How best to measure Return on Investment (ROI) on the provision of outplacement support

HDA, with over 25 years' human capital and career consultancy experience throughout the UK and internationally, is a founder member of CareerNet International (CNI).

CareerNet International (CNI) is a network comprising leading outplacement and career management consultancies throughout Europe, the United States, South America, Asia and Australasia.

CNI meets every 4 months at a partner location to develop its international marketing strategy, and to agree quality expectations in respect of planned projects. In October 2007, HDA hosted the CNI Conference in London.

At the London Conference, some CNI members provided their recommendations on how best to measure Return on Investment (ROI) on the provision of outplacement support ñ a question which often arises for organisations with limited discretionary redundancy budgets:

Uwe Kern: CEO-SKP (Germany)
ï The return of investment is (measured by) the loyalty of the ësurvivorsí in the company

Bert Langerweij: Director-Van Ede (Netherlands)
ï Satisfied employees
ï Corporate Image
ï Speed of transition
ï Avoidance of legal battles

Gerry Sargent: SVP-Challenger (USA)
ï Retention of employees (climate of security)
ï Goodwill of community they support
ï Litigation avoidance

Rolf Enry: CEO-Trans-m-ag (Switzerland)
ï (Measured via) ëTime to landí
ï (Measured via) level of new job
ï (Measured via) feedback from candidate

Raimo Leppanen: Director ñ PIB Personnel (Finland)

ï Measured together with the corporate client in a discussion during and after the process Ö, client and corporate client satisfaction is the core measure

Federico Maracci: Senior Consultant-CB&A (Italy)

ï By a retention and turnover rate schedule which we give to our consumers to monitor their internal climateÖ

ï By demonstrating gains which reduce conflict with unions and employees

Clayton Glen: Director-HDA (UK)

ï Tactically - By providing outplacement support organisations create the opportunity for ëoptimal retentioní ñ retaining skills currently required in the short-term with a promise of future support. At the same time, employers gain a moral position, likely of be of benefit to the success of the consultation process, and it helps organisations to mitigate the risk of unfair dismissal claims by ësofteningí the leaving/transition process

ï Strategically - The provision of outplacement is likely to enhance the reputation or ëemployer brandí of the organisation for future key talent attraction ñ an attractive ëemployer brandí is increasingly viewed as of strategic importance during the current global talent shortage.

Via its CNI partners, HDA is able to seamlessly deliver large-scale global career transition and related projects, with HDA providing the central project management, client reporting and quality assurance relationship, whilst our international partners deliver career consultancy and related services, applying their knowledge of local markets.
In this regard, over the past 36 months, HDA has settled clients in a range of international locations, including the USA, Canada, Germany, France, Belgium, The Netherlands, Greece, Spain, Italy, Sweden, Australia, Turkey, Israel and South Africa.

HDA provides consultancy solutions in:
- Talent Management
- Career Transition