the dignity and respect supportive of your organization’s culture and brand.
Individual Coaching
CPI’s coaches are world class with years of experience and local market knowledge and networks.  The most powerful coaching comes from building relationships and learning the unique needs of each candidate.  In lesser outplacement programs, coaching is often cast to whoever is available from wherever at the time or left out entirely.  Repeatedly switching the coaching flow sub-optimizes progress.  Think of your last call center experience when you were transferred from one attendant to the next, and the next.  How did you feel?  And that was for an issue likely less important than a career!
Technology to Enable, Not Replace
Pairing great coaching with leading technology creates a holistic program to fully support candidates.  You are relying more heavily on technology to recruit employees than ever before.  If an outplacement program does not account for this change it is missing a major component.  CPI’s technology suite includes ways to better adapt to the new employment reality with tools like Job Scan to match ATS programs, Video Interview practice, resume builders, weekly webinars, and much more.  All this technology is mobile friendly and accessible from anywhere in the world.
Immediate Support
CPI believes in immediate support of both organizations and separated employees.  Our coaches are trained to provide on-site support the day of a separation to immediately engage with former employees and help them begin taking steps in the right direction.  Our team is available to coach Human Resources and Management through the appropriate steps in preparing for layoffs and to work with team members who remain after a separation.  This is a trying time for both individuals and organizations, with CPI’s support this transition can be made as smoothly as possible.
Choices
Part of the CPI outplacement program is taking time to evaluate a candidate’s options in moving forward.  For many, this will be returning to a similar role as quickly as possible.  For others, the evaluation goes deeper, and alternative choices may be more attractive.  As an example, some senior executives choose to start consulting instead of returning to a standard 9-5 role.  The entrepreneurial program is appropriate for them.  Alternatively, if a separated employee is nearing retirement, this might be an appropriate time to begin that next phase of life.  For them, CPI has the New Horizons program with proprietary and validated assessment tools to begin holistically planning for retirement.  Importantly, CPI caters to each candidate’s unique needs, providing choices not a one-size-fits-all system.
Consistency
Career Partners Internationally is truly that, International.  In over 50 countries, our Partners are the best in their region and share our values.  If your organization is a single location, National, Multi-National, or globally prolific you will experience the same high-quality delivery everywhere.  For programs with 1 to 1000 candidates, CPI delivers consistently with constant reporting back to the client.  Organizations working with CPI know the quality and individual attention their candidates will receive around the globe.
Taking the time to find the right career transition and outplacement programs for departing employees is essential to maintaining a good employer brand.  With CPI, over 80% of candidates land in equal or better positions than those they previously left.  Success rates like this provide organizations peace of mind and help former employees move forward.  Settling for subpar outplacement providers may provide a short-term financial benefit, but by partnering with a quality provider, you fortify your status as an employer of choice and set yourself apart from the rest of the market.
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Retirement Options – Beyond the Dollars and Cents of Retirement Planning

Nearly every organization provides a retirement savings plan to ensure their valued employees can support the financial aspects of their lifestyle once they retire.  Retirement, however, is more than just ending one’s working career to live off accumulated saving.  With growing life expectancies, retirement can last for 30 years or more! Through proper planning, looking beyond finances, this period can become an individual’s most fulfilling phase of life.
Career Partners International (CPI) knows the value of preparing the workforce for that next step into retirement.  By making retirement a positive event, organizations can reduce stress, improve succession planning, strengthen engagement, and ensure smoother customer transitions.  With CPI’s Retirement Options program employees are guided through the retirement planning process.  Everyone’s retirement will be unique, so Retirement Options takes a systematic approach to preparing for all components of a successful transition from working life.
Through the proprietary, third-party validated Retirement Success Profile (RSP) assessment participants gain a holistic view of their retirement preparedness.  From Replacement of Work Functions, to Life Satisfaction, through Perception of Health, and many more the RSP provides insight on fifteen retirement components.  Future retirees are presented with data on which areas they are well equipped for and the factors on which they will likely need to apply more focus.
World-class coaches analyze these results to help guide participants through a planning process to design and prepare for their desired retirement.  Through individual coaching sessions, participants can understand their unique assessment results and identify areas driving any shortfalls.  This process takes many employees from a state of anxiety and apprehension to optimistic anticipation.  With all documents and assessments available on a custom mobile-friendly portal, retirement planning and coaching can take place anywhere in the world.  CPI Retirement Options is designed to fully integrate with current employee benefits programs to make life easier for future retirees and help organizations guide their valued employees into the next stage of life.
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Overcoming the Most Common Challenges for Managers Conducting Stay Interviews

