Discover what best-practice management of employee redundancy looks like.
This month the last Ford rolled off the production line in Australia.
While the powerful global brand isn’t disappearing altogether, nor its status as a significant employer of Australians, by this time next year there will be no automotive manufacturing left in Australia from any of the mainstream car companies.
The brands will live on, but the employees that spent so many years working for these employers will be forced to manage career change. The challenge for the employees is the career changes they face were not of their choosing.
The automotive industry is not alone in dealing with this structural change. Many organisations across the Government and Private sector need to manage the impact of change for the entity and its employees.
The industry, and all levels of Government, have been incredibly empathetic towards the employees that work in automotive and have made major investments in support services, to ensure employees have the best opportunity for the next phases of their career.
In this month’s blog, we walk through the key areas of transition support Ford provided to ensure their employees could more effectively manage career change.
What does ‘good’ transition management look like?
Across the major car companies, each manufacturer has adopted a different approach to prepare their employees for transition.
Organisations find no joy managing employee redundancy, and across all manufacturers there is a clear intention to provide support for their, typically long serving, employees.
When it comes to best-practice transition management six core areas immediately come to mind. These include:
1. Career planning
2. Job searching
3. Financial advice
4. Re-training support
5. Development of employment networks
6. Building a Full Circle© network of employers seeking to employ industry employees with their specific skills
These are all valuable areas worthy of focus and are likely to assist an employee transition towards a new career. However, in our experience there are additional intangible factors which should be factored into transition support.
The difference between good and World-Class
The reason why we started this blog discussing Ford, is because they’re part of an industry recognising the significance of the closure decision and the difference between ‘good’ and ‘world-class’ employee redundancy management.
They understand there are many intangible factors which need to be factored into offering transition support which clearly addresses the needs of their employees.
There are eight offerings which separate good from World-Class. These include:
1. Preparing for and managing change
2. Managing salary expectations
3. Managing changes to working conditions
4. Preparing employees for a different way of working
5. Preparing employees to understand the needs of external employers
6. Building alternative communication skills
7. Building initiative skills
8. Development of a personal value proposition
Too many times we’ve seen these eight points be completely overlooked or disregarded by an organisation and its employees. Often, these skills are hard to define and measure, but the impact of incorporating this type of assistance into a transition plan can pay dividends in terms of sustainable new employment.
By focusing on both the immediately obvious and the softer skills involved in career transition, employees are given the best opportunity to take control over the next phase of their career, and make the best of the opportunity presented by a redundancy.
At Choice Career Services, we’ve supported hundreds of organisations better manage the human impact of change. We provide Ford with the support they required, and we’re excited to help any organisation better support employees during a career transition.
To help you better manage the human impact of change, please call us on 1800 823 213.