Outplacement: the professional support for career transition

Outplacement is a service that employers offer their dismissed employees to support them in their career transition. Traditionally, these programs aim to support those affected in their search for new employment. However, they can also be used as a stepping stone to self-employment. These programs usually offer:

• An in-depth career balance with skills assessment
• Training to develop new skills.
• Personal advice and support
• Resources for finding a job or setting up your own business

Why choose entrepreneurship?

There are several factors that motivate those affected by redundancy to opt for self-employment:

• Desire for autonomy: After working for a company, some people aspire to be their own boss and have more control over their professional life.
• Fulfillment of a dream: Redundancy can be seen as an opportunity to realize a long-awaited project of self-employment.
• Valorization of expertise: Some professionals choose to use their experience and expertise to develop their self-employment.
• Adapting to the job market: Faced with a sometimes difficult job market, self-employment is a viable alternative.
• Search for meaning: Starting your own business can meet the need to give your professional life more meaning.
• Work-life balance: Becoming self-employed can offer the opportunity to take control of your professional commitments and find a personal balance between your private and professional life.

Outplacement: the professional support for the transition to self-employment

Our special outplacement programs for business start-ups are designed to provide effective support for founders:

• Assessment of entrepreneurial skills: Identification of strengths and development potential to succeed as an entrepreneur.
• Training in business creation and management: acquiring the necessary skills in finance, marketing, business law, etc.
• Drawing up the business plan: Expert advice on how to clearly structure and present the project.
• Networking: Access to a network of professionals and entrepreneurs who can provide support and opportunities.
• Personal coaching: overcoming the stress and emotional challenges associated with the transition to self-employment.

The challenges of starting a business

Despite the benefits, this transition also comes with challenges:

• Financial uncertainty: Moving from a regular salary to a variable income can be stressful.
• Acquiring new skills: Becoming an entrepreneur often requires learning new skills quickly.
• Time management: It can be difficult to find a balance between the development of the project and personal life.
• Isolation: The transition from teamwork to individual entrepreneurship can be destabilizing.
• Pressure to succeed: The success of the project rests entirely on the shoulders of the founders.

OTP expertise for the transition to self-employment

As part of our outplacement programs, OTP supports a large number of people in Switzerland every year on their path to self-employment. From raising awareness of the topic of “self-employment” to drawing up a 3-year business plan, we accompany our clients through the various phases of the project. Most of our consultants have the experience of setting up their own business. This enables them to share their successes and difficulties with our clients. This experience is an added value for overcoming the challenges mentioned above.

If you are also considering the step into self-employment, please do not hesitate to contact us.

Der Beitrag Outplacement as a stepping stone to entrepreneurship erschien zuerst auf OTP.

What happened next? Read how he describes the process leading up to his dream job:

“When I was suddenly faced with the challenge of reorienting myself professionally after a long time at the same company, the uncertainty was great. The job market situation in Switzerland was difficult, competition was high and I felt overwhelmed and alone with the dynamics of the job market. During this difficult time, I decided to take advantage of the OTP outplacement program offered by my employer, and it was one of the best decisions of my career. »

My challenges at the time

The dismissal led to considerable self-doubt. I wondered whether I would be able to find a new job and to what extent my skills would be in demand. This uncertainty weighed on me emotionally and slowed me down from actively looking for new opportunities.

I wasn’t sure about current trends, digitalization, and requirements for applicants. My industry had changed a lot in recent years and I was struggling to find the right information to target my job search.

Creating a convincing CV and preparing for interviews was a big challenge for me. I hadn’t been actively looking for a job for a long time and felt unsure about how to present my experience and skills briefly and convincingly.

I had neglected my professional network. I knew that networking was important for job hunting, but I felt uncomfortable re-establishing old contacts or making new ones.

Solutions thanks to OTP Outplacement

Thanks to my outplacement coach, I was able to successfully overcome these challenges in the program tailored to my needs. The structured approach in determining my current position and the pragmatic support in my job search helped me to cut out old habits, see my situation from a different perspective and take targeted steps in a new direction for me.

Boosting self-confidence

My coach helped me to identify my successes and strengths, which boosted my self-confidence considerably. I became aware of my unique selling propositions and was able to present myself confidently as a result.