Over the past few years, the job market has become increasingly competitive.  As a result, workers are gaining more power and have a greater say in where they choose to share their talents.  Many organizations have seen a growing number of departing employees, despite no obvious decrease in happiness.  Quarter after quarter employee surveys show the same results, and yet top talent continues to leave for greener pastures.  To proactively retain their workforce, leading companies utilize stay interviews.
When implemented properly, the direct communication of stay interviews uncovers meaningful data and actionable patterns.  Without the right training and preparation, stay interviews are rarely implemented properly and can cause more harm than good.  One of the key causes of failure is a lack of management training on the process of conducting stay interviews.  These types of conversations come naturally to very few leaders.  The ability to hold these conversations in a way that allows for data collection and analysis is an even more elusive skill.
Career Partners International has over thirty years of global executive coaching experience helping organizations and managers navigate difficult conversations that lead to meaningful change.  The following are just a few examples of issues untrained managers often encounter while conducting stay interviews.

Interviews are Time Consuming

Most managers are busy juggling multiple projects and chasing deadlines.  Their days are packed and adding new activities can cause additional stress.  It is imperative that leaders have the mindset that stay interviews are an investment in their function’s capability and capacity, not a task or to-do.  This enlightened thinking makes stay interviews a priority and an investment that delivers a solid return.  The information gathered is valuable and participation is expected.  It may not be necessary for a manager to conduct stay interviews with every employee.  Targeting key workers, those with the most strategic importance to the organization, for example, high performers, individuals that enhance diversity, or those in high demand fields.

Responses are Anecdotal

A leader implementing stay interviews should target the collection of specific information.  If managers are left with broad expectations, they may not be able to collect actionable feedback.  Interviewers should prepare a set list of questions to conduct the interview.  The interview should be conversational with the list acting as a guide.  This subtle but important skill can either enhance or diminish the depth or breadth of information offered up.  At the same time, if each manager is asking similar questions and recording the responses patterns should begin to arise.  This will elevate the actionable feedback from the individual level to the strategic organizational level.

Known Issues Become a Focus

There is always room for improvement, this is true for all organizations.  It is important that managers do not allow stay interviews to focus too heavily on issues that are already known.  If brought up, managers should be coached to acknowledge the challenge and move on.  Utilizing the set of standardized questions will allow a manager to pivot to more productive areas of discussion.

Impractical Feedback

By nature of conducting stay interviews, managers will be opening discussions about employees’ futures at the organization.  This will often lead down an employee’s expected career path or future positions.  Occasionally an employee may discuss raises or promotions with a manager that had not been previously considered.  In these instances, honesty is the best policy.  Managers should let employees know that they are valued, and although a specific role or opportunity might not be readily available, they should provide support to further the valued employee’s career.  Together the manager and employee can develop a plan to achieve these goals.

