Outplacement survey results 2013

Transcription

1 Outplacement survey results 2013 Greece

2 2013 Introduction 3 1. General Findings 4 2. Research Identity 6 - Methodology, sample of respondents & questionnaire - Demographic analysis - Demographic analysis of companies that offered Outplacewment during Results Analysis 10 - Knowledge & sources of information - End of collaboration & use of Outplacement - Selection of employees for Outplacement offer/influential factors - Selection of consultancy company - Satisfaction rate from Outplacement use during Perceived benefits of Outplacement - Future use & recommendation of Outplacement to other companies - Outplacement improvement suggestions 4. Comparative Analysis 2011 & Executive Summary Conclusion & Trends 24 2 Outplacement Survey 2013

3 introduction At Randstad Hellas we continue for 3rd consequent year our established annual survey on Outplacement exploring the evolution of the service over time. This project began in 2010 and enables us to monitor the experience for both, companies which offer Outplacement as part of the compensation package and also those which did not proceed with Outplacement offer. On the other hand, the Survey has become a tool that helps us explore future trends for the improvement and development of the service. Outplacement is currently established in several countries as one of the most essential benefits for companies departing employees, in case of collaboration endings. In Greece, this service began about 15 years ago as a benefit offered to a small number of people, selectively executives, while the last 10 years, its use has increased significantly and Outplacement offer applies to all employee working levels. Present survey explores the feedback of Outplacement use during 2012 but also the general views of professionals on this service. Through 2500 contacts in multinational and Greek companies operating in Greek market, we contacted executives in managerial positions with major influence on personnel management decisions, in order to formulate a comprehensive overview of Outplacement service representative of the Greek market. Outplacement Survey

4 general f indings 79% of professionals is familiar with Outplacement mainly through the presentation of the service from a consultancy company (69%). Significant percentage knows Outplacement from the internet (38%). 47% of companies has reduced staff in 2012 primarily as a result of an internal restructuring (8). Of these, 36% offered Outplacement in the overall compensation package. The remaining 64% did not offer Outplacement mainly due to reasons of company policy (4), cost (34%), and due to the offer of other benefits instead (22%). 9 of companies which offered Outplacement during 2012 were multinational and 7% Greek. 26% of these come from the pharmaceutical sector, 22% from industry / production and 19% from banking / financial sector. For companies which offered Outplacement, 67% offered it to all departing employees while 3 offered it selectively, taking into account primarily the individual s long-term collaboration with the company (8). The satisfaction rate on Outplacement use during 2012 gave an average of 7.4 / 10. Factors influencing positively or negatively professionals ratings were associated with the consultants professionalism and the overal effectiveness of the service. Trust to the consultancy company gained through references and reputation of the company (65%) and methodology of the program regardless of cost (4) were the main criteria by which companies chose the consultancy company to provide the service. Access to labor market opportunities (79%) and guidance that Outplacement participants receive on job search techniques (67%) are the most important elements in an Outplacement program. The same elements constitute the major benefits for the people who participate in Outplacement programs. Coorporate Social Image (86%) is the most important benefit that stands for the company sponsoring Outplacement. The facilitation of the end of collaboration process for the departing employees (68%) was identified as the second most important benefit. 4 Outplacement Survey 2013

5 1 good to know you The major benefit for the person participating in Outplacement is the access given to job opportunities (78%). The practical help at different stages of job search (68%) and psychological support (5) are the next important identified benefits. 40% of the total sample will offer Outplacement in the future, 5% will not include it in the severance package and 55% gave a possible answer. The main factor that will influence the final decision of future use of Outplacement seems to be amongst others, the cost of the service. 84% of those who used Outplacement in 2012 would choose it again in the future. Nobody gave a negative response while 16% answered possible. The decision for future use in this category is mainly influenced by the cost of the service (55%) and its effectiveness rated from previous use (41%). Of those who did not use Outplacement in 2012, 70% gave a possible answer for future use, whereas 2 answered positively and 9% negatively. Cost (64%) is the main factor that will influence the final decision in this category of respondents. 100% of professionals who used Outplacement in 2012 would recommend it to another company / colleague. Similar recommendation would be made by 97% of those who did not used it in 2012 while would not proceed to such recommendation. The increase of networking opportunities (20%) is the most important improvement suggestion for the professionals who used Outplacement in It is noteworthy that the same percentage had no improvement proposal for the service giving a very positive overall image. Similar percentage of professionals who did not offer Outplacement in 2012, had no improvement suggestions. Same percentage in this category of survey respondents proposed the dissemination of the service and its benefits as a primary factor which needs improvement. Outplacement Survey

