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Win-Win
Workforce Transition
Sandy Wong, VP Consulting 12May 2017
2 Right Management
65 Years’ of Workforce Expertise
• Revenues of $20 billion in 2014
• 85% of revenues generated outside the
U.S.
• Over 26,000 employees
• Over 3,500 offices across 80 countries
• The global leader in Recruitment Process
Outsourcing
• The world’s largest outplacement firm
• Largest global vendor-neutral MSP
provider
• World-leading IT professional resourcing
firm
• Over 400,000 clients ranging from
small/medium-sized businesses to
Global Fortune 100 companies
• Connected the potential of 3.4
million people to the ambition of
business from the CEO level to the
factory worker.
• Interviewed 14 million people in
2014
• Over 11 million people trained
• Connected over 400,000 people to
meaningful work every day
3 Right Management
• Part of ManpowerGroup®, the world leader in innovative workforce solutions
• Global career experts: we enable organizations to win by helping their employees succeed
• Provide tailored solutions to assess, develop, and transition talent to drive faster time to value
• Global practice and solutions with local experts and delivery
PEOPLE
TRANSITIONED
OF FORTUNE 500
OF GLOBAL 500
MILLION 3
80%
70%
SERVE
&
About Right Management
Progress. Optimization. Productivity. Growth.
Workforce Transition
Right Management’s View Points
5 Right Management
November 6, 2014
Talent Management Cycle
Selecting
Talents
选
Utilizing
Talents
用
Developing
Talents
育
Engaging
Talents
留
Exiting
Talents
退
6 Right Management November 6, 2014
Separation Consulting What if…
Attracting
Talents
选
Utilizing
Talents
用
Developing
Talents
育
Engaging
Talents
留
Existing
Talents
退
7 Right Management
1. Scan the QR code
2. Click “睿仕互动”
3. Click “在线调查”
Let’s do a mini survey!
8 Right Management
9 Right Management
21% want to explore
entrepreneurial ideas
87% have never worked with an
outplacement firm
29% want to change industries
Almost 60% have not
had a career transition in 6 or more years
More than 20% want a virtual remote work
arrangement
Over 29% explore
alternative career tracks
40% seek flexible work
hours
10% seek retirement
options
There is no “typical former employee”
10 Right Management
4 out 5 companies provide outplacement as the result of:
Outplacement is a Standard Business Practice
Restructuring
Senior Leadership
Changes
Mergers and
Acquisitions
Automatization and
Simplification
Career Evolution
Globalization
Division/ Plant Closings
Technology Changing Workforce Practices
Growth and Development
into New markets
11 Right Management
Value proposition: Positive impact on Attracting Talents, Productivity, Engagement &
Retention through:
1. Sending positive signals to remaining talents
2. Ensuring life skills in job searching for departing talents transiting to the next career more quickly
3. Projecting caring employers for sustaining employment branding to attract talents for business growth
Outplacement Service
12 Right Management
1. Manufacturing – 1000 employees
2. Bank – 500 employees
3. Oil company A - 500
4. Oil company B – 300 employees
5. Pharmaceutical company – 30 employees
6. Sourcing company – 100 employees
7. Soft drink company – 60 employees
8. IT companies – 500; 900…ongoing**
Some Successful Client Cases in China
Progress. Optimization. Productivity. Growth.
Workforce Transition
A Smooth Process for A Successful Outcome
14 Right Management
Legislation
Rationale
14
情
Emotions
理
法
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During Notifications Post Notifications
a) Departing
employees’
outplacement
b) Workforce
Rebuilding &
Realignment
Pre Notifications 1 2 3
a) Communication
Planning
b) Communication
Training
c) Communication
Process
d) Logistics &
Project Planning
e) Manager
Notification
Training
Right Consultants
On-site support to:
prevent hurdles
make
recommendation
of following up at
risk employees
Help impacted
employees to
focus on future
career pursuit
A Smooth Process For A Successful Outcome
16 Right Management
SHOCK/ FEAR
COMPLIANCE
ANGER
DEPRESSION AND RESISTANCE
INFLUENCING
DISCOVERY & DEVELOPMENT
INTEGRATION & IMPROVED
PERFORMANCE
Time
Low
High
GRIEF
RELIEF
Denial
Resistance Exploration
Commitment
Reacti
on
FLIGHT
NEW APPROACH
Effective notification
ACCEPTANCE
Emotional Reaction Curve
17 Right Management
Not entirely stands on the company side
Not entirely stands on the employee side
Not entirely stands on the HRBP side
I am performing the role of “Notifying HR”, throughout the “Notifying process” to …..
