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Journal articles on the topic 'Outplacement services'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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1

ERTEMSİR, Esin, Derya ÇELİK, Özge KOBAK, and Zeynep Sinem NALBANTOĞLU. "A QUALITATIVE RESEARCH ON OUTPLACEMENT SERVICES." Kafkas Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 13, Kongre Özel Sayısı (June 16, 2022): 232–57. http://dx.doi.org/10.36543/kauiibfd.2022.ozelsayi11.

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Businesses that dismiss employees for corporate reasons such as downsizing, merger, restructuring, or individual reasons such as poor performance use the Outplacement Services to minimise the negative effects of this difficult process. In this setting, career counseling, job placement assistance, interview coaching etc. may be provided. In this study, interviews were performed with senior HR managers from six organizations in Turkey that provide outplacement either in-house or through consultancy firms. Business-level data were analyzed using theme analysis and qualitative descriptive analysis based on the literature. The results show that this practice turned into a routine HR process by half of the participants, and the other half utilized it systematically after mass layoffs during economic downturns. Outplacement is thought to improve the business image for both internal and external stakeholders. The duration of the service is kept more limited due to the high cost when taken from consultancy firms.

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2

Waraich, Sushmita Biswal, and Gopa Bhardwaj. "Workforce Reduction and the Need for Outplacement Services." Management and Labour Studies 28, no. 2 (May 2003): 141–52. http://dx.doi.org/10.1177/0258042x0302800203.

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Employee reduction due to reasons such as merger & acquisitions, restructuring etc. has become a reality now. So it is important to ensure that the victims are treated in a just way. This reduces the chances of the survivors, the remaining employees, to perceive the management as insensitive. Providing outplacement assistance for existing employees is a critical part of managing the transition process. Outplacement is a process through which the counsellor helps the concerned employee in engaging oneself with new opportunities and giving directions for the same. In other words, it is a career continuation programme, where the outplacement counsellor's help is taken to smoothen the transition from the last job to the next career. At the same time, it goes a long way in strengthening the organization — society interface, even during such unpleasant times.

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3

Dennis-Escoffier, Shirley. "IRS provides ruling on outplacement services." Journal of Corporate Accounting & Finance 4, no. 3 (1993): 391–96. http://dx.doi.org/10.1002/jcaf.3970040316.

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4

Neinas, Caryl C. "Outplacement Services for the Blue-collar Worker." Journal of Career Development 14, no. 2 (December 1987): 80–89. http://dx.doi.org/10.1177/089484538701400202.

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5

Neinas, Caryl C. "Outplacement services for the blue-collar worker." Journal of Career Development 14, no. 2 (December 1987): 80–89. http://dx.doi.org/10.1007/bf01354824.

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6

Rokjane, Baiba, and Vija Dislere. "OUTPLACEMENT MODEL FOR EMPLOYEES CAREER DEVELOPMENT PROMOTION." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 5 (May 20, 2020): 253. http://dx.doi.org/10.17770/sie2020vol5.4843.

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This article addresses the problem of providing career guidance to professionals who are expected to be made redundant. The aim of this thesis is to develop and to do expert-evaluation of the Outplacement Model for Employees Career Promotion (hereinafter referred to as “Model”). The study was developed in the Latvia University of Agriculture, the Institute of Education and Home Economics within the Master study programme Career Counsellor. An expert evaluation of the Model was carried out with the participation of 5 experts in the field of career counselling and personnel management. In general, expert assessments of the overall Model rating (7-9 points) are close to the maximum possible rating (10 points). The provision of Outplacement services in Latvia has a wide range of benefits to the employee, employer and society as a whole. The developed Model will help employees to become more aware of their abilities and return to the labour market soon, after leaving their previous job. The Model can be used by career guidance providers for organizations and employers, career counsellors, and companies providing outplacement services.

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7

Park, Kihong. "An Analysis of Employment Effects of Military Outplacement Services." Journal of Economic Studies 39, no. 2 (May 31, 2021): 259–77. http://dx.doi.org/10.30776/jes.39.2.13.

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8

Davy, Jeanette A., Joe S. Anderson, and Nicholas Dimarco. "Outcome comparisons of formal outplacement services and informal support." Human Resource Development Quarterly 6, no. 3 (1995): 275–88. http://dx.doi.org/10.1002/hrdq.3920060306.

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9

PAPALIA, ANTHONY S., SHEILA DAI, and PATRICK DEVINE. "An Educational and Industrial Partnership in the Delivery of Outplacement Services." Vocational Guidance Quarterly 34, no. 3 (March 1986): 197–203. http://dx.doi.org/10.1002/j.2164-585x.1986.tb01123.x.

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10

Tissot, Florian. "A migration industry for skilled migrants: the case of relocation services." Migration Letters 15, no. 4 (September 30, 2018): 545–59. http://dx.doi.org/10.33182/ml.v15i4.4.

