Outplacement your people will actually use
A restructure is decided in the boardroom and experienced at a desk. The organisation owes the people leaving something more useful than a login to a portal, and the people staying are watching how it is handled. We provide the part of outplacement that employees actually need on the day they start looking: a professionally written CV, a profile that stands up online, and preparation for the interviews that follow.
For the people managing the process
Restructuring is rarely anyone’s main job. It arrives alongside everything else, on a legal timeline, with people you know on the list.
HR directors and heads of people
Running a section 189 process alongside a full role, needing a support offering that is credible with employees, defensible to the executive and simple to administer.
Executives closing a division or site
Where the commercial decision is made and the obligation is to close it properly, including for long-serving people who have not written a CV in 15 years.
HR consultancies and transition partners
Firms advising on the process who need a documentation partner behind them, working to their brand and their timeline rather than competing with them.
A portal is not support
Outplacement has a credibility problem, and most of it is earned. Employees are given a licence to a platform, a library of videos and a webinar, and the thing they actually needed was a document good enough to send.
The document is the bottleneck
Almost every exiting employee stalls in the same place. They cannot describe 12 years of work in two pages, they do not know what to leave out, and they will not apply until the CV feels right. Solve that first and the rest of the search moves.
Seniority is not one product
A general manager and a plant supervisor are leaving the same process and entering completely different markets. Handing both the same template is how a support programme gets quietly written off by everyone in the room.
The people staying are watching
How exits are handled sets what remaining employees believe about the organisation. That is a retention and employer brand question long before it is a goodwill question, and it is why the quality of the support matters more than the size of the catalogue.
What nobody can promise
No provider can promise anyone a role, and any that does should be read carefully. What can be promised is that every person leaving has documentation that represents them properly and knows how to use it. We are candid about that line with your employees, which is part of why they engage with it.
Four things each employee leaves with
A professionally written CV
Written by a professional from a structured intake with that individual, positioned for the roles they are realistically targeting and the market they are entering. Not a reformatted version of what they walked in with.
LinkedIn profile content
Headline, About section and role entries written to be applied to their own profile. We never ask for a password and never access an employee’s account. The content is theirs to paste in, with guidance on how.
Interview preparation
A written pack built on their own record: the questions their target roles attract, answer frameworks drawn from what they have actually done, and how to handle the retrenchment question without apology.
Senior exits, at executive standard
Where the process includes executives and senior managers, they are handled by the executive practice, with the positioning depth that level of search requires. Same engagement, same invoice, different standard of work.
Administered by us, not by your HR team
Brief and scope
Share headcount, the seniority mix and your consultation timeline. A consultant returns a scope, a per-employee quote and a schedule that fits the process.
Tiering and briefing
Employees are grouped by level so each receives work pitched correctly. Where the group is large, we run a briefing so people understand what they are being offered and how to use it.
Individual intake
Each employee completes their own intake in their own time. No scheduled calls to coordinate, no diary management landing back on HR. A consultant is available to anyone who prefers to talk.
Delivery and reporting
Documents go directly to each individual. You receive completion reporting at group level, so you can evidence the support without us disclosing what any individual said.
Available before the process concludes
Support offered at the point of notice is used. Support offered after the last working day frequently is not, because by then the person has already sent a hurried CV to 20 places. Where your consultation timeline allows it, we schedule intake so that people leave with finished documents rather than a voucher to redeem later.
Tell us the brief, and we will scope it
Share the headcount, the seniority mix and where you are in the process. A consultant returns a scope, a per-employee quote and a schedule that fits your consultation timeline.
Confidential by default
Restructuring is sensitive long before it is announced. Enquiries are handled by a consultant on the corporate desk, an NDA is available before anything is shared, and we do not disclose that an organisation is a client, during a process or after it.
Before you enquire
Is this outplacement?
Is there a minimum number of employees?
Do you guarantee that people find jobs?
How quickly can support be in place?
How is employee information protected?
Our people are at several sites, and some are not office based.
Can you advise on the section 189 process itself?
Senior exits also need a positioning argument
Where a restructure removes executives and senior managers, the market they enter is a search market rather than an advertised one. Executive Branding & Leadership Positioning covers the biography, board profile and public-facing documentation that level of transition calls for.