| A redundancy support group is for colleagues who | | | | keep the agenda as loose as possible. The more |
| have been made redundant from an organisation | | | | "business" there is the less |
| at roughly the same time, although there is some | | | | opportunity will there be for personal |
| fluidity in that some people may join and others | | | | support.There is no model for how your group |
| leave over the lifespan of the group.Many of the | | | | might be shaped in terms of the topics it |
| difficulties people face having been made | | | | covers. In broad terms, there are three main |
| redundant are practical and | | | | categories:Job or career help, including |
| emotional. Peer support helps individuals to | | | | Contacts for networking |
| overcome both. The practical, in terms | | | | Suggestions and advice about CV or letters |
| of supporting each other through the change | | | | Looking out for possible opportunities for each |
| with advice or ideas, the emotional by | | | | other |
| helping people through the loneliness, loss of | | | | Helping each other to identify strengths and |
| confidence or motivation and, in | | | | weaknesses |
| some cases, anger. Emotional departure does not | | | | Suggesting creative ideas for career change |
| always happen at the same time | | | | Brainstorming specific agreed topics such as |
| as physical departure and the time lag can be | | | | "How can we get experience of new |
| difficult to cope with, causing a sense | | | | work"Practical support, including |
| of isolation and possibly strong feelings of need | | | | Tax and financial planning issues |
| for affiliation as well as rejection. | | | | Researching the best suppliers of equipment or |
| Being able to maintain the connection with the | | | | supplies |
| company through other leavers can | | | | Negotiating with the employer as a groupSocial |
| ease the transition.Peer pressure helps individuals | | | | and emotional support, including |
| to move forward - it is quite common for people | | | | Doing fun things together |
| to | | | | Helping with travel / holiday arrangements |
| lose their desire to get things done when there is | | | | Being a comfort when under stress |
| nobody around to encourage | | | | Instilling confidence or motivation when either are |
| them, or who rely on the outcome. At work we | | | | waningAgain, there are no recommendations for |
| are often motivated by our desire | | | | best practice in terms of the location of |
| not to let down colleagues or to appear unreliable. | | | | meetings. It comes down to what is most |
| Peer support provides for this | | | | practical for the majority of members. |
| function.The group can be made up of people in | | | | This might mean a regular fixed venue or |
| a range of ways. It may be open to any | | | | moving around. It could be members' |
| employees of an organisation that have been | | | | homes, a restaurant or bar, or some other public |
| made redundant or are facing | | | | space like a hotel or serviced |
| redundancy, people from a particular functional | | | | office.Case Study: the New Futures GroupThe |
| area within the company, or based | | | | New Futures Group was originally formed in early |
| on level of seniority. While some of the | | | | 2005 by seven senior |
| advantages of mutual understanding are | | | | managers at InterContinental Hotels in London. All |
| lost if a group comprises people from different | | | | took voluntary redundancy or |
| organisations, this situation still has | | | | were made redundant as part of a large |
| the potential to foster a valuable experience for | | | | re-organisation programme.The group was |
| the members.The pros and cons of each model | | | | essentially social in nature, typically meeting over |
| are:All Employees | | | | coffee or lunch. |
| Advantages | | | | The initial value to the members was to retain a |
| - Few people leaving | | | | social network, gain and share |
| - Small, tight knit organisationDisadvantages | | | | practical support and maintain their connection |
| - People with different needs and issues may not | | | | with the company. The group |
| be able to help each other wellFunctional group | | | | worked successfully because they shared values |
| Advantages | | | | and felt trusted and understood by |
| - People know each other well | | | | each other. This fostered individual motivation |
| - People understand each others' needs in terms | | | | and pressure to complete the tasks |
| of employment aspirationsDisadvantages | | | | that members set for themselves. It also |
| - May be competition for jobs therefore some | | | | provided opportunities to do fun things |
| tension | | | | together such as a rather unsuccessful car boot |
| - May lack the creativity that cross functional | | | | sale!The most obvious benefit was that rather |
| interaction brings | | | | than each person looking after their own |