Developing a new perspective

My OTP coach motivated me to see my job search “with new eyes”, so to speak. Due to his international experience (he was an expat himself), he was an important source of inspiration and support for me in changing my entrenched perspective. Thanks to him, I quickly realized that the Swiss job market did not have to be the measure of all things for me, but that I would actually have a better chance of success with my profile on international terrain.

“Sticking to the plan”

Thanks to his help and that of the international OTP network of Career Partners International, I was motivated and supported to consider opportunities abroad. Defining the target companies and consistently sticking to my strategy (My plan) increased my visibility on the job market and ultimately led me to an international company in Doha, Qatar. They were very interested in my profile and, after an exciting recruitment phase, offered me my current position as Vice President Marketing and Communications. Six months have passed since then.

The result

My new role offers me daily opportunities to get involved and develop both professionally and personally on an international level. I am incredibly grateful to my family for supporting me and encouraging me to take new, unconventional paths.

I am extremely grateful to the OTP and its CPI colleagues from the Middle East for their proactive commitment and support.

If I had kept my search focus on Switzerland – without the support of the OTP – I would probably never have gotten this dream job. Inshallah!”

Are you interested in this topic? Give us a call!

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Success factors in the job search

1. Work through the past and draw positive conclusions

I had experienced many ups and downs in my long career. Instead of being discouraged by the negative experience of being made redundant, I learned in coaching how to work it through and draw positive conclusions from it. 

2. Believe in yourself

During the coaching process, I realized that I had a lot to offer despite my age. While younger applicants often score points for dynamism, I was able to convince with my extensive experience, my in-depth specialist knowledge and my success stories. I have a wealth of experience, especially when it comes to difficult work situations and challenges.

3. Searching for job offers

I spent a lot of time researching and processing job offers. I set up search filters on various job portals so that I was always informed about new vacancies. My OTP coach continuously supported me in my job search by using the exclusive OTP job platform.

4. Apply, apply, apply

No pain, no gain – I took this motto to heart. I applied directly to companies and avoided going through recruitment agencies as often as possible. Every application was one more chance. After applications and unsuccessful first interviews I evaluated the rejections together with my coach. I quickly realized that proactive follow-up calls in these cases provided valuable information for the subsequent application process.  

5. Obtaining feedback

I also regularly sought feedback on my application dossier and my strategy from my coach, colleagues and acquaintances. This feedback helped me to constantly improve my documents and to align them to new job requirements.

6. Networking

The direct exchange within my network proved to be extremely helpful for me. I was able to make valuable new contacts and benefit from the experiences of others. Through the OTP webinar on networking techniques and procedures, I recognized the strengths of systematically building up this activity.

7. Professionalization with the help of coaching

With the help of my coach, I professionalized my approach to the job search and job interviews. I realized how important it is to be emotionally attuned to the interviewer and to show appreciation for them. The discussions with the coach repeatedly held up a mirror to me. With the coach’s outside perspective, even if I didn’t implement every one of his suggestions straight away, I was able to be more sensitive in my approach to job interviews and avoid one or two “blunders”. It became clear to me that success in these interviews depends heavily on winning over the other person emotionally.

8. Use the new technologies

AI-supported tools such as ChatGPT helped me to create my CV and cover letter. I also used Job Scan to find out how well my applications matched the job advertisements. In the feedback from my coach, however, I also realized that a purely AI-based letter lacked the personal touch of my professional history and my success stories. This meant that the AI-generated templates had to be edited again and again. 

9. Considered use of LinkedIn and XING

Although I was skeptical at first, I finally decided to make targeted use of LinkedIn and XING. I weighed up the benefits against the effort involved and used the platforms strategically for my job search.

Summary:

• You learn the most from your own mistakes.
• Don’t get lost in the jungle of information.
• You sell yourself – that’s the point.
• Brevity is the spice of life.
• You can score points with good questions.
• A coach as a sparring partner makes all thedifference: talking to him leads to creative
  and new solutions.

Conclusion

Taking off again professionally at the age of 59 is no easy task – but it is possible! My story shows impressively that with the right attitude, professional support and the will to learn, you can be successful even at an advanced age. Even if, as in my case, I sent out over 100 applications. 

