I recently supported someone through an outplacement process that reminded me how easy it is to underestimate what this work involves.
In theory, outplacement services should be fairly straightforward: update the CV, prepare for interviews and help someone begin looking for their next role.
In reality, people do not always arrive ready to leap enthusiastically into a job search.
When workplace change is not your choice – what we sometimes call “forced-choice” change – there can be disappointment, anger, uncertainty, financial worry and a real knock to confidence and self-esteem. Change comes with a mix of emotions at the best of times, and forced change rarely happens during the best of times.
Some people want to get moving immediately. Others need time to work out what they think and how they feel – to process what has just happened. Good outplacement support needs to make room for the individual rather than try to follow a formula.
A job is rarely only a pay packet. It can also provide routine, identity, friendships, purpose and a place where someone feels known and useful. When a role ends unexpectedly, several of those things can disappear at once.
Good outplacement should begin with a conversation rather than a CV template. What has happened? How does the person feel about it? What have they enjoyed in their work? What are they good at? What do they want more of next time, what would they change, and what will they not be sorry to leave behind? And, importantly, what do they most want and need from the process.
The answers are not always obvious.
Someone may have worked for the same organisation for years, or even decades, and not had to think about how they present themselves in the employment market. They may know their job extremely well but struggle to explain their strengths. They may have a perfectly good CV to describe what they ‘can’ do, without really having a clear idea what they ‘want’ to do.
Occasionally, people going through change may also be wary of the process itself, which is understandable. When a significant decision has already been made about someone’s working life, they may be reluctant to trust another process connected to their employer. Being clear about confidentiality and independence matters. People need to know they have somewhere they can speak honestly without feeling they are still being assessed or judged.
An outplacement service should help return some choice to the person.
That might mean exploring a similar role elsewhere. It might mean looking at contracting, retraining, self-employment or a change of direction. Sometimes the first useful step is simply helping someone recognise that their skills are more transferable than they realised.
Only then does the practical work really begin, which might include:
- Clarifying the types of roles and workplaces that would suit them
- Updating a CV or LinkedIn profile
- Preparing for interviews
- Planning a realistic job search
- Identifying useful contacts and networks
- Understanding salary expectations and the current market
- Working out how to explain the change to future employers
One piece of advice I often come back to is not to apply for everything simply because it is available. Job searching can quickly become a numbers exercise, particularly when someone is anxious. But repeatedly applying for roles they would never genuinely want can create more rejection without creating much progress.
It is usually more useful to pause, read widely and notice what actually appeals. Job titles can be misleading. The work, environment, leadership and values often matter much more.
It is also important to recognise that support cannot be forced. We, as HR Consultants, can provide tools, feedback, encouragement and practical help. The individual still has to decide when and how they are ready to use it.
Progress will therefore look different for different people. For one person, it may be a new job. For another, it may be a clearer CV, more confidence in interviews or a better understanding of what they want next. Sometimes progress is simply moving from feeling completely overwhelmed to identifying one manageable next step.
Outplacement also matters beyond the person who is leaving.
Employees notice how their colleagues are treated during difficult periods. The organisation may have sound commercial reasons for change, but people will still judge its values by how respectfully the process is handled.
Thoughtful support will not make a difficult decision painless. It can, however, show that the person still matters even though their role no longer exists.
Managers may need help too.
Delivering difficult news to someone you know and respect is not easy. Managers may need support to prepare for the conversation, respond appropriately to emotion and communicate clearly with the wider team afterwards.
When done well, outplacement should combine a safe place to think with practical help to move forward. It should meet people where they are, rather than where we think they ought to be.
I am always happy to talk with organisations considering outplacement support, whether you are planning for possible change, currently working through a process or simply unsure what meaningful support could look like for the people affected.
Because how an organisation upholds the mana of people facing forced change says something important about its own mana too.
👤 About the Author
Sam Blakemore is an HR Consultant with Bishop Associates, providing practical, trusted support to organisations as an external HR Manager and business partner. With more than 14 years’ experience across manufacturing, infrastructure, technical and unionised environments, Sam works with leaders on employee relations, performance management, organisational change, restructures, policy development, outplacement and day-to-day people matters. Known for her calm, down-to-earth approach, she helps organisations navigate complex workplace situations with clarity, empathy and sound commercial judgement.