Overcommitment

Throughout the course of a stay interview, there will be multiple instances with potential corrective action.  It is important for managers not to overpromise throughout the conversation.  This is an opportunity to listen and to collect data.  Managers should let employees know that they have been heard and understood and that their suggestions will be taken into consideration.  Managers should be coached to provide an expected timeline to complete their assessment of the stay interviews and begin identifying opportunities for improvement.
Stay interviews can be an invaluable tool for improving engagement and reducing employee attrition.  To set the organization up for success managers will need to be supported throughout the process.  Well trained managers with good backing will be able to draw out the most impactful feedback from participants.  By focusing on well delivered interviews, fully thought out questions, complete analysis of responses, and implementing change organizations will be better able to provide their workforce with a reason to stay.
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Career Partners International Coaches Employers to Use Stay Interviews as Valuable Retention Tools

As the working world becomes more complex and employee tenure decreases, organizations are looking for better ways to engage their workforce.  Career Partners International (CPI) works with firms around the globe to align employee and employer goals through a multitude of techniques.  Exit interviews gather useful information about why an employee is leaving. Employee engagement surveys are used to obtain the pulse of the organization.  Stay interviews take this a step further, providing actionable information through direct communication.  This method allows managers to obtain a better measurement of job satisfaction and engagement, ultimately reducing employee attrition within targeted groups.
A stay interview is a structured conversation, usually between a manager and an employee, designed to discover pain points and motivational drivers. Broader than a discussion about projects or performance, a stay interview uncovers the root cause of an employee’s decision to remain in their job. Companies leading the pack in stay interviews often have highly talented people they don’t want to lose or are in industries known to have high turnover.
Stay interviews are more specific and future-oriented than exit interviews.  Organizations can better predict and reduce employee turnover by taking corrective action based on resulting feedback.  An employee can decide to leave at a moment’s notice, or they can decide to stay because their manager took the time to ask a question, show they care, and respond in a meaningful way.  The initial act of conducting a stay interview often generates goodwill with employees.  It is, however, crucial to follow up these interviews with meaningful action to maintain the positive impact.
It’s important to speak with the groups of employees that matter most to the organization based on business and employee retention goals.  Potential interviewees might include:

Emerging leaders and high potentials
Affinity groups such as women, people of color, LGBTQ community
Hard to fill technical skill sets such as nurses, software engineers, or scientists
Newly transitioned employees due to a merger or acquisition
Millennials or Gen Z

There are many ways to conduct stay interviews including surveys, focus groups, and expert HR consultants. Companies may be reluctant to conduct stay interviews because they can be time-consuming and it may be difficult to react meaningfully to the feedback. Hiring a third party to conduct stay interviews can save time and simplify the development of proposals for productive action.  Additionally, using a third party telegraphs the importance of the process and allows for more candid responses.
Another way to get started is by teaching managers to ask stay interview questions during regular employee meetings.  Develop interview guides with consistent questions to better identify patterns across the company. Sometimes managers may ask every question in an interview, other times a talkative, articulate employee may provide deep insights with just a few prompts. Stay interview questions should be tailored to the goals of the organization and might include:

What is different here that makes you proud to be an employee?
Is your manager effective? If so, what do they do that you value the most? If not, what do you wish they would do more often?
What do you like most or least about working here?
What might tempt you to leave?
What talents are not being used in your current role?
What would you like to learn here?
What motivates or demotivates you?

Reluctance to conduct stay interviews may stem from concern over receiving feedback that isn’t actionable, such as a desire for a raise or promotion. There may be no money in the budget, no available position, or the employee may not be qualified to make their desired move. In these scenarios, honesty is the best policy.  Reiterate these conversations are intended to identify how the company can evolve to better support the needs of valuable employees.
When an organization decides to conduct stay interviews, it’s vital that leaders make a commitment to understand the findings quickly then act to show genuine care and follow-through.  With managers and employees invested in the process, it is imperative to make changes within the organization’s control. Initially, changes need not be major; a few small, yet visible improvements can go a long way as more complex and strategic adjustments are analyzed.
Sustaining the momentum of stay interviews requires continued steady attention to connecting with employees. Some ways to keep it going include:

Continue to connect with employees to assess satisfaction and level of engagement
Communicate progress and celebrate successes
Offer workshops for all managers so they can periodically meet with their employees and query them to discover the talent reality
Train internal HR staff in how to conduct focus groups and report findings via a readily available, easy to use tool

Stay interviews are a valuable retention tool when conducted properly. Be sure to spend time coming up with questions that will yield the most valuable feedback. Have that million-dollar question such as, “What is the one reason you stay with the company?” Imagine the value to the organization if managers knew every employee’s response and acted to make it a reality.
 