6 research identity 2 Methodology Respondents The survey was conducted online during the period from 04/01/2013 to 21/06/2013 with a total sample of 311 professionals. Our respondents target group was senior executives who are directly involved with the end of collaboration process and with the final decision of benefits included in the compensation package. Our final total sample consists of professionals in positions of General & Financial Management, Human Resources Management (HR Directors & Managers). Additionally, responses come from professionals in managerial positions of other departments, eg Commercial Managers. Approximately 2,000 professionals of the Greek market were approached partners or not of Randstad Hellas company. Professionals were approached online, either via or through professional networking site LinkedIn, with the sole criterion being their position within the company. Questionnaire For the survey purposes a questionnaire numbering 15 total questions was used aiming to explore key issues on Outplacement such as: Knowledge and use of Outplacement services in the Greek market during 2012 The perceived benefits of the service not only for the person who participates but also for the company which offers the program Reasons of offering or not a service like Outplacement Improvement suggestions Degree of satisfaction of the service and factors which contributed to it The future trend for use and recommendation of the service Demographic Analysis The Outplacement survey was conducted by 311 executives. 72% filled in all the demographic data of the questionnaire. On the following graphs, a detailed description of respondents demographics is presented which reflects their position, sector of industry, company s profile, number of employees and company turnover. All information below is representative of the respondents status at the specific time of survey completion. 6 Outplacement Survey 2013

7 good to know you Respondent s Position General Manager 29% HR Manager 26% HR Director HR Officer 12% 1 Finance Manager Commercial/Business Development Manager 6% 6% Different Management position 3.5% Other 2% The largest percentage of the respondents held general management positions (29%). Large number of responses came from executives of the HR department (41%), while smaller number of finance & commercial professionals (6%). Company s Profile Greek Company (Located in Greece & Abroad) Greek Company (located only in Greece) 40% 56% of respondents worked in multinational companies and an another 40% in Greek companies located only in Greece. were Greek companies located both in Greece and abroad. Multinational Company 56% Headquarter Location 89% Athens / Attica Thessaloniki / Macedonia 4% 4% 0.5% Other city in Greece EU Country Country outside the EU 89% of companies were based in Athens or in the wider area of Attica. Fewer companies were based in Thessaloniki (4%), other companies within the EU & some of them in other cities within Greece. Outplacement Survey

8 research identity 2 Industry Industry/Production Trade (Retail/Consumer/Food) Services Banking/Finance IT & Telecommunications Pharmaceutical/Health Energy/Environment Transport/Warehousing/Logistics Entertainment/Tourism Education Media/Marketing /Publications Manufacturing Mineral oils & Chemicals Shipping 2% 1% 1% 1% 0.5% 0.5% 5% 8,5% 10% 12% 14% 18% 20% The largest percentage of participation came from professionals of the production/manufacturing industry (20%) and trade industry(18%). Significant persentages came also from various other sectors, such as services (14%), banking/ finance (12%), IT & telecomunications (10%), as well as pharmaceuticals/health (8,5%). Turnover 500m m m. 100m m. 50m m. 25m. - 50m. 5m. - 25m. < 5m. 6% 9% 13,5% 13,5% 1 19% 27% The majority of respondents came from companies with turnover up to 100 million euros (72,5%), with the highest percentage being companies with turnover ranging from 5 to 25 million euros (27%). Number of Employees % % < 50 5% 15% 18% 22% 27% The majority of respondents indicated a number of company s employees up to 250. Smaller percentages came from respondents working in companies with more than 250 employees. 8 Outplacement Survey 2013

9 good to know you demographic analysis of companies which offered Outplacement within 2012 Company s Profile Greek Company 7% 9 of the companies which offered Outplacement within 2012 were multinational and 7% Greek. Multinational Company 9 Turnover 500m. + 9% 250m m. 100m m. 50m m. 25m. - 50m. 5m. - 25m. < 5m. 6% 13,5% 13,5% 1 19% 27% The largest percentage of companies which offered Outplacement within 2012 noted a turnover of 5-25 million. Significant is also the percentage of companies with a turnover from 50 up to 100 million euros. Number of Employees % 6,5% 1 29% 35,5% The majority of companies which offfered Outplacement within 2012, had a number of employees up to 250 people with the highest percentage of them being noted in companies numbering employees (35,5%). < 50 1 Industry Pharmaceutical/Health Industry/Production Banking/Finance Trade Services IT& Telecommunications Transport/Warehousing/Logistics Energy/Enviromental 6% 16% 19% 22,5% 26% Most of the companies which offered Outplacement within 2012 came from the pharmaceutical (26%) and manufacturing (22,5%) industry. Significant percentages are indicated from the banking/finance (19%) & trade sectors (16%), whereas lower percentages from services (6%), IT & telecommunications (), transport () and energy (). Outplacement Survey

