Tag Archives: Outplacement

Layoffs Planned? What’s An Employer Brand To Do?

Like most companies, you’ve focused a lot lately on your employer brand.  Why?  Because you are paying attention to data that does more than suggest that the tie you have to your employees is growing more tenuous by the day.

You see the data:

  • Job satisfaction has been moving downward and is now at an all time low:  according to the Conference Board, only 45% of America’s workforce report being satisfied with their employment experience.
  • Over the last 6 years, the percentage of departing employees who would not recommend their employer has grown from 42% to 75%, according to company exit surveys aggregated by Corporate Executive Board
  • The percentage of all employees leaving their employers who are leaving voluntarily is growing – and now greater than the percentage of employees who are laid-off according to current BLS data.

And now, like HSBC, Cisco, Bank of America and a growing group of other employers, you’re about to announce a layoff.  A major layoff.  And like most employers, you still have critical job openings in several sectors of the business and in various locations around the world.  And you’re predicting talent shortages in many of your critical operations.  A layoff.  Really?

What’s an employer brand to do?

With the fluid nature of today’s global workforce, you know it’s critical that you maintain a positive employer brand so that you can retain the critical talent you have and continue to attract (and in the future rehire) top talent.

What’s an employer brand to do?

You know that over the course of the next decade recruiting top talent is going to continue to become more and more challenging and you realize that the way you treat employees on their way out of the organization has now become as important as how you treated them on the way in – now more than ever.  The way you treat someone during the upcoming layoff will decide – for them and their network – whether they would ever consider working for your company again.

Remaining employees have always watched how impacted employees were treated during a downsizing or restructuring event.  But now, as the Boomers are beginning to make other plans, as Gen X is itching to see the fruits of their labor, and as Gen Y is yearning to work for organizations that are changing the world – the perception of how their former colleagues are treated will have a significant impact on your company’s employer brand, how loyal they will remain to the company and ultimately how easy it will be to retain them.

In these days of lightning speed feedback on hundreds of social networks, one negative comment can spread like wildfire.  Treating employees with dignity and respect as they exit the company can do a lot to mitigate the risk of that happening.

What’s an employer brand to do?

Revisit your severance policies and make sure that outplacement services are front and center.  Companies like yours that have invested in your employment brand could easily see that investment go up in smoke quickly without providing immediate, 21st century job finding services like cloud-enabled virtual services that harness the power of social networking sites and semantic search engines to automatically and continuously deliver personalized job leads.

Truth is, there are outplacement organizations that are taking advantage of cloud computing, semantic search, virtual technology, and up-to-the-minute content being created by experts every day.  The harnessing of these technology and content-components have done two things that are important to employers:  they’ve driven cost out of the service and they’re helping former employees find jobs faster – saving UI costs and severance costs, in some cases.  Finding new jobs fast is the point.  For all the stakeholders.

While the traditional bricks and mortar outplacement firms are certainly “bolting on” some technology solutions to their learning based processes, and their consultants are learning how to harness LinkedIn and FaceBook for networking purposes, there are new entrants to the space – technology based entrants – that are redefining this industry’s processes, outcomes for laid-off employees, and deliverables to the employer.

Job boards, social networks, and the ubiquity of information about employers on the web have certainly changed the way people at all organizational levels and all levels of experience look for jobs today.  In many ways, job boards and social networks have made finding the right job a much more complex activity. Your outplacement solution needs to help untangle those complexities while motivating your former employees to move forward quickly.  Nothing will take the sting (and negative social media activity) out of job loss like finding a great new job fast!  And that’s good for your employer brand.

What’s an employer brand to do?

Be sure to review your outplacement policies before you take another step in the downsizing process.  Providing more service to more people could actually save you money.

More importantly, providing the right service can save your previous employer branding investment – because employees who feel supported as they leave their organization and who find great jobs quickly – continue to be employment brand ambassadors for you.

They won’t be part of the 75% of departing employees who don’t recommend their former employer.

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China Gorman Joins RiseSmart Strategic Advisory Council

Former COO of SHRM and president of Lee Hecht Harrison and DBM says RiseSmart has “cracked the code” in outplacement solutions.

SAN JOSE, Calif. (July 27, 2011) – RiseSmart, a leading provider of next-generation outplacement solutions, today announced that China Gorman, former chief operating officer of the Society for Human Resource Management (SHRM), has been appointed to the company’s strategic advisory council.

“China is one of the foremost thought leaders in the field of human resources today; she is also an accomplished executive with significant experience in career transition services,” said Sanjay Sathe, founder and CEO of RiseSmart. “We look forward to her strategic contributions as we continue to increase our share of the $3 billion outplacement market.”

Gorman has held strategic leadership roles in human capital management for more than 25 years.   Prior to joining SHRM in 2007, Gorman had tenures as president at two of the largest career transition consultancies – DBM North America and Lee Hecht Harrison, where she also served as chief operating officer.

“I am excited to join RiseSmart’s strategic advisory council, because I truly believe this company is transforming corporate outplacement to the benefit of transitioning workers and their employers,” Gorman said. “RiseSmart has cracked the code by creating a results-oriented, virtual outplacement solution that makes traditional approaches seem lumbering and inefficient by comparison.”

Gorman travels extensively throughout the world speaking to business, professional, corporate and academic groups.  She serves as chair of the board of trustees of the Council for Adult and Experiential Learning (CAEL) and is on the board of Jobs for America’s Graduates (JAG).

A native Midwesterner, Gorman earned a bachelor’s degree from Principia College and has completed significant post-graduate work in organizational development at National Louis University.

About RiseSmart

RiseSmart is a leading provider of next-generation outplacement solutions. The company leverages a cloud-based technology platform, proven methodologies, and one-on-one support to help employers with their workforce strategy, and displaced employees with their career strategy. RiseSmart drives significant ROI to organizations by offering affordable pricing while reducing unemployment insurance taxes and severance costs. RiseSmart has received a wide range of awards and recognition from organizations including Red Herring, TiE, the Stevie Awards, SiliconIndia, the San Francisco Business Times and the Silicon Valley/San Jose Business Journal. For more information, visit http://www.RiseSmart.com.

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