The Positioning for HRBP
18 Right Management
1. Prevent risks, reduce negative impact and unnecessary conflicts among all parties
2. Make sure the key messages are delivered in an accurate, consistent and precise manner to the impacted employee
3. Make sure the impacted employee receives and understands the key messages
…to… (3 Key Objectives):
Preparing for the Notification Meeting
19 Right Management
No
1. Greetings
2. Notify the impacted employee on position elimination
3. Offer mutual separation agreement (MSA)
4. Offer support and explain support package:
• State criteria of early bird severance package
• Outplacement support
1. 20 mins with HRBP. 2. 20 mins with RM consultant
**All notifications to be completed by 1800.
Employee signs the
MSA
HRBP to accompany employee to meet with RM onsite
consultant
Yes
Meet with the employee 1:1 or small group to: • Help the employee avoid “mistakes” in next 72 hours
• Assure the employee on positive future career move through robust outplacement program
• Book time for outplacement workshop
• Provide observation and recommendation especially those “at risk” employees
Employee signs the
MSA
No
1. To legal room - or
2. To Central room for MSA sign off
Employee leaves for the day
Post notification debriefing conducted by Right Management consultants
Yes
End
HR
BP
RM
on
sit
e
co
nsu
ltan
t
15-20 mins
10-20 mins - 1:1 setting or small group
Start
1. Nicely set a time on 16-17 before 1800 to still enjoy early bird severance package before it becomes invalid.
2. Emphasize to employee that whether he/she signs or not, the business decision and last working date remain unchanged.
3. Hand next meeting time sheet to employee
1:1 Notification Process Flow Chart
20 Right Management
Yes
No
20 mins
20Feb onwards – follow up employees’ decisions
Yes
No
16-17Feb – 1st follow up meeting
Employee signs the
MSA
Employee to leave the office for the day
1. Clarity concerns
2. Manage expectations
3. Reinforce outplacement support
4. Reinforce criteria of Early Bird Severance
• N+3 - till 17Feb 1800
• N -23Feb onwards
• Possible uni-lateral separation
1. Respect employee to take time to consider
2. Remind employee that Early Bird Severance offer will become invalid after 17Feb 1800, it is a big loss to delay the agreement.
1. Clarity concerns
2. Manage expectations
3. Reinforce support (outplacement)
4. Remind employee after 28Feb onwards the severance package will become N.
Employee signs the
MSA Employee to leave the office
for the day
1. Respect employee to take time to consider
2. Remind employee after 28Feb onwards the severance package will become N.
3. **If the employee insists not to sign MSA, ask employee to take leave and stay home for further notice about possible unilateral termination of employment contract
No
Follow up 1:1 Notification Process Flow Chart
21 Right Management
In the case of multiple affected employees refuse to meet with HRBP individually, turn into group notification setting. Each HRBP to prepare: 1. her/his responsible employees’ attendance list with two columns: i. All respective employee’s name; ii. Signature box next to
each employee’s name
2. Voice recorder to record the group notification process
3. Paper and pen for employees to write down requests.
1. HRBP head to inform the employees it is the Labour Bureau’s requirement for each employee to sign the name on the attendance list: Each HRBP to ask their responsible employee to put signature on the attendance list one by one
4. For employees who insist to have group negotiation, allow 10 mins for the employees to select 1 representative
5. HRBP to distribute paper and pens for employees to write down requests;
6. HRBP and representative to recap the requests
2. HRBP head to:
a. Notify position eliminations
b. Offer mutual separation agreement (MSA)
c. Offer support and explain support package:
d. State criteria of early bird severance package
e. Outplacement support
f. Invite 1:1 meeting to further explain individual
severance package details
5-min
10-min 10-min
20-min
10-min
8. All employees leave for the day and stay home to wait for further notice
7. HRBP to nicely set a time to meet with the representative on the company’s feedback and proposed solutions to address employees’ requests.
5.1 Employees to hand the requests to the representative
Start
End
3. For employees who are willing to do 1:1 meeting, responsible HRBP to lead the employees to another room and follow normal 1:1 notification process
Contingency notification process flow chart
Progress. Optimization. Productivity. Growth.
