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Individual Outplacement
Differences that everyone notices - how consultancy services enhance your profile
| Consultancy components | What goes wrong when support is lacking | Successful outcomes with outplacement consultancy |
|---|---|---|
| Comprehensive analysis of knowledge, talents, experience, know-how, strengths and preferences | Work experience from way back, dormant talents and unused strengths are disregarded in the application process while the significance of qualifications and knowledge is underestimated | The entire spectrum of personal and professional abilities, strengths and potentials are identified, analysed, compiled, structured and formulated. |
| Quality of the applications folder | The documents are formally correct but lack the personal touch and the right message - they do not grab the reader's attention. | Expertise, experience and achievements are presented clearly, concisely and make their mark. The documentation is designed with the target company in mind. |
| Clarification of professional and personal goals | Life goals are often hazy and not incorporated into career plans. As a result, objectives and interests conflict in the medium term. | Professional and private goals are established, clearly formulated and prioritised. Professional and private plans converge as far as possible to form a harmonious overall picture. |
| Identifying suitable future positions | Professional goals are derived directly from past events ; applications are usually submitted for similar types of job. | Using creative techniques, new, suitable and promising professional options are identified that match the personality and capabilities of the client, and which are in line with professional aspirations and targets. |
| Exploiting the potentials of the employment market | Only reactive searches are conducted on the open job market via the Internet and print media, occasionally using headhunters. | A higher success rate is achieved through proactive searching on the entire job market, including the hidden job market; active use of national and international networks, recruiters and headhunters; active job research by SKP. |
| Written applications | The application submitted does not meet the requirements of the advertised position, the rationale is often unclear, while the text is too long and poorly structured. | Applications deal concisely and objectively with the requirements of the advertised position and benefit from professional design, clear wording with a precise and convincing description of personal attributes and skills. |
| Interview | The interview suffers from poor preparation, shaky and unfocused presentation and little feeling for impact (use of voice, facial expression and body language). The applicant falls into tactical interview traps. | The applicant has practised job interviews with video analysis, can answer key questions precisely and present motivation and skills convincingly. He/she knows the interview traps, can cope with interview stress and assumes the role of a problem-solver rather than applicant. |
| Settling-in/induction period | The new staff member is insecure in dealings with political constellations and in coping with the challenges of people management and new tasks | Integration coaching can be provided if needed over the first 100 days in the new job to secure rapid acceptance by new colleagues and quick, concrete results |
For further information about our products have a look at our brochures in the download area.