10 results 3 good to know you awareness & use of Outplacement Are you familiar with Outplacement programs? No, I am not 21% 8 out of 10 respondents are familiar with Outplacement. Yes, I am 79% Kindly choose the relevant source that you were informed about Outplacement. Presentation by Consultancy Company (HR company) Internet Friend / relative / acquaintance participated in the program Recommended from another company/ colleague who used it Press/Magazine/Industry magazine Participated in an Outplacement program as a candidate in the past Other 5% 4,5% 11% 17% 17% 38% 71% Mainly, awareness on Outplacement comes from presentations by consultancy companies (71%), while a significant percentage of respondents is informed through internet (38%). 17% is familiar with the service through a friend or acquaintance who participated in a similar program and the same percentage is aware of it as a recommendation by another company/colleague who used it. Smaller percentage is familiar with Outplacement from media (11%) while 5% knows it from personal experience as being an Outplacement participant in the past. 10 Outplacement Survey 2013

11 end of collaboration & Outplacement in compensation package During 2012, has your company proceeded in redundancies? No 5 Yes 47% 47% of the companies proceeded in redundancies during Did you offer Outplacement along with the compensation package? No 5 Yes 47% 36% of the companies which reduced staff, offered Outplacement wihin the total compensation package. Kindly indicate the reasons that led to employees redundancies. Organisational restructuring Position redundancy Employee resignation Department/ Branch closure Mergers & Acquisition 26% 31% 42% 8 Employees redundancies during 2012 were mainly a result of organisational restructuring (8). Other reasons indicated, were position redundancy (42%), employee resignation (31%) as well as department/ branch closure (26%). Other 2% Kindly indicate the most significant reasons for not offering Outplacement Company Policy Cost of service Other benefits offered Service rejected by Top Management Departing employee chose other benefits offered No trust to its effectiveness Other 4,5% 10% 16% 21% 34% 4 In cases where Outplacement was not offered, company policy (4) and cost of service (34%) were the most important reasons. The proposal of other benefits (21%) and the service rejected by top board management (16%) were additional reasons for not offering Outplacement. Last but not least, the departing employee s choice to prefer other benefits instead (10%) and the lack of trust to its effectiveness (), were less reported reasons for not offering Outplacement. Outplacement Survey

12 selection of individuals 3 67% of companies offered Outplacement to all departing employees, while 3 selected specific employees mainly based on the long term cooperation with the company (8). Did you offer Outplacement to all departing employees? 67% of companies offered Outplacement to all departing employees, while 3 selected employees according to specific criteria. No 3 Yes 67% The main factor that affected the selection of employees, who were offered Outplacement, was long-term collaboration with the company (8). Smaller but important percentages were indicated to factors such as the individual s difficulty in finding a new job, due to specialty (3), seniority of the position (3) and age (25%). Some less important factors were indicated, such as the difficulty in finding a new job due to personality reasons (17%), as well as due to employee s own request to participate in the program expressed during the redundancy process (8%). Factors that influenced the decision of offering Outplacement to specific employees Long Term Collaboration with the company Difficulty in finding a new job, due to specialty Seniority of position Age of emloyee Difficulty in finding a new job, due to personality Employee's own request during redundancy process 8% 17% 25% Outplacement Survey 2013

13 good to know you selecting a consultancy company The main criteria used in the selection of the consultancy company was the element of Trust, gained through references and reputation of the consultancy company (65%), and the program methodology regardless of its cost (4). The most important factors that influenced the final decision in selecting the consultancy company were; trust gained through recommendations and reputation of the company (65%) and methodology of the program regardless of cost (4). A significant percentage came from criteria, such as previous collaboration with the specific company in other services (30%), choice under Global Agreement (27%) and lower cost of service (27%). Kindly indicate the factors which influenced the decision in selecting the consultancy company (Outplacement provider) (choose up to 3) Trust (recommendations, reputation) 65% Program methodology, regardless of cost 4 Cooperation with specific consultants in other services Service chosen under Global Agreement Lower cost of service 27% 27% 30% Other Outplacement Survey