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The aim of this article is to clarify the role of the organisations that support skilled migrants after a relocation, using the analytical concept of migration industry. The concept is used as a tool to explore the gap between the macro and the micro levels and by that stresses the crucial meso-level when it comes to conceptualizing (skilled) migration. I use 30 semi-directive interviews with skilled migrants and six interviews with key informants in the migration industry as a basis for the analysis, leading me to distinguish three main services at the heart of this industry. Each service is covered by distinct private actors: the basic needs of the family by relocation offices, the education of the children by international schools, and the careers of the partner by outplacement agencies.

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11

Gribble, Lynn, and Peter Miller. "Employees in Outplacement Services: Do They Really Get the Help That is Needed?" Australian Journal of Career Development 18, no. 3 (October 2009): 18–28. http://dx.doi.org/10.1177/103841620901800304.

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12

Noh, Chang Hyun, and Sang－Jin Oh. "The Impacts of Corporates’ Outplacement Services on Perceived Employability: Career Commitment and GRIT." Korean Business Education Review 38, no. 2 (April 30, 2023): 123–50. http://dx.doi.org/10.23839/kabe.2023.38.2.123.

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13

Hawthorn, Ruth. "Retraining, re-entering, rethinking: career guidance for older workers." Journal of the National Institute for Career Education and Counselling 20, no. 1 (June 1, 2008): 28–33. http://dx.doi.org/10.20856/jnicec.2006.

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The 2007 study by NICEC for CEDEFOP, Career Development at work – a review of career guidance to support people in employment, reported few examples of provision particularly targeted at employed people over the age of 50, although many services that are expressly for senior management, and many others offering outplacement advice, do see and help people in that age group. Other national and European studies (DfES, 2003 as an example of the former; Clayton et al., 2007 of the latter) suggest there are good services specially dedicated to unemployed older people. But older adults in the context of unemployment are regarded as a group with particular problems. The idea that people over 50 in employment might have rather different, but perfectly normal, needs in making plans about training and career progression, or making changes to have a more fulfilling balance between paid and unpaid work, has not been addressed until recently.

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14

De Battisti, Francesca, Silvia Gilardi, Elena Siletti, and Luca Solari. "Employability and mental health in dismissed workers: the contribution of lay-off justice and participation in outplacement services." Quality & Quantity 48, no. 3 (February 21, 2013): 1305–23. http://dx.doi.org/10.1007/s11135-013-9836-2.

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15

Kilcrease, Kelly M. "Outplacement services for displaced employees: attitudes of human resource managers based on differences in internal and external delivery." Journal of Employment Counseling 50, no. 1 (March 2013): 2–13. http://dx.doi.org/10.1002/j.2161-1920.2013.00020.x.

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16

Chang, Sug-In. "A Case Study on the Effect of Outplacement Services Program for Flexibility of Labor Market: Focused on the United States, Germany and Japan." Zeitschrift der Koreanisch-Deutschen Gesellschaft fuer Sozialwissenschaften 24, no. 3 (September 30, 2014): 159. http://dx.doi.org/10.19032/zkdgs.2014.09.24.3.159.

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17

Kychko, Іryna, and Maksym Zabashtanskyi. "BUSINESS STRUCTURE IN THE CONDITIONS OF THE DIGITAL ECONOMY: ECONOMIC AND SOCIAL EFFICIENCY." Problems and prospects of economics and management, no. 3(31) (2022): 7–18. http://dx.doi.org/10.25140/2411-5215-2022-3(31)-7-18.

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The latest methods of attracting personnel were studied, they include: screening, recruitment, preliminary training, outsourcing, outplacement, and leasing. It is stated that the newest methods of attracting personnel make it possible to form a database of potential candidates, close vacancies;attract additional labor resources; reduce the fee for maintaining full-time staff, attract, if necessary, temporary labor force, form a high motivation level to achieve success and self-realization; find additional opportunities to receive a high reward. Employers do not incurlarge costs related to labor costs, as they are only paid for the work performed. It is also emphasized that the use of the latest methods of attracting personnel has its drawbacks, namely: blocking possible promotion on the career ladder of full-time employees; increase in personnel turnover, deterioration of social and psychological climate, possible conflicts arise; reduction in the permanent staff of employees, a high level of responsibility for results and deadlines, risks of not being paid for the service provided due to the low level of legal regulation of this segment of the labor market, difficulties in finding orders, lack of social protection, decrease in the remuneration level of employees.It is determined that the criteria for the effectiveness of the personnel protection can be the overall efficiency of the company’s activities, namely: quality of produced goods and services provided, labor productivity of employees, readiness of personnel for innovations, profitable activity. It is noted thatit is advisable to use such indicators as a criterion for actual recruitment of personnel: search time, hiring time, source of hiring, number of candidates for the vacancy, attrition in the first year of hiring. It is determined that social efficiency assumes that as a result of attracting personnel to work at the company, the personnel is provided with a decent salary, necessary social services, implementation and development of individual abilities of employees take place, the schedule and level of the work intensity without risks for the employees’ bodies is observed, and a favorable social-psychological environment is maintained.

