Hi Jens, I thought os does personnel development. It would be a bit cynical to consider "downsizing" as personnel development, wouldn't it?
Jens: Downsizing has negative connotations, that's true. But the culture of a company is particularly evident in such difficult phases, e.g. in the way it deals with the people affected by downsizing. We see downsizing as an important element of personnel development. The company also has a great deal of responsibility on the way out. In addition, such a drastic, intensive change affects all employees, not just those directly affected by the downsizing. The services offered to support staff reductions usually relate to the legal aspects and the establishment of transfer companies. Our focus is different: downsizing is both a burden and an opportunity for a system. Negative emotions, rumors, the formation of camps and enemy stereotypes can cause lasting damage to the corporate culture. This also radiates outwards: employer attractiveness can suffer enormously here. Everyone who leaves the company is also a multiplier for the company's image. However, if redundancies are handled fairly, transparently and openly, this can also have a positive effect in the long term. It's not just about the quick execution of a rational decision, but above all about understanding the people and their emotions as the core of the staff reduction process. After all, these people have contributed to the company's success in the past. They deserve to be treated with respect.
What exactly do you do? What formats are there?
Jens: It is important to look at the entire downsizing process and to combine consulting, coaching and training formats in a customer-specific way. Before the reduction in headcount, the MT and the works council should discuss what an appreciative reduction in headcount actually looks like. Then it's also about qualifications. One example is our training format for managers on conducting severance interviews, but workshops and training courses can also be used to sharpen understanding of the course of change processes. In downsizing, the main focus is on supporting and coaching those directly affected, e.g. processing the severance message, finding a new direction, identifying personal strengths, etc.
We also train internal change facilitators who can take on important tasks in such processes, e.g. in providing information and advice for the reorientation. However, it must always be borne in mind that internal employees are part of the system. Working in an outplacement context can be stigmatizing for internal employees. It is important to look very carefully at how internal and external consultants divide up the work.
We have a specific format for teams that lose employees due to downsizing, i.e. that have to reorganize themselves after downsizing, that offers much more than just professional and structural reorganization. Downsizing always generates a lot of fears and emotions, which we address in this workshop.
Difficult question: what is your most important indicator of success in this area?
Jens: There are indeed indicators, but they are distinct from indicators such as speed of implementation. In these processes, we measure, for example, the acceptance of redundancy decisions, the number of complaints, confidence, mood and motivation - in other words, the emotional impact of our support. Apart from the measurements, we create platforms, such as dialog rounds, where very open discussions can take place and which can be evaluated using voting tools.
A special case in your offer is the accompaniment of "voluntary downsizing". That sounds pretty unrealistic. Who would leave voluntarily?
Jens:: ...but it's a huge issue for many companies that employ civil servants, for example, or want to structure staff reductions using attractive exit models, such as severance payments or retirement models. This is a completely different situation. This is not about implementing a decision made by the company, but about discussing options for changing jobs or leaving on a voluntary basis. The main focus here is on future prospects, personal motives and life planning - very individual support and advice that has many coaching elements. By the way: 50% of our staff reduction assignments take place in the context of voluntary redundancies. We have almost 20 years of experience in this area, particularly with companies that employ civil servants or have agreed long-term job security.
Are there any customer testimonials? What do customers say who are supported by offstandards in downsizing?
Jens: Employees directly affected by downsizing appreciate the opportunity to reorient themselves without pressure and that they have neutral support in us that is not driven by the rapid realization of cost savings. Successful advice on downsizing only works through credibility and openness. Customer feedback confirms that we have great strengths in this area.
I always remember the feedback from one of the participants from the training sessions I held with managers to prepare them for their role in downsizing. He came to me after the training, thanked me for the day and said: "I have now understood all aspects of my management job. Separation talks are also part of it. And I have therefore decided that I no longer want to be a manager. He then decided to pursue a specialist career. I was very pleased with this feedback, despite all the consternation. Training can't do more than that.
What is special about the trainers/consultants who implement this product?
Jens: We have a very experienced team of consultants and trainers here. This work is not for beginners. When we are integrated into downsizing projects, we often find a charged, polarized atmosphere. It takes a lot of experience and a very clear understanding of our role to be effective in such a situation. In the larger projects, we ensure an intensive exchange between the consultants through appropriate project structures at offstandards. This also includes joint supervision, for example.
What conditions does the customer need in order for your support to work optimally?
Jens: The customer should not see us as vicarious agents who use subtle methods to cut costs. It must be clear that downsizing is an investment in people who will no longer be part of the company in the future. We sometimes come up against a very short-term, efficiency-oriented perspective. That's why an intensive clarification of the assignment is extremely important, especially for staff reduction projects. Of course, the timing of our integration is also crucial to success. The earlier we are on board, the more credible we can act. If we are brought in as a "fire department" or "fig leaf", it becomes very difficult. There are also requests that only relate to our advisors conducting separation interviews. We have a clear position on this: we do not provide "management replacement services" because we are firmly convinced that this would permanently damage the corporate culture. The opportunity to develop as a company, manager and employee in a critical situation would then be lost.
Thank you Jens.