14 Outplacement satisfaction 3 Satisfaction rating on Outplacement use within 2012 gave an average of 7,4/10. Related factors to the positive and negative evaluation of Outplacement use are consultants professionalism and effectiveness of the service measured by results of finding a new job. A scale from one to ten was used in order to measure the satisfaction rate from Outplacement use, where one stands for not at all satisfied and ten for completely satisfied. An average given rating of 7.42/10 highlighted an overall positive satisfaction rate. Influential factors in satisfaction rate The factors which influenced the Outplacement satisfaction during 2012 are shown below. This question is based on a qualitative analysis of respondents answers. Consultants Professionalism Effectiveness in Job Hunting practices Program Methodology Reporting Program Acceptance/feedback from participants Repositioning Time + What was the factor that satisfied/ dissatisfied you during the program? In 2012 Outplacement program s evaluation, it appears that the most important factor that influenced respondents rating is the professionalism of consultants followed by the effectiveness and the methodology of the program. These three factors were reported in both positive and negative evaluations of the Outplacement program. Evaluation was also influenced positively by the reporting process to the company which offered Outplacement related to participants progress, the program acceptance and overall feedback from participants and the time of repositioning. Outplacement program s short duration was amongst the factors that influenced negatively program s evaluation. Lack of Consultants Professionalism Inefficient Job Hunting practices Insufficient Program Methodology Short Duration 14 Outplacement Survey 2013

15 good to know you perceived benefits & successful components of Outplacement Important components of an Outplacement program The most important factors of Outplacement s methodology, contributing to its success are access to job opportunities (79%) and job search exercises (67%). While, tailor made programs adjusted to participant s needs (49%), emotional support (46%) along with information provided on labor market and business environment are the following most important factors, team workshops come last with a percentage of 8%. From the following factors, kindly choose the most important ones contributing to its success (choose up to 3) Access to job opportunities Job search Exercises (CV preparation, job hunting etc.) Tailor made programs adjusted to participant needs Emotional support Information on labor market & business enviroment Participation in team workshops 8% 32% 49% 46% 67% 79% Benefits for the company sponsoring Outplacement The most important benefit for the company offering Outplacement is related to Company s Social Responsibility (86%) and second comes the facilitation of the redundancy process to its departing employees (68.5%). Far less attention seems to be given to reduce of litigation risks (19%). From the following factors, kindly choose the most important benefits of the company that offers Outplacement (choose up to 3) Corporate Social Responsibility Facilitating the redundancy process for the departing employees Facilitating the overall redundancy process 56% 68,5% 86% Reduces potential risk of litigation 19% Benefits for the individual participating in Outplacement The most important benefits for the departing employees participating in Outplacement are the provided access to job opportunities (78%) and the job search exercises (68%). Emotional support is the third identified benefit (5) whereas lower importance is given to participant s self-assessment and goal setting procedures (33.5%). Information provided on the current labor market and business environment comes last with a percentage of 29%. From the following factors, kindly choose the most important benefits for the departing employees participating in Outplacement program (choose up to 3) Access to Job Opportunities Job Search exercises Emotional Support Opportunity for Self-Assessment & Goal achievement Advice on labour market trends & conditions 33.5% 29% 5 68% 78% Outplacement Survey