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18

Garaudel, Pierre, Rachel Beaujolin, Florent Noël, and Géraldine Schmidt. "Understanding the Pathways to Above-Mandatory Severance Pay When Downsizing: A Qualitative Comparative Analysis of 20 Cases in France." Articles 71, no. 1 (March 29, 2016): 80–108. http://dx.doi.org/10.7202/1035903ar.

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When it comes to negotiating over a collective dismissals plan, the French national legal framework explicitly encourages social partners to favour outplacement services over significant indemnity payments. However, significant above-mandatory redundancy payments are commonly granted to laid-off workers. Based on these factual observations, this article aims to identify the antecedent conditions, or, more precisely, the combinations of conditions, that lead to the granting of a large severance pay. We conducted a qualitative comparative analysis (Crisp set QCA) methodology applied to 20 monographs on downsizing operations that took place in France during the 2000s. The results show that above-mandatory severance payments are closely related to two major dimensions characterizing the economic and social context in which restructuring processes are carried out. The first one is about the balance of power prevailing between the company decisionmakers and the employees. This balance of power dimension is subsumed by two distinct conditions: the availability of financial resources and the presence of active unions. The second dimension relates to the moral and economic damages inflicted upon laid-off workers. This dimension is intrinsically connected to two downsizing process features, i.e. the perceived degree of legitimacy associated with the downsizing process and the degree of employability associated with the laid-off workers. Most notably, it appears that none of the identified conditions is sufficient by itself to induce the payment of a significant above-mandatory indemnity. However, some causal conditions may induce the outcome variable when they are combined with some specific other antecedent conditions. Thus, our research shows that the financial resource condition leads to the granting of an above-mandatory indemnity either in conjunction with a low degree of worker’s employability or in conjunction with both a weak perceived legitimacy of the restructuring process and the presence of active unions.

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19

Karfakis, Nikolaos, and George Kokkinidis. "On guilt and the depoliticization of downsizing practices." International Journal of Sociology and Social Policy 39, no. 1/2 (March 11, 2019): 156–80. http://dx.doi.org/10.1108/ijssp-06-2018-0100.

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Purpose The purpose of this paper is to provide a theoretical conceptualisation of guilt and the depoliticization of downsizing practices. The authors begin with a critical review of the relevant management literature aiming to establish the discursive normalization and individualization of (un)employment. The authors then use secondary sources to reflect on the downsizing process. A process that, as the authors argue, is distinguished into three separate but interconnected phases: corporate memos (phase 1), termination scripts (phase 2) and the role of outplacement services (phase 3). By examining this process, the aim is to point to the mechanisms through which downsizing practices are neutralized and depoliticized. Design/methodology/approach This is a conceptual work that provides a systematic overview of the existing management literature on downsizing and guilt. Use of other secondary sources (corporate memos and termination scripts) is also employed to draw links between the discursive normalization of downsizing as identified in the relevant literature and the specific organizational processes and practices implemented by corporations during downsizing. The authors identify common ideas and themes that cut across the relevant literature and the secondary sources and aim to offer a theoretical conceptualisation of guilt and the depoliticization of downsizing practices. Findings This paper argues that downsizing discourses and practices contribute to the feelings of personal responsibility and self-blame, reinforcing an individualistic understanding of work and unemployment that excludes more structural ones, and that it helps in reproducing the existing structures of power. Research limitations/implications The study recognizes that employees’ reactions are not only unpredictable but also constantly evolving, depending on personal and social circumstances. The authors also recognize that the work is based on secondary sources much of which talk about practices in US companies, and thus the authors are and should be cautious of generalizations. The authors hope, however, that the authors will encourage further empirical research, particularly among organization studies and critical management scholars, on downsizing practices and guilt. For the authors’ part, the authors have tried to offer a critical reflection on how guilt is produced through corporate discourses and practices, and the authors believe that further empirical investigation on the three phases of the downsizing process (as identified in our work) and the lived experience of (un)employment is needed. As corporate downsizing discourses and practices frame (un)employment in strictly individualist and behavioral terms, the authors wish to emphasize the need for further theoretical investigation and political contestation. The authors, therefore, hope that the work will contribute to the relevant literature on downsizing practices and open up the discussions around layoff policies and the structural conditions of (un)employment. Originality/value The paper shows that downsizing practices and feelings of guilt are strongly linked to and exemplify the “individualization” of social and political issues such as work and unemployment. The authors suggest that individualization signifies, in some sense, a retreat from organized collective resistance and mobilization based upon class and that the prevalence of the ideology of individualism (and its correlative, meritocracy), over alternative explanations and solutions to such public issues, helps in reproducing existing structures of power and inequity.