The success proves me right: I found the company that saw me as the ideal project manager for its technical projects and offered me a contract after a trial working day. 

Let yourself be inspired and believe in your own abilities – because success knows no age!

S.P. Technical Project Manager

Are you interested in this topic? Then give us a call!

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Initial situation

Our client’s long-standing “Head of Sales and Marketing” is promoted to the role of “Commercial Director” as part of an internal reorganization. He was to be prepared for his new role in the best possible way. 

This new position, which involves a direct reporting line to the CEO and membership of the Executive Board, places high demands on his communication and leadership skills. In particular, he must be able to act in complex communication situations and take into account the different needs of his communication partners and find suitable solutions.

During the joint briefing, the new “Commercial Director” recognized the added value of the coaching and expressed his gratitude to his employer. 

Objectives

Our coaching pursued the following objectives:

• Clarity in the new role

To be able to find one’s place in the new role through clear boundaries and a deeper understanding of the new management position.

• Increase efficiency and effectiveness

To increase the personal efficiency and effectiveness by adapting the personal leadership behavior and reflecting the personal understanding of leadership. 

• Develop the personal leadership style

To further develop and adapt the personal leadership style and the relevant tools.

• Strengthen empathy and communication skills

To better understand the views and emotional states of one’s interlocutors and to manage the own communication behavior more consciously.

Results

The final debriefing of the coaching showed clear and sustainable developments, which were also confirmed by his feedback:

“I was impressed by my coach’s empathetic and structured approach.

When I started my new management position, I was excited, but also unsure how I would master the many challenges.

Thanks to the OTP coaching, I was able to master challenging communication situations with confidence. My coach helped me to recognize my strengths and use them in a targeted manner. Together, we developed strategies to lead my team effectively and at the same time drive my own development.

Today, I not only feel confident in my role, but am also able to inspire my team and motivate them to perform at their best. For me, the coaching was the key to a successful start and the foundation for long-term success in my new leadership role.”

Our client was also very satisfied with the positive development and the successful transition into the new management role. 

“Thanks to the coaching provided by OTP, our Commercial Director has successfully mastered the transition into his new leadership role. The targeted coaching sessions not only helped him to further develop his leadership skills, but also to gain a deeper understanding of the dynamics within the team. The coaching has demonstrably enabled him to proactively tackle challenges and clearly define goals. 

The support was invaluable at this crucial stage of his career. We can recommend OTP’s coaching to anyone who wants to get off to a successful start in a new management position.

A win-win situation for everyone involved! 

Are you interested in this topic? Give us a call!

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You have probably already heard of it. You may still have a few questions about deploying this approach. A real-life example is therefore better than too much theory! For this reason, we would like to share with you a situation in which OTP was recently involved.

The starting point

The HR department of a large organisation, operating in a complex and demanding international environment, contacted us with a specific objective. Within their management team, one manager stood out for his very direct and analytical management style. This is useful in the context of his responsibilities, but also creates real problems in terms of communication with his team and within the organisation itself. Highly committed, he struggles to take a step back in many situations. As a starting point, we met with the management team to clarify and understand the situation and the issues at stake. The aim was to identify the specific requirements of this particular situation.

The coaching process

From the very first session, our work focused on developing the ability to take a step back. Challenged on his practices and the results obtained, the manager quickly realised that by adopting a more global perspective on the challenges he was facing, he would obtain better results. He was soon able to see the positive effects. At the same time, we used an HBDI © (Herrmann Brain Dominance Instrument) assessment to gain a deeper understanding of his own way of functioning and that of others. The HBDI © assessment enabled the coachee to gain a better understanding of his cognitive preferences, as well as those of his colleagues. By identifying his comfort zones, as well as the aspects that were less natural for him, he was able to adapt his communication and leadership style to improve his interaction with the different personalities in his team.

We then worked on the impact of his communication. The coached manager had been perceived as distant and sometimes insensitive in the past, while he himself had a completely different perception. He adapted his approach to the different personality types that had been identified using the HBDI ©. He learned to defuse and manage conflicts with new efficiency. At the same time, he strengthened his interpersonal relationships. His behavioral changes all led to visible results immediately.

