Turning Former Employeesinto Brand Ambassadors

CREATING ALUMNI:

A PUBLICATION BY:

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The relationship between employees and employers has changed dramatically in recent

\HDUV��,Q�WRGD\¶V�HFRQRPLF�FOLPDWH��+XPDQ�5HVRXUFHV�OHDGHUV�VLW�LQ�WKH�GLI¿FXOW�SRVLWLRQ�RI�balancing the need to attract and retain top talent with the reality that, at any time, there

could be a strategic shift in business focus and some employees – even top talent – may

be laid off.

While turning former employees into supportive alumni has always been a good business

practice, with the ability of employees to share their opinions publicly on social media has

made this practice critical. It’s vital to foster a positive relationship, even with employees

who leave the organization when their positions are eliminated.

Because of this new reality, businesses are beginning to think differently about how they

treat and transition their employees. Those employees who leave an organization today,

whether by choice or due to a layoff, may very likely become customers, partners or even

boomerang employees. Businesses must consider their former and transitioning employees

as alumni and continue to foster that relationship.

This mindset must begin early in the employee life cycle and continue even after the

employee has left the organization. Creating a culture based on loyalty, trust and mutual

respect will ensure that when employees leave the organization they will be less likely

to leave angry and resentful. In a best-case scenario, they may even be appreciative of

the relationship. They will be more than former employees; they will be alumni – and

brand ambassadors.

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Building and Protecting the Employer Brand

One of the biggest concerns among corporate executives today is that their companies

have strong employer brands. To help ensure that the best people want to work for them,

PDQ\�FRPSDQLHV�DUH�GHYRWLQJ�VLJQL¿FDQW�WLPH��PRQH\�DQG�DWWHQWLRQ�WR�WKRVH�HIIRUWV�

%XW�HYHQ�WKH�EHVW�UXQ�FRPSDQLHV�ZLWK�WKH�EHVW�HPSOR\HU�EUDQGV�¿QG�WKHPVHOYHV�restructuring and eliminating positions – events that put their brands at risk. In this era of

VRFLDO�PHGLD��HPSOR\HHV��HVSHFLDOO\�GHSDUWLQJ�HPSOR\HHV��FDQ�KDYH�D�VLJQL¿FDQW�LPSDFW�RQ�an employer brand.

These days, when there is a layoff, the world knows quickly – even in real-time – that it’s

happening and how it’s going. If the organization doesn’t treat its employees well during

that layoff, the impacted employees – and perhaps some “staying” employees – are going

to post their experiences on Glassdoor, Twitter, Facebook and LinkedIn, creating the kinds

of reviews that every HR leader dreads.

How can organizations prevent this from happening? How can they create brand

ambassadors out of their transitioning employees? How can they create a situation in

which the reviews on social media sites show understanding, even appreciation?

“I was disappointed to be one of the individuals impacted by the reorganization, but I understand the business decision and I’m appreciative of the support

the company is providing me as I move forward.”

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Five Ways to Create Brand Ambassadors

At some point after a downsizing event, an organization will want to hire again, possibly

soon. During a restructuring, it may mean eliminating positions while at the same time

KLULQJ�LQ�DQRWKHU�VNLOO�VHW�LQ�DQRWKHU�DUHD��7KLV�FUHDWHV�WKH�GLI¿FXOW�VLWXDWLRQ�RI�KDYLQJ�WR�continue to attract talent even as it is making those changes.

The last thing the organization needs in this scenario is for the departing employees to

publicly announce that they are displeased with the way their transitions were handled.

How do managers build a high level of loyalty and trust in their workforces? We have

LGHQWL¿HG�¿YH�WKLQJV�WKH\�FDQ�GR�WR�KHOS�FUHDWH�WKH�NLQG�RI�HQYLURQPHQW�WKDW�IRVWHUV�DOXPQL�who will bolster brands and help position organizations for long-term success.

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Creating Alumni: Build a Culture of Empowerment and Transparency

When companies are clear about their goals – and transparency about those goals comes

IURP�WKH�WRS�±�HPSOR\HHV�IHHO�HPSRZHUHG��7KH\�DUH�PRUH�FRQ¿GHQW�LQ�ZKDW�WKH\¶UH�GRLQJ��feel more valued by the organization, and feel trusted.

CEOs should be encouraged to hold regular all-hands meetings and to be truly transparent

with employees regarding the state of the organization and his or her goals for the

future. With this as a guide, the door is opened for managers to do the same. They can

sit down with their own teams, be open and honest about their own goals, and have frank

conversations about what they need from each team member in order for those goals to

be achieved.

Sales organizations are especially strong in this regard. The goals for heads of sales

XVXDOO\�DUH�YHU\�WDQJLEOH�DQG�TXDQWL¿DEOH��6DOHV�RUJDQL]DWLRQV�FDQ�EUHDN�GRZQ�WKHLU�JRDOV�and divide the responsibility for achieving them among the members of the team: “Here’s

what you can do to help me.”

Every department can take a lesson from the way sales communicates and sets goals.

