Welcome to the 4th

‘Start all over again’

StartAll

OverAgain

Agenda

1. Introduction

2. Purpose of ‘Start all over again’- What we want to achieve?

- What you want on the agenda?- How frequent should we meet?- How should we be organised?- How we introduce new members?

3. David Spencer HR consulting

4. AOB/next meeting

StartAll

OverAgain

‘Start all over again’

• Free support for business people who may be made redundant/have been made redundant

• Opportunity to ‘not be alone’ & share issues and successes with people in a similar situation

• Bring in experts to support where needed• Set agenda as we go:

– Informal– Social– Supportive

StartAll

OverAgain

Copyright Richard J Morris

2009

Success

Busy

Internet

Network

Help

Never give up hope but it may be many “no’s” to get a “Yes”

Many who have been made redundant end up happier / wealthier

Take on charity /part time work-add to your skillsRe train- e.g. IT skills with the job centre

Spend quality time- family/decoratingRemain disciplined/professional

Update/refine/tailor CVUse internet/local papers to see company opportunitiesCheck sites regularly, apply and ring to get names of

recruiters

Seek outplacement support to ensure you have an effective CV

Find ways to “tap” the unadvertised market where most jobs

are Consider career management supportBuy Laptop/printer/carSort finances out- Sign on

Make people aware of your circumstances-there is no stigma

Work out what you want to do-employed/self employed/retire

Create initial CV and “work” file-evidence/testimonials

Draw up your premier/1st/2nd division networkDevelop your network pack-CV/Letter/Slides

Send speculative letters and research organisations you want to work for

Organised

Internet

Network

Help

O

N

H

I

B

S

Copyright Richard J Morris 2009

Look out for offers and charges to

-review your CV-write your CV-access headhunters-access unadvertised Jobs-direct email to recruiters etc..

Payments can be by month and just run on if you don’t remember to cancel.

Example of a few internet job sites – the list is not exhaustive and you need to look at the nature of your work.Set up email alerts and upload CV but change it regularly with new key words. Still go in the sites regularly

About Us

David Spencer - an HR and employee relations Director

30 years’ experience in automotive, packaging, aerospace, engineering, construction & manufacturing sectors

Commenced the consultancy in May 2006, incorporated August 2007

Client base has included Rio Tinto Alcan, Interserve Plc, New Look, LDV Group, Amtek Ltd, JVM Castings Limited, North Staffordshire PCT

Current status…… It’s tough out there!

Discussion points & aims of the session

Share experiences and help decision points

Explore the interview and selection process

Review personal aspirations for a next job

Carry out a G. R. O. W analysis

Understand the impact of change & how to cope with it

Short term plans and alternatives: ‘managing now’

The interview & selection process

Who are you talking to?

- Using recruitment agencies- Cold contacting- Networking- Online forums

“What happened to my CV?”

- Would it pass the ‘10 second test’- Screening issues and discrimination- What do I want to convey & my USPs- Are recruiters psychic?

Are recruiters psychic?Career History

August 2007 - Manufacturing Engineer, Car Bits Ltd.

Responsible for all engineering to LandRover Value Stream. (underbody components for Discovery and full chassis production Defender). Engineering changes, Customer Liaison and significantly efficiency improvement and cost reduction activities. Using lean tools, continuous improvement teams and six sigma process’s.

October - December 2006 Contract Manufacturing Engineer, Automotive Controls

Contracted to assist with general engineering issues during launch of new vehicle at Halewood. Major part of role was devising new layout for MLP dept in order to transfer materials in house from rented stores.

January 2005 to May 2006 Shift Production Manager @ Maynards Plugs

Responsible for manufacture in two assembly buildings/departments, managing 50 direct workers and team leaders. Responsibilities include Man Management, Quality, Health & Safety and Planning, in order to control and maximize the production process. Utilises ‘lean’ tools such as Kanban, and 5S to achieve departmental function objectives and achieving output to the manufacturing plan to the required cost and quality standards within exacting deadlines.

The interview & selection process

On the day….

- Rules One to Ten: ‘Be prepared’ - Practice a three minute summary of your career & never say “I was”- Know what experience the Company wants - “Why should I hire you?”- Have answers to ‘gift questions’ ready- Interviews are a two way street - would you work there?- Are they going to test you?- Ask questions that count

Types of interview…

- The panel interview- Competency based interviewing- “Tell me about yourself”- Wallpapering- Making presentations

Evaluating your next job

What was so good about the last one?

Where are you really in your life/career balance now?

What are your personal skills – what aren’t?

What are your technical skills – what aren’t

and

What are your personal values?

Kinds of Skill

G>R>O>W

Goals you want to achieve in your life and work

Reality check: are they attainable, realistic & right

Options to make it happen + time, resources

What you will do now: action plans, decisions and then try this ….

Do a ‘Force Field Analysis’ : what forces are working in your favour & what forces are working against you?

The impact of change & coping with it

Why is change so difficult for us?

Issues of identity, control, security and confidence

Where are the ‘anchors’ in our lives?

So, “who am I?” (life roles) …….

……. And how do I feel about change?

Recognising the impacts of change:

Endings - letting go - loss of control, certainties loss of colleagues

Transition - Neutral Zone, limbo - denial, insecurity ‘what if?’ personal

barriers

New Beginnings - “What can I do?” - freedom of choice making decisions

Unfreezing - action plans, vision - new opportunities sources of help momentum

Moving on - new horizons - new challengeslearning points

Managing the “now”

How will you get control of the present (and future)?

Who will you talk to tomorrow?

Is there a ‘Plan B’?

How have I got to change?

Short term plans and alternatives: ‘managing now’

Some reading matter

“Who Moved My Cheese?” Dr. Spencer Johnson

‘What Colour Is Your Parachute?’ R Nelson Bolles

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ChangeCopyright Richard J Morris 2009

Are you managing the change?

Understanding the Change is important:

•Feelings, mood, morale, self esteem can alter through time during periods of change•The reaction experienced by someone who is not entirely in favour of the change can follow a distinct sequence.

•Can we expect everyone to react the same way?? Reaction will be different.

INNOVATORS - 10%EARLY ADAPTORS - 20%EARLY MAJORITY- 30%LATE MAJORITY- 30%LAGGERS- 10%

What can help us through?

StartAll

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A Transition ModelCHANGES IN SELF-ESTEEM DURING TRANSITIONS

TIME

HIGH

LOW

SELF-ESTEEM

Numbness

Denial

numbness

Denial

Depression

Acceptance of reality/letting go

Testing

Internalisation

Search for meaning

“I am comfortable with the new situation”“I know what I am doing”

“I feel uncomfortable with the changes”“I am ill equipped for the new environment”“I can’t do it”

“This is not as bad as I expected”“Nothing is different”“I’ve seen it before”“This is really simple”

“I don’t believe it!”

“What exactly is our goal?”“How can we work together?”“What does this mean for me?”

StartAll

OverAgain