The Value of Outplacement Coaching
What are the challenges of coaching in a redundancy situation? What are the responsibilities of outplacement coaching? Our coaches have experienced both sides of this challenging situation and understand the requirements of successful outplacement coaching
Sophia Taylor and Gayle Tong, Motion Learning coaches and specialists in outplacement work, recently discussed the issues involved.
Let’s start by thinking about how coaching fits within the outplacement process
ST – Coaching is so valuable at supporting the outplacement process. Engaging a coach enables the HR team and business to focus on their priorities. The HR team’s attention and resources are directed to moving the business forward and protecting it from any potential claims resulting from this process; ensuring a smooth, fair process, managing morale and communication (both internal and external).
As part of HR teams previously, my considerations around supporting the individual were always complex. Naturally in such an emotive process, there would be suspicion and concerns of impartiality on part of the affected employee.
An external coach can offer the objectivity needed to support these individuals, together with the confidentiality so crucial during this process.
GT – Yes, the coach provides a safe, unbiased place for the individual to explore all of the emotions they are experiencing, to have someone to help them objectively process their thinking and help them to get clarity on their way forward.
ST – We can be involved towards the end of the redundancy process at the time when the business is negotiating terms with the employee. At this point, a coach can offer support on leaving the business, during gardening leave and, if necessary, during the start of any new job.
I see it as the coach offering a bridging support.
What are the most important considerations for an organisation?
GT – I think every organisation wants an employee to leave on good terms. Surely it’s better for your colleague to say they’ve had a great experience rather than to only remember the redundancy process? It’s about still being there for them even though they aren’t employed anymore and also about supporting them as you have supported them throughout their employment.
ST – Inevitably the process itself and associated costs are a big consideration. In my HR roles I was concerned with ensuring a smooth, fair and procedurally accurate process, in order to protect the business. I was also identifying how I could best support those individuals affected - not only those leaving, but those staying and those managers having to make difficult decisions.
By the sound of it, you’re drawing upon your own HR experiences?
GT – I’ve been the manager having to deliver the news or part of the process. But I’ve also worked with those who are being made redundant as part of an HR team, when I’d work through some coaching with them to prepare them. I’d say this can be the most difficult position to be in because you are still employed and often there can be an agenda.
ST - During my HR career. I was involved in redundancies and my focus was both the business and the individual. My priority at that time was safeguarding the future of the business, whilst also acknowledging the enormous personal impact this had on the employee. My support for the employee included practical help i.e., CV revisions, looking at other roles within the business and structuring the redundancy package.
My experience as a Coach has enabled my focus to be entirely on the individual. I have been able to offer support throughout the whole process, initially offering a safe, calm space for thought and reflection and moving on to working through options for the future.
It’s like a Venn diagram:
HR in one circle, the Outplacement Coach in another and the cross over circle being the individual
GT – I’d agree. The external experience of coaching is much more positive because you have no agenda, its’ completely unbiased, neither of you work for the company anymore and whilst the organisation might have the individual’s best interests at heart by providing coaching there is no interference. The individual is able to be more honest and look objectively at what their next steps are or what options are available to them in a way they haven’t considered before.
As an outplacement coach, what do you see as our responsibility to our clients when providing outplacement services?
GT – The responsibility is to provide the safe, confidential and unbiased space for the individual to explore all of the emotions they are experiencing. But it is also reassuring the organisation that their ex-colleague is in safe hands and that they will get coaching that’s relevant and appropriate to that individual to help them move forward.
ST – Our responsibility is to offer a confidential, non-judgemental, safe, calm space for our coachees to be able to process their current circumstances. It’s to offer support through these transitions by acknowledging their emotions and moving them forward.
And what about the coachee, what do they need from us as coaches?
GT - It can be quite a daunting prospect working with someone who has lost their job. Often it’s taken personally and my experience is that you help an individual work through the change curve and to recognise and accept that all the emotions they are feeling are ok.
Sometimes individuals see it as an opportunity to do something different, they are glad to leave the environment they are in. By contrast others can be devastated and not know what’s next for them.
The coachee needs a champion as well as that confidential space to explore things.
ST – I think they need trust and reassurance. They are either going through or have been through a process which is complicated and represents an ending of some kind. There are a range of emotions that they may be going through from questioning their personal/professional identity, feeling lost, vulnerable or exposed and lacking direction. Alternatively they may be feeling elated that they can try something different. As a coach, it’s about acknowledging these feelings and offering the appropriate support. Whatever support they need, they need to know the space created by the coach is impartial, non-judgemental, safe, confidential and that they can trust their coach, so we are able to work together to move them forward.
Empathy, understanding and patience are critical.
This type of coaching may need some time spent supporting through the transition, before moving forward so it’s important not to rush and instead take the appropriate time acknowledging the ending before leaping into future possibilities. The process may need to start slowly, adjusting to the new set of circumstances so listening, being empathetic, calm, measured and flexible are important.
What does success look like and feel like for the coachee at the end of the outplacement coaching process?
GT – For the coachee it will be whatever their goal is – in some cases that has been to secure a new role in others it’s been to explore and manage the emotions of redundancy and get to what the coachee feels is a good place for them. For me as coach, it’s as simple as supporting them towards that goal.
Success will look different for each coachee.
ST – Some may say success is starting a new job, or receiving an offer for a job, or an interview for a new job going well. Some may say success is coming to terms with the process they have been through or regaining their self-identity. Some may say success is about increased self-awareness. It could be all manner of things. To me, the end of the process is when the coachee no longer needs my support, is confident with where they are and has a plan for moving forward that they are happy with - whatever that looks like!
If you’d like to find out more about our outplacement coaching, please give us a call on 07754 899621