Written by Kim Littlefield, Senior Vice President, Keystone Partners. A CPI Firm
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Six Principles for Conducting an Effective Executive Job Search

In today’s dynamic and competitive job market, the elements of an effective executive-level job search are very different than what may be utilized for non-executive roles.  With over thirty years of global experience, Career Partners International (CPI) has helped thousands of executives land their next role.   Many executives have not had to search for a new role in decades, leaving them unfamiliar with the new recruiting ecosystem.  Our expert coaches quickly and efficiently guide candidates into new positions that fit their unique talents utilizing advanced technology, cutting edge tactics, and proven networking strategies.
It can be seductive to spend time on job boards responding to advertised openings—but this is a low probability exercise. The three channels of activity that drive any effective professional job search are networking, targeted direct outreach, and executive search firms. Actively working all three channels through specific and sustained activity yields the best results.  This is especially true for an executive-level search as the level of competition is intense, and there are fewer opportunities at this level than at lower levels.

Getting started

An effective job search begins with a realistic assessment of skills, background, and experiences to define the value proposition that you bring to the market. With a realistic assessment of yourself, the next step is to define the range of industries, organizations, and roles that have a need for your unique combination of skills and experiences, and in which you would likely bring value. Resume, biography, and social media accounts (i.e. LinkedIn) are then created, or updated, to reflect and highlight your relevant background and experience as they relate to the industry, function, and/or opportunity you are trying to secure.

Limit the time spent on job posting websites

Most people spend way too much time trolling around job posting websites, but this is usually a time waster that does not yield success unless coupled with other more active efforts. Online postings typically generate hundreds of eager and well-qualified responses. However, the typical applicant tracking system uses algorithms to filter the pool of applicants so only a select few are ever seen by the people involved in the hiring process. It’s a very efficient process for the hiring company but it is unrealistic to expect a positive outcome if an individual is passive and simply waits for opportunities to present themselves.  For those times when direct contacts are limited, CPI has developed a program designed to highlight gaps between the resume and job posting, allowing for greater success in making it through the applicant tracking system.

Spend a lot of time networking

The most important factor in an executive-level job search is the sustained effort to secure introductions, conversations, and interviews with individuals and organizations who might have a need for your skills.  Networking involves a pragmatic approach to identifying and connecting with people who can provide information, insight, or connections that bridge to potential opportunities. Effective networking requires an investment of time and commitment to follow-up and follow-through on potential leads even though many will not directly result in a job. Some conversations yield valuable information or connect directly to a specific immediate opportunity while other networking conversations lead to connections with new networking contacts. Be patient and maintain the effort.
While networking often starts with those who are close, it should expand as a job seeker stays connected with their personal network. The expectation is that the broader group will then provide additional insight and connections within the industry or with specific organizations or opportunities.

Do targeted direct outreach

While networking seeks to leverage the strengths of personal relationships, business connections, and social interactions, direct outreach involves proactive outreach to targeted organizations and individuals without the benefit of prior relationship or a network referral. Direct outreach is as simple as connecting with a targeted individual to see if they would be receptive to an initial conversation to explore the possibility of mutual interest.
There are two things that make direct outreach effective. One is targeting so there is a clear and obvious connection between your skills and background and the potential needs of the organization. The more alignment, the more likely there will be a positive response to the direct outreach.
The second key to successful direct outreach is the breadth and depth of the outreach. In terms of breadth, there needs to be enough activity to generate a positive result. If someone only reaches out to two organizations, they would need a 50% response rate to secure one follow-up. If that same individual reached out to 10 organizations, a 10% response rate would yield a meeting. Extend that to 100 organizations and apply the same math, and it could result in 10 follow-up meetings.
Successful direct outreach requires appropriate follow-up to help increase the odds of a positive response. If a job seeker sends a single email to a busy executive, it is not likely they will hear back. If on the other hand, they send a follow-up email a few days later or they reach out by phone as well, the odds of contact and conversation are greatly increased.

