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Article from The Straits Times, 24th June 2000
OUTPLACEMENT
First designed to soften the blow of the axe and help retrenched workers ease into new jobs, outplacement is set to change for the future.
Outplacement as an employer-paid benefit was first offered to redundant talent in the United States some two decades ago.
Organizations wanting to minimize the risk of ex-employees filing legal suits against them for reasons ranging from wrongful dismissal to victimization offer outplacement as a “sweetener” to soften the blow of job loss and also, to provide emotional and practical job-search support.
The more cynical ones will tell you that their ex-employers’ need to ease their conscience prompted them to pay for this additional, non-mandatory benefit.
In a nutshell, outplacement involves the provision of related support to candidates to ease them out of the sponsoring organization and onto their new jobs or challenges.
Not all candidates end up going back to the corporate world.
Some decide that they have had enough and venture into the world of self-employment. Arguably, the key motivation is the ability to have a greater degree of control over their future.
Twenty years ago, outplacement still shares a relatively similar concept. But what does the future hold for outplacement?
Given the ever and fast-changing world that we live in today, anything is possible. As a matter of fact, it has come to a stage where most developments in the business world do not surprise most people these days.
One fine example is the between America OnLine (AOL) and Time-Warner. The latter was in business long before the former came into the picture, and the other irony associated with this corporate marriage is that AOL appears to be in the driver’s seat.
Peering into the crystal ball, I see the following developments or possibilities for outplacement:
FROM EMPLOYER-INITIATED TO EMPLOYEE INITIATED
Since its introduction to the business world, outplacement has traditionally been an initiative driven by employers for the various reasons mentioned above.
As the trend of mergers and restructuring is very likely to continue (resulting from changing business environment and customer demands), involuntary job losses are likely to happen.
Employees needing to protect their interests will demand for outplacement services to be provided.
They will want this to be a contractual obligation when negotiating their contracts of employment. Those who do not have this benefit clause in their original contract will ask for a fresh one to be made.
The issue of “face” features very prominently in Asia, regardless of nationality or cultural origin.
In the past, some of those offered outplacement help have turned them down precisely because they do not need third party assistance.
As employer expectations for new knowledge and skills continue to rise, it becomes more challenging to manage one’s career.
Professional input for this key area is thus more necessary than being an issue of choice.
BIG OFFICE VERSUS MINIMAL WORK SPACE
As part of the support they receive from outplacement services, candidates can avail themselves of workspace in the office premises of their counselors.
They can utilize office support such as the telephone, computers and fax machines in the course of their job search exercise.
Many of us have a home PC and/or a laptop. Internet access is available wherever we travel. With the wealth of information available in cyberspace, it is highly conceivable that candidates will not require office support in the future.
Hence, it is very possible that a generously decorated and equipped outplacement office may soon be passé.
Candidates will then make appointments to come in to the office to receive counseling and conduct their job search in the comforts of their home office. Accessibility to counselors can also be a click away if you are based in a different location.
Being a strong advocate that the period between jobs should be made as enjoyable as possible, candidates should then be able to spend quality with their loved ones – something they may not have the luxury of doing when they were working, especially if they are required to travel for work.
OUTSOURCING VERSUS INTERNAL EXPERTISE
With outplacement support requirements becoming more of a regular feature than an ad-hoc requirement, it makes sense for organizations to provide internal expertise for economic reasons.
While it can be argued that outplaced employees may not be too comfortable being helped by their ex-colleagues, it could be a matter of time before they come around to realizing that it is a practical issue. And additional input in any job search should be most welcomed.
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Paul Heng
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