Redundancy - path to a new start

These days, no one seems to fire anyone. Employers rationalise their payroll, they retrench, they downsize and, increasingly, they “outplace’’.

Michelle Bentley, 51, is general manager of outplacement services firm Donington (SA).

She acknowledges she is leading a team in a rising industry unheard of at the time she entered the workforce.

Companies call on outplacement specialists for advice on letting people go and to prepare those individuals to find new jobs.

It is Ms Bentley’s responsibility to help retrenched workers at a time when they are feeling vulnerable and apprehensive about the future.

“They will be feeling mixed emotions that may involve being angry, upset, hurt, with a sense of loss of friendships, comfort and business relationships,’’ she says.

“We can provide the strength and help them map out from where they are now to where they could be or would like to be.

“We can assist them with the technical aspects of preparing themselves for the market but we also help with the emotional side.’’

Ms Bentley began her working life as a teacher, progressing to deputy and acting principal at Annesley College.

At the same time, she completed an MBA at the University of Adelaide, which she says whet her appetite for life beyond the school fence.

She left Annesley in 2003 and ran her own business in leadership and management development before taking a job at OzTrain, a training and development company.

In February, she was invited to join Donington (SA) as its general manager, overseeing career management and outplacement services.

She says her role is not to get the retrenched person another job but to position them to make good career choices.

Work with the outplaced person often begins as soon as the news has been delivered. A Donington consultant waits in an adjoining room to speak to the employee. Some are ready to explore their options but others are too upset to talk.

Support from Donington staff can range from a single meeting to several over a period of months.

Ms Bentley says it also is important managers know how to deliver the bad news. The message delivered is usually fairly brief and often scripted. She says it is best to be firm, with a softness to the voice but without apology.

She advises the use of the word “regret’’ instead.

“We can provide briefings to managers to get that process as right as we can,’’ she says.

“You don’t start talking about the weather or the footy. It’s about delivering the message as diplomatically and respectfully as you can.’’

Outplacement consultants are a discretionary expense and have been an evolving business for the past 15 to 20 years.

Up to 70 per cent of a company’s expenses can be tied up in staffing.

“If they need to make significant savings, that’s where organisations will look,’’ she says.

“It’s very hard to make savings by cutting back on stationery but reducing one employee can save many tens of thousands during tough times. People are our greatest asset but, unfortunately, they’re our greatest expense.’’

Ms Bentley says it can be money well spent to protect the employer’s brand. Maintaining the dignity and respect of the individual increases the chances of a good parting relationship with the employer.

“No manager or organisation enjoys or would take on, without necessity, to outplace someone,’’ she says. “Therefore, if one can part on optimal terms in difficult circumstances, that’s going to be advantageous. It’s about enhancing relationships and reputations.’’