Transition Services: A Changing Perspective

EDIZEN is an organizational consulting practice committed to helping large organizations improve performance through strategic human capital management.


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In the lifecycle of talent management, how does your organization view outplacement and transition services? Is it seen as an optional expense or an essential investment? With increasing pressure on organizations to retain top talent, forward-looking organizations are changing their perspective.

In the early 1990’s when layoffs and restructuring were new to the corporate world, most organizations recognized the essential need to provide outplacement or transition services to affected employees.

Companies went to significant lengths to ease the transition for both those exiting and those remaining. The theme was “manage your own career,” but assistance was provided. Companies constructed well-thought out transition packages with various options from resume building to interview training.

Employees at all levels were given the opportunity to work with professional career specialists. When layoffs occurred, highly trained professionals were onsite to lend support during the dismissals.

In the early days of layoffs, companies made the investment because it supported an overall culture of loyalty and represented a tangible example of leadership values. Transition services were recognized as good for both business and the bottom line.

Fast forward to 2007. Downsizings have become so commonplace that headlines of major layoffs are daily fare. As a cost-cutting measure, the process of reorganization has become so streamlined that once essential elements such outsourcing and transition services have been all but eliminated. Now, even senior managers get little or no services on the way out. Average workers have come to be viewed as little more than numeric casualties.

Have organizations become immune to appreciating the human and emotional toll or the business benefit? Historically, companies understood the need to treat people well at all stages of employment – during recruitment, while they’re working, and as they leave. But pressures to meet short-term financial targets seem to have obscured the value of a long-term strategy to support the lifecycle of talent management.

The Case For Transition Services

Today, organizations are facing multiple challenges when it comes to retaining top talent – an impending tidal wave of employees eligible for retirement, the increasing use of outsourcing and on-demand workforces, and the realities of downsizings and organizational change. When employees leave an organization, whether voluntarily or involuntarily, transitions must be handled with the same care and concern as the candidate selection and hiring process.

Treating people well at all stages of employment is a long-term strategy. The relationship an organization has with outgoing employees is as important as the relationship it has with candidates and current employees. By thinking about the people who are leaving the organization and giving them access to meaningful and appropriate services, the organization is better able to maintain the performance level of those who are still there. You also are more likely to retain you top talent.

Organizations also need to recognize the difference between transition services and traditional outplacement. Like many industry segments, career services has changed and evolved to meet 21st century needs and realities. Transition services, which focus on helping individuals adjust to all types of changes in their career paths, have emerged as much more than simply outplacement. Modern outplacement solutions are Web-based and anonymous such as Monster.com. These services, while valuable to some employees, don’t compare to the one-on-one support needed to guide someone through transition.

The bottom line is that treating people well on the way out is not only good human relations – it’s also good business. When an organization provides transitioning employees with access to professional transition services, it sends a message to remaining employees that regardless of the reason for departure, every employee is valued.

So what can managers do to change the organizational perspective on the need for transition services? Here are a few ideas…

Conduct a solid analysis of your workforce demographics. A younger work force is more likely to care about resume development while older workers are likely to benefit more from information on career options. This will give you the perspective you need to understand the types of services you’ll need to help employees during times of transition.
Find out what’s available internally within the organization and externally from professional consultants. This will allow you to effectively advocate and ensure the right resources are available when they’re needed.
At times of transition, provide employees with access to experienced career coaches who can help with basic services such as interview training and offering personalized guidance on resume building and career options.
Help people develop a career change plan. Whether it a younger employee who is looking to change direction or a retiring baby boomer who wants to explore new entrepreneurial opportunities, people in transition need help to understand their options and connect with the resources they need.
Offer access to training and workshops to help people consider the life-change aspects of what happens after you retire or leave the organization. When you give people access to these resources, they not only appreciate them but also appreciate the value and support of the organization.

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