Tap into executive search firms

Many executive-level roles are filled through executive retained search. The larger and more visible the role, the more likely it is an organization will hire a search firm to manage the process. To be considered as a candidate for these roles, the job seeker must first gain visibility and credibility with the external recruiter. This is typically done through networking and direct outreach.
Since search firms are retained to find the best overall candidate for a specific role, they are evaluating and screening potential candidates on a variety of tangible and intangible factors. A retained search process usually involves the screening of 100 or more candidates to create a pool of four-to-five that are interviewed by their client. Those who have the requisite skills, background, and experience are in the initial screening pool of 100 or more. The few who have the greatest demonstrated alignment with what are perceived to be the most important success factors for that specific role at that specific organization make it to the interview process.
Some interactions with search consultants will lead to interviews and job offers while others may lead to disappointment, but the disappointments can also lead to valuable insights and information. While you may not be identified as the best fit for one role, you may be an ideal fit for another. A candidate will not be presented to more than one client at a time, but search firms keep track of those they interact with. If a candidate makes a positive (or negative) impression, search consultants remember and factor it in when they, or their colleagues, are working on other similar searches.

Balanced activity yields the best outcome

There is a high correlation between the effort and activity people put into their job search and the success of the search. Greater success will come more quickly by engaging in active and ongoing networking combined with a high degree of direct outreach and targeted interaction with executive search professionals. Individuals who leverage all three will generally land better positions faster than those who put more limited effort into networking, outreach, and navigating the executive search arena in favor of simply responding to open online postings.
The executive job search has always been a difficult process, and it has been made more complex with the introduction of various online distractions and increased connectivity.  With the right coach and a structured approach, job seekers can take advantage of this new reality to land in a firm that values their contributions.  CPI coaches are experts in their local markets, with the knowledge and technologies to support and guide executives on their way to a new career.
 
Written by Rob Croner, Vice President of Senior Executive Services at CCI Consulting, A CPI Firm
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Career Partners International Expands into the Pittsburgh Market

One of the key strengths of Career Partners International (CPI) is the unique combination of a global presence with local Partners serving as experts in their own communities.  We are proud to announce that, coming off a record year, CPI Firm Promark, is expanding their presence from Cincinnati, Ohio into Pittsburgh, Pennsylvania.  With over 50 years’ experience, Promark officially enters Pittsburgh, a city in which they have already established a long and intimate history.
Promark welcomes Bill Harmon as their Managing Director of the Pittsburgh expansion.  For over 30 years, Bill has had the privilege to contribute as an executive leader, start-up entrepreneur, and business owner throughout all stages of global human resource and marketing leadership.  He is passionate about helping individuals and organizations get to their next level and has successfully done so many times in the Pittsburgh business community.  Additionally, Bill has worked alongside Promark for over twenty years and has shown his values to align with their vision.
“Promark has long been a valuable Partner of CPI and we could not be more excited about their expansion into the Pittsburgh market.  With world-class coaching, technical expertise, and Bill Harmon’s guidance we expect Promark to provide unrivaled support to the Pittsburgh professional community,” states Bill Kellner, President of Career Partners International.
Pittsburgh’s business community is committed to working with local firms with a vested interest in solving business challenges, and we are grateful to lock arms with the community in that effort.  The city has gone through a powerful reinvention, moving from a heavily industrial base to an epicenter of technology innovation.  With experience and expertise in helping companies achieve their business results throughout the entire Talent Lifecycle of attraction, retention, engagement and even transition, Promark and CPI embrace Pittsburgh’s spirit of progress and evolution.
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The Business Case for Outplacement

