Strategic workforce planning and outplacement are closely linked: when an organisation carefully considers its future staffing requirements, it sometimes finds that certain roles are being phased out or are changing. Outplacement is then the tool that helps employees make a positive transition to a new role, either within or outside the organisation. Both processes reinforce one another and, together, they ensure a healthy, forward-looking organisation. In this article, we answer the most frequently asked questions about this relationship.
When does strategic workforce planning lead to outplacement?
Strategic workforce planning leads to outplacement when an organisation determines that its future requirements for certain roles or skills differ structurally from its current workforce. This may be the result of technological changes, reorganisations, mergers or a change of direction in the business strategy. Where retraining or internal redeployment does not offer a suitable solution, outplacement is the logical next step.
Strategic workforce planning identifies which roles will still be needed in two, three or five years’ time and what skills the organisation will require by then. If it becomes clear that some members of the current team will not be able to keep pace with this development, it is respectful and professional to arrange outplacement in good time. This gives employees the space and guidance they need to choose a new direction, with sufficient time and support.
How does outplacement support the objectives of workforce planning?
Outplacement supports the objectives of strategic workforce planning by ensuring that employees who leave the organisation do so in a dignified and purposeful manner. This keeps the organisation agile: the vacancies created can be filled with new talent or new skills that align with the future strategy. Outplacement is therefore not an end in itself, but a link in a wider process.
In practical terms, outplacement contributes to staff planning by:
- accelerates and structures staff turnover
- the organisation helps to ensure that its workforce is aligned with future needs
- motivates and energises staff, enabling them to take the next step more quickly
- strengthened the organisation’s reputation as a good employer
- Uncertainty amongst the team left behind is reduced through a careful process
Organisations that use outplacement as part of their wider HR strategy find that the process runs more smoothly and that employees view leaving the company as a positive experience.
What is the difference between outplacement and internal mobility?
The difference between outplacement and internal mobility lies in the direction of the move. In internal mobility, an employee moves to a different role or department within the same organisation. In outplacement, the employee is supported in finding a new employer or a self-employed career outside the current organisation. Both are valuable tools within strategic workforce planning, but they are suited to different situations.
Internal mobility is the first choice when there are vacancies within the organisation and the employee possesses the relevant skills or has the potential to develop them. Outplacement comes into consideration when there is no such capacity, or when an employee themselves wishes to explore a new environment. The choice between the two depends on the employee’s personal situation, the opportunities within the organisation and the outcomes of strategic workforce planning.
In practice, the two complement each other. A good HR strategy takes both pathways into account and gives staff the opportunity to have a say in their own future.
Who is responsible for outplacement within an organisation?
Responsibility for outplacement lies primarily with the employer, but requires cooperation between HR, line managers and the employee themselves. HR establishes the framework, oversees the process and engages an outplacement agency. The line manager plays a crucial role in communication and in building the employee’s trust. Ultimately, the employee is in charge of their own career move.
In strategic workforce planning, it is advisable to assign responsibilities at an early stage. This means:
- HR is responsible for the policy and implementation of outplacement
- Managers ensure open dialogue and honest communication
- The employee is given active control over their own career path
- An external coach or outplacement agency provides professional guidance
When these roles are clearly defined, the outplacement process runs more smoothly and feels fair and respectful to everyone involved.
How early in the planning process should outplacement be introduced?
Outplacement should be considered as early as possible in the planning process, ideally when strategic workforce planning indicates that certain roles or profiles will no longer be relevant in the future. The sooner outplacement is initiated, the more time and scope an employee has to explore and find a new direction. Starting early increases the likelihood of a successful and positive transition.
In practice, we see that organisations which only turn to outplacement once a decision has already been finalised have less scope for a bespoke approach. Employees then feel taken by surprise, which slows down the process. Starting early does not mean that action has to be taken straight away, but it does mean that the options are already being explored and that the employee is involved in planning their own future at an early stage.
A good rule of thumb: as soon as strategic workforce planning indicates that a role or team will be structured differently in one to two years’ time, it is time to raise the possibility of outplacement. This ensures the process remains humane, respectful and effective.
How Nieuwkans helps with strategic workforce planning and outplacement
At Nieuwkans, we guide organisations and employees through the outplacement process in a personalised and bespoke manner. We link the objectives of strategic workforce planning directly to the employee’s individual career move. Our approach is always tailored to the individual and the situation; it is never a one-size-fits-all solution.
What we offer:
- A personalised outplacement programme, fully tailored to the employee’s needs
- Scientifically-based methods, including the BrainsFirst approach to identifying talents and behavioural preferences
- Guidance in the areas of career development, personal effectiveness and leadership
- Support for both employers and employees throughout the entire process
- Experience with a wide range of organisations, from large companies to local authorities
Would you like to know how we can support your organisation with outplacement as part of strategic workforce planning? Contact us and we’re happy to help you explore your options. If you’d like more information about career opportunities and development, please also take a look at Skillscapers.