16 future use & recommendation of Outplacement to others 3 Future use of Outplacement Almost 8 out of 10 respondents who used Outplacement during 2012 would use it again in the future. From them, none responded negatively whereas 2 out of 10 would possibly use it. From the respondents who had not used Outplacement during 2012, but had redundancies, 7 out of 10 would possibly use it in the future, while 2 gave a positive response and 1 answered negatively. Factors which influence future use of Outplacement The question about Outplacement s future use was further explored as to the factors that would influence such decision. The following analysis is based on open-ended questions where the final answers are categorized after qualitative analysis of comments. The analysis is given in three stages representing three different sample categories: a) the total sample of participants who is familiar with Outplacement, b) those who offered Outplacement in 2012 and c) those who did not offer Outplacement in Would you offer Outplacement in case of future redundancies? 84% 16% Yes No Maybe 2 7% 70% Use of Outplacement within 2012 No use of Outplacement within 2012 What would influence your decision as per the future use of the service? a) Total Sample b) Companies that offered Outplacement during 2012 Cost 54% Consultants Experience & Expertise 11% Cost 55% Labour Market Conditions Profile of departing employee Company Policy/ Management Decision 8% 6,5% 6,5% Service effectiveness Feedback of previous Outplacement participants 18% 41% Total number of layoffs 6,5% Conditions/ Trends of labour market 11% Consultants References Program's Methodology Feedback from Previous Outplacement Participants Redundancy/ Layoffs reasons 6% 2,5% 1,5% Departing employee's profile Program methodology Total number of lay-offs 7% 7% 4% Departing empoyee's own will to participate 1,5% The majority of respondents has indicated the cost of the service (54%) as the most important factor in the future decision of using Outplacement. Other factors that may influence the decision of future use, but on a much lower importance are the effectiveness of the service (11%) and the current market conditions (8%). For respondents who used Outplacement in 2012, the cost (55%) and the effectiveness of the service estimated by its previous use (41%) are the key factors that would influence the decision of using Outplacement again in the future. 16 Outplacement Survey 2013

17 good to know you 100% of professionals who used Outplacement within 2012 would recomend it to others. Same recommendation would be given by 97% of professionals who have not offered Outplacement within c) Companies that did not offered Outplacement during 2012 Cost Company Policy/ Management Decision Total number of layoffs Departing empoyee's own will to participate Service effectiveness Market Conditions Departing employee's profile 11% 10% 6,5% 6,5% 64% For companies which did not use Outplacement in 2012, cost has a much greater importance in the final decision of using Outplacement in the future (64%). Other factors with less indicated importance are company decision (11%) and total number of lay-offs (10%). Methodology of the program Feedback of previous Outplacement 2,5% Redundancy/ Lay-offs reasons 1,5% Would you recommend Outplacement to other companies? 100% Ναι Όχι 97% Recommendation of Outplacement to others 100% of the respondents who offered Outplacement during 2012 would recommend it to others and 97% of the ones who did not use the service within 2012 would also proceed to such recommendation. The remaining would not proceed to a similar recommendation. Χρήση εντός 2012 Μη Χρήση εντός 2012 Outplacement Survey

18 Outplacement improvement suggestions 3 The increase of networking opportunities is one of the most important suggestions of professionals who offered Outplacement within For the ones who did not offer Outplacement within 2012, the education of the market in terms of Outplacement and its benefits is the most important improvement suggestion. In order to gain a better understanding on respondents opinion on Outplacement, as far as it concerns its potential future use, its recommendation to other companies, and their views on their experience with the service, we noted their improvement suggestions on the service. The following analysis is based on open-ended questions where final answers are categorized after qualitative analysis of comments. The analysis is given in three stages representing 3 different sample categories: a) the total sample of respondents who is familiar with Outplacement, b) those who offered Outplacement in 2012 and c) those who did not offer Outplacement in Total sample The largest percentage (35%) had no improvement suggestions on Outplacement. Significant proportion noted the need to educate the market on Outplacement service and its benefits (15%) while a percentage of 14% felt that a more tailor made individual program approach is needed. Cost reduction was the following significant suggestion for improvement (11%). What are your improvement suggestions on Outplacement? No need for improvement Educate labor market on Outplacement and its benefits Tailor made individual programs Reduction of service's cost Participants' Networking with other companies Elements of Methodology Hands on support in job search Consultants Experience & Expertise Progress report to Outplacement sponsor 2% 2% 6% 6% 9% 11% 15% 14% 35% 18 Outplacement Survey 2013

19 good to know you Outplacement Improvement Suggestions (use in 2012) Large percentage of respondents who used Outplacement during 2012 mentioned there is no need for improving the service (20%), while the same percentage recognized the need for more networking with other companies as the most important improvement suggestion. A tailor made individual program (1) and improving some elements in methodology are the following improvement suggestions for this category. What are your improvement suggestions on Outplacement? No need for improvement Participants' Networking with other companies Tailor made individual programs Elements of Methodology Hands on support in job search Educate labor market on Outplacement and its benefits Reduction of the program's cost Consultants Experience & Expertise Progress report to Outplacement sponsor 7% 7% 7% 10% % 20% Outplacement Improvement Suggestions (no use in 2012) A large percentage of respondents who did not use Outplacement during 2012 had no improvement suggestions for the service while the same percentage (24%) recognized the need to educate the labor market & companies on Outplacement service and its benefits as the strongest improvement suggestion, surpassing the suggestion for lower cost of the service (16%). What are your improvement suggestions on Outplacement? No need for improvement Educate labor market on Outplacement and its benefits 24% 24% Reduction of service's cost 16% Elements of Methodology 11% I am not aware 9% Participants' Networking with other companies Hands on support in job search 7% 7% Tailor made individual programs 5% Outplacement Survey