In today’s business environment, change is inevitable and can result in some tough choices. Redundancy and redeployment can be a challenging and emotive time for the organization, the team who remains, and for affected individuals.
Commonly, organizations are forced to make redundancies to cut costs. Investing in outplacement support can, therefore, feel at odds with the organizational objective. However, the right support delivers benefits that far surpass the financial outlay.  The business case is clear and includes:
An enhanced “psychological contract” across the organization
The psychological contract refers to the unwritten set of expectations of the employment relationship in addition to the formal contract of employment. Together, the psychological contract and the employment contract define the employer-employee relationship.
Companies that provide outplacement support as part of their redundancy program often find that it can lower the ‘emotional temperature’ across their organization. By fully supporting exiting employees, you can demonstrate both to them, and to those who remain, that despite the current challenging circumstances you value them as employees and are committed to their wellbeing.  For those remaining, it can be reassuring to know that if they find themselves in a similar situation, they are likely to receive the same support and consideration.
Maintain productivity and retention
Periods of change can sometimes result in poor productivity.  Remaining employees are affected by uncertainty and become distracted, worrying about their future and that of the organization. A well-timed support program can provide a reassuring and focused place for addressing worries, so time at work can remain positive and productive.
Change naturally makes people feel anxious and unsettled, leading them to explore the external market. Providing good career transition support, especially if there are some redeployment opportunities, helps you to retain skilled employees that are critical to future business success.
Outplacement can protect your reputation
A recent survey conducted by Working Transitions found that 52% of employees felt that their organization handled the initial stage of their workplace transition, ‘Poorly’ or ‘Extremely Poorly’ with 48% regarding the employer’s communication during this period as ‘Poor’ or ‘Very Poor’.
The human impact of workplace restructuring, particularly where there is no support provided, is often underestimated by employers but with the prevalence of social media and online review sites such as Glassdoor, it should not be taken lightly.  Employer reputation is at stake!
When you have a strong employer brand, you attract great people, innovative ideas, and more business for your organization. It may seem counter-intuitive but helping people to leave the organization well supports a good employer brand.
Reinforcing engagement at a difficult time 
Individuals all react differently to change.  Some employees may be relatively unfazed but for others, particularly long-serving employees, redundancy can initially appear catastrophic.
Typically, individuals faced with change undergo a rollercoaster of emotions from anxiety to denial to fear. Providing outplacement support can help individuals navigate this range of emotions and face the future with renewed focus and positivity.
Properly supporting employees as they move through outplacement demonstrates that, despite everything, their service is valued and that supporting them into their next role or stage of life is important to you as an organization. This tangible evidence that their employer cares and values all employees sends a powerful message to those who remain.
Unexpected ROI in hiring costs
It might seem odd to state that investment in outplacement can positively impact hiring costs, but there is a real link. Often, when there are job losses, it’s not uncommon for hiring to be going on at the same time, perhaps for new skills or teams. Restructuring is rarely just about redundancies, there can be a series of complex workforce planning and resourcing activities underway. Negative perceptions in both the internal and external candidate marketplace about how exiting employees were treated can be very damaging to critical recruitment campaigns and candidate attraction strategies. It’s also not unknown for organizations to seek to rehire those previously affected by redundancy. In all of these situations, the relatively small cost of providing outplacement support can pay significant long-term dividends that far outweigh the initial outlay.
Tangible measures that matter
The business case can often be more clearly established at the end of an outplacement project, which can be very helpful when similar situations arise in the future. A good provider will work with you to capture not just data about progress and outcomes but also comments and feedback from former employees which can be extremely reassuring and helpful in engaging and securing remaining workers through ongoing change.
Flexible and tailored support ensures cost effectiveness
Outplacement is not a one size fits all purchase, to obtain maximum ROI it’s important to ensure that you provide truly flexible options that meet your organizational and employee needs. We understand that everyone responds differently to change and that their needs and circumstances will vary. Our approach is flexible, tailoring programs to meet the objectives of all stakeholders. This bespoke framework supports the organization’s move forward and helps the individual to let go of the past, deal with the present, and embrace the future.
A well-structured outplacement program can quickly deliver benefits to a large number of employees, regardless of geographical location, at a relatively low cost and is always worth the investment.
 