Managers can be asked to quantify: “This is what I want to accomplish this year, and this

is how each of you can help me achieve that goal.” Employees are empowered to take

ownership of their contributions. That opens doors for communication, gives all levels

of employees a sense of responsibility for the success of the organization, and bolsters

feelings of belonging.

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Transparency, honesty, and responsibility all help employees feel trusted. And when

employees feel trusted, they will be more likely to trust the decisions made in the name of

the organization’s overall best interests.

• Employees who trust are open and honest about what they need to accomplish the

goals that management has set out to achieve.

• Employees who trust – especially when they are not micromanaged – feel

empowered to help reach shared goals.

• Employees who trust are loyal to their managers and the organization while they

work there and even afterward.

:KHQ�WKHUH�LV�WUDQVSDUHQF\�DQG�WUXVW��GLI¿FXOW�GHFLVLRQV�DUH�HDVLHU�WR�DQQRXQFH��:KHQ�GLI¿FXOW�PHVVDJHV�DUH�FRPPXQLFDWHG��VXFK�DV�HOLPLQDWLRQ�RI�SRVLWLRQV�RU�HYHQ�D�ODUJH�downsizing event, employees are more likely to understand the motivating factors that

led to the decision. Even if they don’t like the situation, it is less likely that they will foster

resentment and anger toward the organization – even when one of the eliminated positions

is their own.

After a downsizing event takes place, steps should be taken to ensure that employees

who have not been impacted are brought up to speed and given the opportunity to ask

questions and share concerns. CEOs should be encouraged to hold an all-hands meeting

as soon as possible after the event to make sure that the message is consistent across the

organization. This will continue to foster that trust has been built.

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Creating Alumni: Facilitate Mobility

Alerting employees to opportunities within the organization improves retention and builds

employee loyalty. This practice helps employees feel like the organization truly cares about

them and their career development.

Fostering internal mobility allows teams to communicate and collaborate more effectively.

By increasing the knowledge base of one employee, management also increases the

knowledge base of the team to which that employee belongs--which increases the

knowledge base of the organization as a whole.

One way to begin facilitating mobility in a simple, nonthreatening way is to encourage

QHWZRUNLQJ�DPRQJ�HPSOR\HHV��2IWHQ��SHRSOH�¿QG�WKHPVHOYHV�LQ�VLORV�DQG�GRQ¶W�communicate with co-workers outside their teams. Employees should be encouraged to

engage with others across team lines and should know when there are opportunities that

might give them a chance to learn something new. It’s possible to create simple ways for

employees to access open positions within the organization.

Managers may want to conduct a review of policies around employees pursuing new

SRVLWLRQV�ZLWKLQ�WKH�RUJDQL]DWLRQ��0DQ\�FRPSDQLHV�PDNH�LW�VR�GLI¿FXOW�WR�ORRN�IRU�QHZ�opportunities internally that employees feel it is simply easier to leave the company. An

inability to facilitate internal mobility can cost employers dearly – from six to 24 months of

the employee’s salary, according to various estimates.

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Internal mobility is an important aspect of career management; and having a formal career

management solution in place sends a clear message to employees: “We know that career

development is important to you and therefore it is important to us.”

Career management programs give the leadership insights into which employees are

interested in making moves--which gives management the ability to entice talent to stay

with the company while shedding light on the skills and knowledge that already exist within

the organization.

In a restructuring scenario, having a complete understanding of the knowledge base and

skill sets of all employees can help management redeploy individuals into open positions

where their skills are a match. Having a strong internal mobility program in place leads

to strong redeployment decisions and can result in fewer layoffs than would have been

necessary otherwise. This reduces expenses related to severance, recruiting and training,

while preserving morale.

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Creating Alumni: Prioritize Redeployment Before and During a Restructuring Event

When a large organization restructures, it can eliminate positions in one division at the

same time it hires in another. But because various parts of such an organization can

operate in silos, a division that is hiring may not be aware that, on the other side of the

company, there are talented people now available for key positions.

Taking those people whose positions are being eliminated from one part of the

company and placing them in the open positions in another area reduces both severance

and recruiting costs.

Making those money-saving – and potentially career-saving – transitions happen requires

that an organization review the talent pool company-wide to make certain that people

are in the right jobs. As the need for a restructuring nears, that data can be used to help

redeploy top performers into positions where the organization has greater needs.

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Of course, it is best if decisions about restructuring are made before layoffs; however, as

they are happening, it is important to educate employees about open positions in other

areas of the company and to encourage employees to pursue them.

Some organizations require employees to have a certain score on their most recent

performance review to be considered for redeployment. At other companies, everyone who

has been laid off is given a list of open jobs or encouraged to pursue open jobs within the

organization.

A key consideration in redeployment is when to involve the employee in the process as

LW�LV�YLWDO�WR�PDLQWDLQ�FRQ¿GHQWLDOLW\�LQ�SUHSDUDWLRQV�IRU�D�UHGXFWLRQ�LQ�IRUFH��%XW�ZKLOH�the conversations often have to wait, the information-gathering should begin as soon as

possible and continue on an ongoing basis.