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20

Abuzar, Menaka A., and Julie Owen. "A community engaged dental curriculum: a rural Indigenous outplacement programme." Journal of Public Health Research 5, no. 1 (April 26, 2016). http://dx.doi.org/10.4081/jphr.2016.668.

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<em>Background</em>. Indigenous people worldwide suffer from poor oral health as compared to non-Indigenous citizens. One of the approaches to bring about improvement in Indigenous oral health is to enhance the service provision by implementing oral health outplacement programmes. A case study of such a programme for dental students in Australia reports how an educational institution can successfully engage with an Indigenous oral health service to provide learning experiences to the students as well as deliver much needed services to the community. <br /><em>Design and Methods.</em> The assessment of this ongoing outplacement programme over the period of 2008-14, based on students’ feedback, highlights some of the key beneficial outcomes. Students agreed that the Indigenous outplacement programme improved their understanding of Indigenous issues (mean ± SD: 4.10±0.8; 5 refers to strongly agree on 5-point scale) and increased the possibility that they will practise in Indigenous health (3.66±1.0). They were pleased with the assistance received by clinical supervisors and clinic staff at the Indigenous dental clinic (4.28±0.8). <br /><em>Conclusions</em>. This programme has demonstrated that structured student outplacements are valuable in building relations across cultures especially with Indigenous communities. It has also shown that university engagement with the public health sector can be beneficial to both institutions.

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21

Johst, Dana. "Angebot an Personaldienstleistungen in Deutschland. Eine theoretische und empirische Analyse / Supply of Personnel Services in Germany. A Theoretical and Empirical Analysis." Jahrbücher für Nationalökonomie und Statistik 220, no. 2 (January 1, 2000). http://dx.doi.org/10.1515/jbnst-2000-0204.

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ZusammenfassungAuf dem deutschen Markt für Personaldienstleistungen, wie z. B. Zeitarbeit, Personalberatung oder Outplacement, ist ein ständig wachsendes Angebot zu beobachten. Diese dynamische Entwicklung ist erklärungsbedürftig. In diesem Beitrag soll zunächst theoretisch begründet werden, warum Personaldienstleistungsunternehmen überhaupt als Institution entstehen. Darauf aufbauend werden Arbeitshypothesen für eine empirische Untersuchung des entsprechenden Marktes abgeleitet, welche die Vorteilhaftigkeit der Nutzung dieser Dienstleistungen für die Nachfrageseite - die Unternehmen - behaupten. Schließlich wird eine eigene empirische Untersuchung zum Angebotsspektrum und zur Leistungsfähigkeit von Personaldienstleistungsunternehmen präsentiert, mit der die Arbeitshypothesen geprüft werden.

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22

Hridin, Oleksandr. "GENERAL TRENDS AND PROSPECTIVE DIRECTIONS OF THE DEVELOPMENT OF THE RECRUITMENT SERVICES MARKET OF UKRAINE." Eastern Europe: economy, business and management, no. 1(42) (2024). http://dx.doi.org/10.32782/easterneurope.42-9.

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The article is devoted to the study of the problem of ensuring the development of the recruiting services market in Ukraine. It was noted that the majority of business entities in Ukraine are unable to perform the entire necessary set of prescribed procedures in the cycle of personnel selection, which requires the involvement of specialized recruiting agencies capable of performing personnel selection at a highly professional level and ensuring the desired final result for the enterprise. Formulated advantages of cooperation of domestic enterprises with recruiting agencies. It has been established that the most widespread recruiting services in Ukraine are: Recruitment, Executive Search, Headhunting, Personnel Leasing, Preliminary and Outplacement. An essential and meaningful description of the main recruiting services is provided and their main advantages and disadvantages are outlined. Basic pricing models used by recruiting agencies are considered. It was noted that the cost of personnel recruiting services in Ukraine varies in a very wide price range and depends on a number of aspects. The main stages of the recruiting process are established and the principles of providing recruiting services are given. It is noted that their strict observance is a key factor in ensuring the correct selection of candidates and creating a positive image of the enterprise. The main trends in the development of the recruiting services market in Ukraine have been studied. The key directions for improving the efficiency of recruiting activities have been identified. The essential advantages of digitization of recruiting are outlined. It is noted that in the modern business environment, where competition for talent is an extremely important element of the implementation of a success strategy, the involvement of recruiting agencies becomes a very relevant tool for supporting organizations in ensuring effective HR management. At the same time, the provision of various recruiting services becomes a critical component of the successful selection and retention of talent, and the involvement of recruiting agencies is an extremely important strategic initiative for organizations, which allows for effective personnel management in today’s extremely complex conditions.

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