20 comparative analysis: The selection of random sample of the population in each of Randstad Outplacement Surveys enables us to provide a general comparative analysis between years of data aiming mostly to explore the different trends and developments of the service over time. Awareness & Use of Outplacement The results in this area are similar to last years results when it comes to professionals who are familiar with the service. Specifically, it seems that approximately 8 out of 10 professionals are familiar with the service, while 3 out of 10 companies on average have used it the past two years. Outplacement introduction Presentation of Outplacement by a consultancy company holds steady in first place amongst the sources of information. It is noteworthy that while in 2011 the participation of a relative or a friend in an Outplacement program held a very small percentage in this area, in 2012 shows a notable increase. Reasons for not offering Outplacement The factors which influence the decision of not offering Outplacement seem to be similar amongst the two years. The final decision seems to be mostly affected by cost which is specifically associated either with the rejection of the service by General Management or with the offer of other benefits to the departing employee. Important criteria for the choice of employees to offer the program The long-term collaboration with the company is the main factor influencing the selection of specific employees to offer an Outplacement program. On a comparative analysis, it is important to highlight that while in 2011 the difficulty of the individual to find a new job due to specialty was not affecting the selection decision in 2012 it appears as one of the most important factors. Also, age seems to have influenced much more the selection decision in 2012 than Outplacement Survey 2013

21 4 good to know you Important criteria in selecting the consultancy company (Outplacement provider) The cost of the Outplacement program seems to be the least important factor when selecting the consultancy company to provide Outplacement. On the contrary, the experience, expertise and reputation of the consultants are the key factors in the final decision. Satisfaction rate after use of Outplacement The satisfaction rate from previous Outplacement use seem to have an overall positive image across the two years (average 7.3 / 10). In both years, the professionalism of the consultants, the methodology and the effectiveness of the program are the most important factors in the final evaluation. It is notable that factors such as personalized programs, cost and quality balance which influenced the satisfaction rate in 2011 were not reported for 2012; instead, two new factors emerged which are the positive acceptance/ feedback by the participants and the fast turnaround on finding their new job. Important elements of Outplacement programs Access to job opportunities remains the most important element of the service across years. Equally important remain elements of psychological support and customized approach. Future use and recommendation of Outplacement A rising percentage is indicated across years in companies motivation to use Outplacement in the future for both companies who have used it or not in the past. In both categories nearly 100% of executives would recommend it to other companies and colleagues. Suggestions for improvement Compared to 2011, the need for networking and personalized approach leads us to the main suggestions for improvement by those who have used Outplacement. Cost reduction was reported much less than previous years while alternative development of methodology was one of the most important improvement suggestions. In the case where Outplacement was not previously used, the extended education of the market on Outplacement and its benefits remains one of the main suggestions for improvement besides the cost reduction. Outplacement Survey

22 executive summary The established research of Randstad Hellas on Outplacement programs is addressed at senior executives who operate in the Greek market and explores their views on Outplacement, in addition to their exposure to the service itself. Current research was conducted during the second quarter of 2013 for the third consecutive year, with 311 participants from various sectors. Main criterion in selecting our targeted survey respondents was the position within the company as our survey is addressed to executives who are directly involved in the final decision of offering or not a service like Outplacement as a benefit of the exit package. We explored their awareness and views on their experience of using Outplacement during 2012, in addition to their expectations, perceived benefits of the service, satisfaction level and their own improvement suggestions. Through our survey results we notice that the majority of the executives are aware of Outplacement as a benefit, nevertheless Outplacement use itself is consistently low in our survey results. By analyzing the improvement suggestions made by companies which did not use Outplacement during 2012, we see that the cause can likely be found to the lack of solid knowledge of the service and its benefits which leads to the decreased use of the service, in addition to its cost. The first cause applies in both Senior Management executives but also to the departing employees who are unaware of the service. In this case when Outplacement is offered as an option between other benefits the departing employees will choose other benefits instead or when not offered at all the lack of knowledge leads to the non-negotiation of the program within the total compensation package. 22 Outplacement Survey 2013

