The satellite offices' move to new facilities took place against a high level of outplacement activity at The Ayers Group. According to Managing Director Terry Ebert, who heads Career Transition Services, activity was particularly high in the first and fourth quarters of 2002. During the course of the year, the firm undertook some unusual OP initiatives, a sampling of which follows.
Technology Enables Remote Counseling
The Norwalk office has been using the Online Career Center (OCC)—an interactive Web-based career transition tool available through Ayers and Career Partners International (CPI)—to provide outplacement counseling to more than 50 former employees of a Fairfield County company. The employees, released in two waves, are scattered across the U.S. and the client wanted all to receive the same level of service.
"Because the OCC allows us to extend our range of services to candidates wherever they have Internet access, it's ideal for situations such as this," says Senior Vice President Joan Learn. "It's not designed to replace the normal one-on-one relationship our consultants build with candidates but to serve as an enhancement. The content and process mirror those of our other outplacement programs but the effort is self-directed. Candidates receive a workbook published by Ayers and CPI and guidance from Ayers consultants. The OCC offers the advantages of being convenient and providing a broad information base when a candidate needs the flexibility of working from a remote location.
"Everyone's transition needs differ," she continues. "We typically see a great deal of interest in the OCC's assessment module, which helps candidates determine whether they're on the right career track and, for example, whether going into business on their own is right for them. If it's important to produce a resumé quickly, candidates can use the resume module and online guidance from a consultant to accomplish that. The responsibility is ultimately on the individual to use the tools we're offering, but we're there to help." The Norwalk office typically supports 50 to 75 candidates at a time through the OCC.
"It's an idea whose time has come," Ebert observes. "A significant percentage of the candidates we see have been through downsizing before and are already familiar with the process. They're accustomed to working online and have good computer setups at home. So they're comfortable using the tools the OCC offers and communicating with our consultants this way."
Partnership Provides Flexibility
Through its Parsippany office, The Ayers Group is currently involved in phase four of an outplacement project that began early in 2001 when a national telecommunications service provider began to downsize in local facilities. "It soon moved to second and third phases involving further reductions and numerous office closings in several regions," says Senior Vice President Bob Scumaci. "With hundreds of notifications going out almost simultaneously in so many locations, we needed help. So we called in partners from CPI.”
The first three waves of downsizing affected some 450 employees—ranging from the VP level to installers/technicians and office support staff—in more than 25 locations. The current phase involves another round of individual reductions. In New Jersey, the project involved group workshops as well as individual outplacement programs of up to six months. In a separate initiative, The Ayers Group provided executive coaching and team-building support to remaining employees through Joan Caruso and the OEC division.
"This project has been unusual in its size and geographic range," says Scumaci, whose office coordinates the involvement of 15 CPI firms and serves as the central client contact. "The CPI partnership has been critical for our delivery and success in this project, providing the flexibility to tailor services to meet local needs quickly."
A Positive Approach to Downsizing
When a major reorganization led a national chemical company to evaluate closing some of its New Jersey operations, the Ayers Princeton office took on an unusual assignment. "The client asked us to work with employees, who knew their jobs would be eliminated at some unspecified time in the future, and keep them in place until the actual closings—pretty much the opposite of what we usually do," says Senior Vice President Walter O'Neill.
The employees affected were primarily production workers but ranged from plant managers to lift-truck operators. Many spoke English as a second language. "There was a lot of hand-holding, but we were successful in encouraging most to accept the stay-on bonuses," he observes. "We also provided management with advice on how to negotiate with the union in one of the operations.”
The project began in September 2001, but as the plant closings approached in the second half of 2002, the Princeton team switched its focus to outplacement. "We worked with some 200 employees in small groups, on the job, teaching them how to prepare resumes, write letters, and so on," O'Neill continues. "We gave all the affected employees feedback on their communication skills based on the Forté Communications System. That process created a bond between our consultants and the employees and built a high level of trust. When the plants closed near year-end, they were ready to go out and find new jobs. Some have moved to new positions elsewhere in the company. We've continued to work with others as needed."
"Rather than worrying about what was going to happen or about how to deal with this very difficult job market—which would have had a negative impact on morale and productivity—employees received ongoing support," Ebert comments. "It was orderly and proactive—a wise way to approach the situation."