FAQs from the recipients:
Q. How can I gain access to the unadvertised
A. Firstly, there is no magic pool of jobs that you can tap into,
so be wary of any claims to provide such access. However, there
are two major ways in which you can access unadvertised jobs: i)
networking or word of mouth and ii) direct marketing. Both of these
are covered in some detail in our seminars and manual. In addition
we offer access to a commercial database that provides key information
that enables recipients to target the companies that are most likely
to be receptive to approaches. We also offer an option for us to
proactively market individuals to an agreed target audience of companies.
Q. Does Outplacement guarantee finding a new position?
A. No. What it provides is all of the knowledge and toolset and
access to information plus a well proven and up to date methodology
and support that will substantially increase an individuals probability
of success. It covers all aspects from basic CV writing through
to finding appropriate sources of opportunities, how to approach
them, how to win at interviews and how to optimise your offering
against the competition.
Q. How long does it usually take to find a new
A. There are a number of variables that will affect this including
position, sector & location, but the overriding factor is the
effort that the job-seeker puts into the process. Let me give you
an example: early in 2002, when the IT sector was in serious decline,
we were commissioned by a major US .com group to work with their
UK based IT Director for Europe. He enjoyed a salary of £85,000
and, as he was not a specialist, the market for him was extremely
poor. However, he followed our process to the letter and, as a result
of his diligence, secured a new position with a £15,000 increase
in salary within 2 months.
Q. I've heard that most people lie on their CV
so surely a little white lie won't matter will it? They can't check
A. A lie on your CV could ultimately lead to dismissal. Whilst many
of the people we have coached through outplacement have been very
despondent about developing their CV, I have not yet found one who,
with our help and guidance, could not produce a CV that they were
happy with, without lying.
FAQs from the clients:
Q. How can I ensure that the consultants do a good
A. It is wise to agree quality performance standards with the outplacement
consultancy you select. We also monitor our consultants and have
evaluation procedures for all the services we provide. Although
our complaints procedure has never yet been used, this allows for
the individual to change their nominated consultant and/or get a
second opinion from another consultant if they so desire.
Q. We would like some advice on alternatives to
redundancy, what would you charge for that?
A. Nothing. Our initial advice is free, regardless of whether you
are even considering outplacement or not. This allows you a telephone
discussion with a senior consultant and any appropriate support
material by e-mail. If this is insufficient and you require a consultant
to attend your offices, you will incur the current consultancy day
rate. However, the fee for up to one day's pre-consultancy will
be refunded against the outplacement invoice.
Q. What additional value is there in the manual
if they have training, consultancy and follow-on support?
A. People are nearly always surprised by just how much is involved
in outplacement. We believe, and the delegates have confirmed, that
a good reference manual is essential back up, especially where other
factors are likely to impair the cognitive process, which is often
the case with those facing redundancy. In addition we have found
that this tangible item alongside the consultancy and support produces
greater satisfaction of the Client Company's provision.
Q. How do you deal with the adverse reaction
A. We aim to deal with this up front as harbouring anger and resentment
has a detrimental effect on the individual's cognitive powers and
will therefore decrease the impact of the programme. One of the
most sensitive cases we have had recently was a lady who had been
on maternity leave for 6 months and discovered that her job was
being made redundant just as she was about to return. This was coupled
with bereavement through the loss of the baby. The first meeting
was with a somewhat dejected individual. However, through employing
an empathetic stance appropriate to the individual, we parted company
with a very positive person who added the comment 'I feel very confident
now about finding a new job
' We also provide a very pragmatic
approach to understanding and dealing with stress. This is covered
in the manual and, where desired, in the seminars & individual
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