| - May be a narrow skill set so some external | | | | issues in isolation, there were six other people |
| help may be needed for some | | | | thinking about them. This also |
| activities | | | | meant that people could use complementary skills |
| - Different levels of employee may have little in | | | | for their mutual benefit.The upshot was that each |
| common and senior people may | | | | person had easy access to each other's networks |
| be uncomfortable being as open with junior | | | | and |
| peopleSeniority Groups | | | | networking activity grew very quickly for each |
| Advantages | | | | member as a result. They also |
| - Common understanding of situation | | | | advised each other on CV design, application |
| - Cross pollination of expertise | | | | letters and interview technique. Those |
| - Openness and not too likely that there will be | | | | with IT skills trained the others where |
| competition for jobsDisadvantages | | | | necessary.Other examples of ways by which |
| - Groups of junior people would benefit from the | | | | members of the New Futures Group supported |
| greater experience and | | | | each other were:- Advice on purchasing business |
| contacts that may be derived from mixing with | | | | tools and supplies that had previously been |
| senior people (maybe in larger set | | | | provided by the company such as computers |
| up there is a possibility for matrix peer groups or | | | | and broadband, mobile phones,cars |
| just better to extend to outside | | | | and business cards.- Financial matters: |
| the group if required)There is no limit to group | | | | recommendations for IFA's, insurance, medical |
| size, although 6 - 10 appears to be optimal. Any | | | | cover, and |
| fewer | | | | sorting out pensions, tax and national insurance |
| and the benefits of shared tasks are reduced, | | | | details as well as state benefits.- Dealing with the |
| any more and it's harder for everyone | | | | company: The group members had common |
| to meet at the same time.Part of the purpose | | | | issues such as |
| of peer support is for the individuals to feel free | | | | what to do about their share options and |
| to talk openly | | | | obtaining various papers and documents. |
| about their feelings, and this may mean | | | | Rather than each person dealing with the |
| expressing anger about what has | | | | company on an individual basis, one |
| happened. I call this "bite-back". Bite-back cannot | | | | person would take on the responsibility to handle |
| happen easily if the initiative is | | | | the matters for everyone.- Recommending |
| seen as being started or supported by the | | | | recruiters and head-hunters.ConclusionsPeer group |
| organisation itself. It is therefore | | | | support is widely recognised as a valuable channel |
| important that support groups are formed | | | | for personal and |
| independently and employees join a | | | | professional development. As well as the benefits |
| group only if they want to. The only intervention | | | | of resource sharing, a trusting |
| the company might provide is | | | | group that has no obvious leader provides an |
| some information about such groups as part of | | | | environment that can be empowering |
| the overall support programme so | | | | for the individual.Members of the New Futures |
| that people can take them up if they want | | | | Group have been able to move through the |
| to.There is no optimum time for groups to start - | | | | career |
| it may be best to wait until people | | | | transition process with greater efficiency and |
| have finished work or as soon as they have | | | | vigour than many individuals would |
| been given notice. For some people, a | | | | have managed alone.While the ideal situation is for |
| break before beginning the process is required | | | | former colleagues to work together, it is possible |
| and these people may not want to | | | | to |
| do anything about their career transition for | | | | form a successful peer support group with |
| some time. For others, emotional | | | | people leaving different organisations. |
| support may be required regardless of whether | | | | Much of the benefit is still available and in the |
| or not they are ready to start the job | | | | absence of former colleagues to work |
| search.Meetings will benefit from regularity in | | | | with, it is recommended above working |
| order to foster and maintain momentum. | | | | alone.© Nick Gendler 2005Nick Gendler is the |
| Once a fortnight appears to work well - enough | | | | founder of Workjoy, a career and |
| time for individuals to make | | | | outplacement consultancy. Moyse (co-author) is |
| progress between meetings, yet not so far | | | | currently growing a consultancy |
| apart that the impetus is lost.The meetings are a | | | | business specialising in internal brand development |
| social occasion as well as for business. Make them | | | | and employee engagement. |
| relaxed and | | | | |