The Changing Outplacement Process: New Methods and Opportunities for Transition Management

By John L. Meyer; Carolyn C. Shadle | Go to book overview

5 Getting Terminated Employees Started

Trying to prevent termination trauma is a tremendous task.

John L. Meyer

Medical doctors frequently explain to their patients: "You should have come to me sooner! If only I could have observed these symptoms earlier, then many of your health problems could have been avoided."

Similarly, this chronemic element is important to OTR professionals who believe they could be more effective if their work began earlier. They, like doctors, have a grasp of the multidimensional aspects of the employee's problem, and they know the importance of an early start. As with the resolution of many health problems, the problems of outplacement, transition, and relocation can take considerable time, and it is important to get started early and under the best conditions.

It is like taking a trip that may involve constructing and crossing three bridges. At the beginning of the trip, the employee terminated from a corporation that has contracted for OTR services must cross the first bridge, one that is constructed of the working contractual relationship between the outplacement professional and the client. We described that relationship in Chapter 4. A second bridge is unique to the client-corporate OTR firm relationship. It is crossed when corporate managers consult with OTR professionals about termination meetings in which corporate managers are trained in the process of notifying employees of the termination. And a third bridge is the establishment of the important working relationship between the outplaced employee and the OTR counselor. 1

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The Changing Outplacement Process: New Methods and Opportunities for Transition Management
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Figures and Tables vii
  • Foreword ix
  • Preface xi
  • Acknowledgments xiii
  • Introduction xvii
  • Note xix
  • Part I The New Careerism 1
  • 1: The Turbulent World of Work 3
  • Notes 16
  • 2: When the Employee Is Outplaced 19
  • 3: The Ripple Effect 27
  • Part II The New Outplacement Process 41
  • Part II the New Outplacement Process 43
  • Notes 50
  • 5: Getting Terminated Employees Started 51
  • Notes 62
  • Career Decision Making 95
  • Notes 101
  • Notes 123
  • 13: Networking 131
  • Notes 143
  • 14: Employment Interviewing 145
  • Notes 167
  • Part III The OTR Process and Its Industry 169
  • Part III the Otr Process and Its Industry 171
  • Notes 183
  • 16: The New Otr Process and the New Careerism 185
  • Notes 196
  • Notes 199
  • Notes 221
  • Notes 221
  • 18: Challenges and Responses 225
  • 19: Choosing Wisely 247
  • Notes 263
  • Appendix A Historical Perspective 265
  • Notes 266
  • Appendix B Chronology of the Outplacement Profession 267
  • Appendix C Career Transition Resources 271
  • Appendix D Reemployment Act of 1994 275
  • Selected Bibliography 277
  • Index 283
  • About the Authors 291
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