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Creating Alumni: Communicate Authentically During the Event7KH�GD\�VRPHRQH�¿QGV�RXW�KLV�RU�KHU�MRE�LV�EHLQJ�HOLPLQDWHG�W\SLFDOO\�LV�D�YHU\�HPRWLRQDO�RQH��,Q�RQH�RQ�RQH�QRWL¿FDWLRQ�FRQYHUVDWLRQV��LW�LV�LPSRUWDQW�IRU�PDQDJHUV�WR�NHHS�WKH�employee’s feelings in mind. They need to deliver the news quickly but with compassion,

and they need to be compassionate without commiserating.

Any manager who must inform an employee about the elimination of his or her position

should be trained in how to deliver the message tactfully while also presenting the

business case for the decision.

Transitioning employees should be given room to absorb this information, and then their

manager should verbally communicate all of the information that they require regarding

next steps. A packet of paper should be considered a supplement, not a replacement for

communication.

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Some organizations have moved away from one-on-one conversations. In one large

downsizing event, employees were told their positions were being eliminated and also

given a packet with basic information. Included in it was notice of an all-day information

VHVVLRQ�WR�EH�KHOG�VHYHUDO�GD\V�ODWHU��$ERXW����SHUFHQW�RI�WKH�SHRSOH�ZKR�KDG�EHHQ�QRWL¿HG�VKRZHG�XS�IRU�WKLV�HYHQW��ZKLFK�RIIHUHG�VHVVLRQV�RQ�EHQH¿WV��&2%5$��VHYHUDQFH�DQG�401(k) rollovers.

Not every company can rent out a hotel conference room, but this was a great example

of clearly and continually communicating to people about how they were going to be

supported during their transition.

In this particular case, instead of venting anger at the company, employees said things

like, “While I’m obviously very disappointed that my job was eliminated, I understand why

it happened, and if it had to happen, they certainly are doing everything they can to take

care of us.”

It is that kind of attitude that makes for loyal alumni, brand advocates, and good word of

mouth. Every company should strive to foster this response in employees who are leaving

their organization.

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Creating Alumni: Provide Assistance in the Transition

At many companies, management works hard to build loyalty in employees. That is loyalty

that needs to be preserved even during reductions in the workforce.

Employees whose positions are being eliminated should be treated with dignity and

respect. Whenever possible, they should be provided assistance with the transition,

LQFOXGLQJ�D�VHYHUDQFH�SDFNDJH�WKDW�ZLOO�KHOS�WKHP�EULGJH�WKH�JDS�¿QDQFLDOO\�DV�WKH\�ORRN�for new roles. They deserve an outplacement program that will be valuable and effective in

facilitating a smooth and quick transition.

$W�VRPH�SRLQW�GXULQJ�WKH�QRWL¿FDWLRQ�SURFHVV�HPSOR\HHV�VKRXOG�EH�WROG�LI�WKH\�DUH�HOLJLEOH�for rehire, and if there may be a need for certain kinds of skills in the future. They should

be encouraged to keep in touch as well as be provided with a way to access open positions.

Keeping that door open can go a long way towards preserving loyalty, protecting the

employer brand, and keeping the company’s talent pipeline full of quality job candidates.

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Before planning a reduction in force, it is important to make certain that the organization’s

RXWSODFHPHQW�VROXWLRQ�¿WV�WKH�QHHGV�RI�WRGD\¶V�MRE�VHHNHU��QR�PDWWHU�WKHLU�OHYHO�LQ�WKH�organization.

The solution should be laser-focused on today’s job market and provide services that focus

RQ�KHOSLQJ�HPSOR\HHV�¿JXUH�RXW�WKHLU�QH[W�EHVW�VWHSV��DQG�WKHQ�KHOS�WKHP�WR�ODQG�QHZ�opportunities as quickly as possible. This goal can be accomplished through a proactive

coaching program, technology that connects employees to new opportunities, and services

that help employees brand themselves appropriately. This includes a new resume and help

with networking and social media.

7KLQJV�DUH�YHU\��YHU\�GLIIHUHQW�WKDQ�WKH\�ZHUH�HYHQ�¿YH�\HDUV�DJR��7KH�MRE�VHDUFK�KDV�changed, and it’s important to have a transition solution that can help employees through

that process.

Employees in transition care about one thing: a new job. An outplacement solution should

as well. Providers should be focused on results and proud of the results that they achieve.

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About RiseSmartRiseSmart is a leader in enterprise career management solutions that drive

employee engagement, improve retention, and burnish employer brands. Through

its employee-centric career-management platform, RiseSmart Compass, and its

results-oriented outplacement solution, RiseSmart Transition, RiseSmart helps

high-performing organizations successfully cultivate passionate, engaged employees

and loyal alumni ambassadors.

7KH�¿YH�VWUDWHJLHV�RXWOLQHG�KHUH�ZLOO�KHOS�EXLOG�DQ�HQJDJHG�DQG�OR\DO�ZRUNIRUFH��$QG�VKRXOG�an organization need to engage in a reduction in force, that reduction can be undertaken

with the knowledge that the brand will emerge undiminished.

Building an organization of loyal, trusting employees takes time and commitment. But

that investment pays tangible dividends. Among them are former employees who consider

themselves alumni and act as brand ambassadors.