Written by Zoe Bull, Head of Marketing at Working Transitions, A CPI Firm
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Career Partners International Meets in Barcelona to Explore the Future of Work

Set among the bustling technology hub of Barcelona, Career Partners International (CPI) gathered to explore the Future of Work.  This Annual General Meeting brought together partners from across the globe to share ideas and challenge the organization to focus on the changing marketplace.  Three days of brainstorming, moderated panels, and guest speakers were all designed to improve the support of clients and candidates in this constantly evolving world.  By adjusting to current market needs and preparing for the shifting demands of clients, CPI positions itself to provide the world’s best career transition, coaching, and development solutions.
This year’s speakers focused on agile thought and developing the capability to quickly meet the requirements of the working world.  Yusuf Okuco opened the meeting highlighting the benefits of adopting an agile mindset. Carlos Grau joined the group on day two to showcase how future technology could impact the workplace.  Sylvia Taudien, of Advantage Consultores a CPI Partner, presented an overview of her learnings from the Singularity University, a global learning and innovation community.  The group later toured Barcelona Tech City, a local non-profit facilitating future-facing organizations including start-ups, incubators, universities, and large multi-nationals.  Each speaker challenged the assembly to think beyond their current reality and to prepare for inevitable transformation and technological integration.
“Every year we come together to share best practices and ensure that every client and candidate is receiving the highest quality service.  There is power in our global presence and each of our Partners is an expert embedded in their particular region,” remarked CPI President Bill Kellner.  “The combination of our flexible, cutting-edge technology and skilled coaches puts us in a unique position to quickly adapt to the changing workplace landscape.  At CPI we look forward to the Future of Work.”
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Career Partners International Elects Terry Gillis as Chairman of the Board of Managers

Career Partners International (CPI) is pleased to announce the election of Terry Gillis as Chairman of the Board of Managers.  Terry will be replacing Larry Fisher.  As Larry concludes his two-year term, he will continue to support CPI on the board as Chair Emeritus.  “We can’t thank Larry enough for his leadership, dedication, and commitment to ensuring a successful future for CPI,” states Bill Kellner, President of Career Partners International.
As the owner of Carswell Partners, Terry has been with CPI for over 10 years.  He has served on the Board of Managers for the prior 3 years, leading multiple committees and most recently as Vice-Chair.  His commitment and contributions to the CPI organization have been well established.
“It is a tremendous honor to be elected chair of this board of managers that is comprised of a broad cross section of our partners.  I can’t think of a better time to assume this awesome responsibility,” says Terry Gillis.  “There is no question that we have some incredibly exciting opportunities ahead and I am so looking forward to continuing this group’s excellent work.”
Terry is the President and Managing Partner of Carswell Partners, a CPI Partner, in London, Ontario.  His firm takes pride in leveraging cultural change, employee engagement, and leadership development to help employees and organizations achieve their goals.  This approach combined with a reliance on scientifically validated data informs processes, drives performance, and decreases risk throughout his client organizations.
“I look forward to working alongside Terry in his new role.  His entrepreneurial mindset and future focus are tremendous strengths in the organization.  Terry has grown both Carswell Partners and CPI over the past decade, solidifying our reputation as the highest quality service provider for clients and participants.  His unique perspective will drive us to create a more agile and effective CPI,” states Bill Kellner.
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