23 5 good to know you We can also point out that in the case of companies that used Outplacement during 2012, the cost reduction is one of the least important improvement suggestions. Significant suggestions were made for wider networking between the individual and the companies, in addition to the need for even more customized programs that can meet the needs of different individuals. Regarding the profile of the companies that offered Outplacement in 2012, it seems to be mainly multinational companies which used Outplacement for reasons of Corporate Social Image and facilitation of the job termination process. In the final decision of selecting the Outplacement provider, companies choice was based on their trust in the consultancy company that was gained through references from others or from previous collaboration regardless of cost. The overall experience of Outplacement use during 2012 was rated positively and was affected by factors such as professionalism of consultants, effectiveness and methodology of the program. As per the intention to use the service in the future, almost all executives would choose to use it, particularly taking into account its cost. Separating the companies that used or not Outplacement during 2012, the first category would take into account in the future decision the effectiveness of the service rated from previous use while for the second category cost would weight much more the final decision followed by the final approval of the top management. Outplacement Survey

24 conclusions & trends Outplacement service is known in most companies operating in the Greek market through presentations of the service from consultancy firms, web and through the actual participation in a program of a relative or friend. The last factor is indicative of the growing trend of the service while in the last two years it appears amongst the sources of knowledge along with the factor of the personal participation in an Outplacement program. As a human-centered service, Outplacement is known and appreciated by companies although its use seems to be affected by issues of cost which is directly linked to the final decision to offer or not the program taken by the Top Management. HR executives support the offer of the service to departing employees however the final offer seems to find as an obstacle the approval of Top Management. The education and spread of the service and its benefits to companies not only due to redundancy periods is of crucial importance as a constant line of communication between consultants and market that will boost the service option from substantial knowledge of benefits. For companies that have used Outplacement the factor of cost seems to be offset by other factors mainly related to the efficiency and quality of 24 Outplacement Survey 2013

25 6 good to know you methodology. The experience of consultants, effectiveness of previous use of the service and the qualitative methodology which covers a personalized tailor made approach to the departed employees are very important factors that justify the relationship between cost and offer of the service. In addition, the possibility for a tailor made approach of service where it can be adjusted to different individual needs and specialties along with the experience and specialization of consultants indicates that Outplacement can be offered across a wide range of positions and not only to executives as it in some cases perceived. The future trend for use and recommendation of the service shows that most companies prefer to include it in their policy or recommend it to other colleagues/companies as a human-centered approach. The main criteria that favor the decision for final Outplacement offer are associated with the experience of consultants, cost, qualitative methodology and the effectiveness of the service. Outplacement Survey

26

27 Randstad Hellas Outplacement team The HR Solutions team at Randstad Hellas offers a range of Outplacement programs which are tailored made to the needs of each client and participant. As a leading practice in Greece, we have gained solid expertise with participants from all industries and at all levels. Our dedicated Outplacement team is formed by experienced and skilled Outplacement specialists who have handled during the past few years more than 1500 individual Outplacement programs with an average placement ratio of approximately 70% and given satisfaction ratings from both Outplacement participants and clients ranging between 86% to 90%. Our mission is to ensure quality and professionalism to our corporate clients, to our Outplacement participants as well as to the remaining personnel within companies. Outplacement Survey

28 our prof ile Randstad is a Fortune 500 company and specializes in solutions in the field of flexible work and human resources services. Our services range from regular temporary staffing and permanent placement to inhouse, professionals, search & selection, and HR Solutions (outplacement & coaching). The Randstad Group is one of the leading HR services providers in the world with top three positions in Argentina, Belgium & Luxembourg, Canada, Chile, France, Germany, Greece, India, Mexico, the Netherlands, Poland, Portugal, Spain, Switzerland, and the United States as well as major positions in Australia, Japan and the UK. End 2012 Randstad had approximately 28,700 corporate employees and around 4,700 branches and inhouse locations in 40 countries around the world. Randstad generated a revenue of 17.1 billion in Randstad was founded in 1960 and is headquartered in Diemen, the Netherlands. Randstad Holding nv is listed on the NYSE Euronext Amsterdam, where options for stocks in Randstad are also traded. Good To Know You Randstad Hellas - Κεντρικά Γραφεία T: Φ: Ε: randstad@randstad.gr Randstad Θεσσαλονίκη T: Φ: E: thessaloniki@randstad.gr