Dos and Don’ts
23 Right Management
1. Conduct as a business meeting
2. Guide the employee through the pre-set procedure
3. Anticipate reactions/rehearse your responses
4. Stick to the core message and business decisions
5. Make them know that that the organization has done its best to put in support systems ( severance package & outplacement )
6. Listen and acknowledge the person’s viewpoint
7. Be caring and patient, present a "one team" image consciously (do not contradict each other)
8. Encourage the employees to move forward
Effective notification
DOs
24 Right Management
1. Focus just on the sign off of the mutual separation agreement (MSA)
2. Engage in small talk about personal matters
3. At no point, loose your composure & confidence
4. Take criticism personally or become defensive / argue or rehash the past
5. Own the employee’s feelings & make it about you and your feelings
6. Discuss other employees or make comparisons
7. Say that you disagree with the decision
8. Get into individual’s job performance / past issues
9. Make comments like: “You’ll have time off for the holidays” or “Who knows how long I’ll be here”
10. Negotiate the separation package or state that you tried / will try to reverse the decision
11. Minimize the importance of their work
12. Make promises that cannot be met
13. At no point during the meeting laugh / back slap any person
Effective notification
DON’Ts
25 Right Management
The Job Market
Visible
Hidden
Job advertised
Job description written or revised
Decision made to recruit
Organizational Change • Someone leaves
• Restructure
• New situation/ project/contract
Start search
26 Right Management
The Hidden Job Market - Benefits
• Less competition
• Better fit – The right role
• More ‘informal’ process
• Position transferable skills
• Tailor the position to your strengths
• Speed to land a role
For You For Organizations
• Low cost - $, Time
• Better fit – Known Entity
27 Right Management
Networking + LinkedIn (Hidden market)
Recruiters (visible market
/Hidden market)
Direct marketing/
approaching (Hidden market)
4 Doors into Marketplace
Breaking into the Job Market
Tap into visible and hidden markets
Recruitment websites, Adverts
(visible market)
28 Right Management
• Self Directed Assessments:
o Interests
o Values
o Strengths
o Drivers
Self Discovery
Personal Branding
Career Planning
Job Search
Close the Deal
• Career Options
• Transferrable Skills
• Research
• Skills Training
• Resume
• Business Cards
• Personal Website
• Cover Letters
• 30-Second Commercial
• Research
• Job Boards
• Job Fairs
• Recruiters
• Networking
• Interviewing
• Negotiating
• Evaluating Offers
• On-boarding
Program Components for a Successful Journey
29 Right Management
Logged RightEverywhere
website and/or started the
individual consultation
with dedicated consultant
Program commencement
1.Proprietary website offers assessment process to identify marketable strengths and define career objective. Resume development.
RightEverywhere ™
2. offers access to job search tools, company and market research resources
Complete enrolment process
1. Sends filled consent form to Right
Mgt
2. Receives RightEverywhere website
link
3. Being contacted by dedicated
consultant
RightEverywhere ™
3. offers tools on approaching the market, expanding network skills through social media LinkedIn and others
RightEverywhere ™
4. offers iView tool to learn and practice how to present the best self in interviews
RightEverywhere ™
Utilization of RightEverywhere website to acceralate job searching with in the pre-set program duration and continuous connections
5. Support from dedicated consultant: Working 1-1 with Right consultant for identified areas within career transition, and related problem-solving that fit in the 1:1 sessions through face to face or virtual means such as WeChat, emails, phone calls.
“Market Ready” to engage in commencing
job searching
SUCCESSFUL CAREER LANDING!
Post Notifications – Departing employees’ outplacement process
30 Right Management | 30
Mar Apr
May
Jun
Jul Aug
• Coordinates online
“RightEverywhere pre-work
career assessment login
account)
Career Transition Program Timeline - Sample
1st Phase (2-3 weeks): Self discovery + career
planning
3rd Phase (2-3 weeks): Job Search + Close the deal
2nd Phase: 1-2 weeks
Personal branding
1st Phase (Mar 13-31) Apr
2nd Phase (May9-19)
Jun
3rd phase (Jul-Aug)
2-month program
i. RightEverywhere ™ Proprietary website offers online career assessment, values interests and career directions and skills training
ii. 1-1 with RM consultant for Identifying
career vision, research job options .
Pau
se
i. Job Search Essential Workshop – 4 modules
with subject matter experts covering topics in
Career Profiling, CV Development, Approaching
the Job Market and Interview & Negotiation Strategies
ii. 1-1 with RM consultant
focusing on personal profile and CV
development, preparing proactive search plans,
practicing personal commercial.
Pau
se
1-1 with Right consultant for career coaching, interviewing, networking and job search
problem-solving
“Market Ready” to engage in effective job search
Support from consultants on evaluating and negotiating
offers
Assess to RightEverywhere ™ Proprietary website
Pau
se
Pau
se
31 Right Management
69% 70%75% 74% 73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2008 2009 2010 2011 2012
Former employees landing the same or better salary
Add stat about employees making more in new job?
Year percent population
2012 (first eight months) 73% 6,596
2011 74% 10,554
2010 75% 17,083
2009 70% 29,112
2008 69% 18,792
November 6, 2014
Outplacement Support Better-prepared Former Employees
32 Right Management
Excellent Candidate Satisfaction
Overall satisfaction
Impact of services on preparedness to conduct a successful job search
Likelihood of recommending
Right Management
95% 92%
31%
84%
0
10
20
30
40
50
60
70
80
90
100
Satisfied to Very Satisfied Likely to Very Likely Before Right ManagementServices
After Right ManagementServices
33 Right Management
Program Delivery
Sr. Consultants
Project Consultants
Workforce Transition
Right Project Management
Project Advisor and Leader
Project Manager/coordinator
Client Service
Account Manager
Project Leader
Line Managers
HRs
Client
Project Team Structure