As the coaching progressed, we also introduced decision-making tools. These tools, tailored to his situation, enabled the coachee to develop a more nuanced decision-making process that combined detailed analysis and strategic vision.

The approach used by OTP

The coaching process followed a structured yet flexible methodology. This allowed the coaching sessions to be adapted to the changing needs of the manager. Each session included the analysis of specific situations and the reflection on how to approach the current challenges. Using the results of the HBDI © assessment was crucial in tailoring our approach to the coachee and thereby maximizing the benefit of the coaching. The tasks between sessions allowed the coachee to test new behaviors in real-life situations and return with the resulting feedback.

The process was framed by various sessions in a tripartite setting with the coachee, the HR manager and the OTP coach. The session at the beginning of the coaching was used to set goals together. The session halfway through the process was an initial review of the situation (after just four sessions). The process ended with a final session to evaluate the path travelled and determine the next steps to ensure sustainable success.

Results and added value of the development coaching

The results were significant. The manager has positively developed his leadership skills by becoming a considerate leader with a behavior adapted to the situation. The use of the HBDI Assessment © has enriched his understanding of team dynamics, which has led to better communication and collaboration with those around him. 

The behavioral changes made have had a direct impact on the group dynamics in his team, improving collaboration and productivity. Ultimately, he has also increased his work and decision-making efficiency.

The coaching has strengthened the coachee’s ability to operate in complex environments with a “macro” view. At the same time, he has maintained his ability to “micro” analyze. This development not only benefited his career, but also brought significant added value to the company due to optimized decision-making processes and a more positive and inclusive corporate culture.

This case study illustrates our approach to management coaching:

“A focused personal development support that turns challenges into growth opportunities, both for the coachee and the company.”

Do not hesitate to contact us so that we can work with you to develop the solution that suits you.

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Application parsing is intended to use AI to make it easier to select candidates and thus speed up the recruitment process. However, there are some challenges with parsing, e.g. that even qualified candidates are rejected due to formal errors or because the tool cannot interpret the documents submitted.

As a specialized outplacement consultancy operating throughout Switzerland, we are often asked by our clients how they should deal with “application parsing”. This and the current euphoria for AI prompted us to conduct a survey on the use of application parsing in Switzerland. The aim of the survey was to find out more about the use and satisfaction with the results.

1. Scope of the survey

Our survey was sent out in 3 languages (German, French, English) to over 4,000 customer contacts. The contacts were divided into different company sizes (according to the categorization of the federal government):

2. Results on the use of “application parsing”

We received the first interesting result on the use of parsing:

Only 6% of all responses use a parsing tool in their organization. This shows that the prevalence of parsing tools and their use tends to be overestimated.

Interestingly, not only large but also medium-sized organizations use parsing, in each case around 50% of the corresponding responses. 

3. Results from organizations that do not use parsing

For the organizations that do not use parsing, we were interested in the reasons for this:

“No need” was the most frequently cited reason for this question. However, the fact that parsing is too impersonal, error-prone and costly was also criticized. 

The following other reasons were highlighted:

• Shortage of skilled labor and personnel (large companies): 

• “Relying on a parser when there is a shortage of skilled labor and personnel makes no sense!”

• “Only useful for mass applications -> no longer relevant today!”

• The shortcomings of parsing (large companies)

• “The keyword search can only scan those applications that contain them – generational difference in technical terms”

• Our organization has not introduced parsing or has not yet dealt with it.

However, a small proportion of respondents (13%) stated that they would use a parsing tool in the future.

In summary, it can be said that some of the organizations have made a conscious decision not to use parsing, while the rest have not yet addressed the issue.

4. Results for organizations using parsing

Responses concerning the reasons for using parsing are fairly evenly distributed:

The responses indicate that cost reduction is not the main focus, but that process optimization, processing speed and an “objective assessment” of the dossiers are more important.

Parser use: jobs, tools and satisfaction

The large companies use in particular “Talentsoft” and “workday” as tools. Parsing is generally used for all jobs and satisfaction is average to less satisfied (“Had a more user-friendly system before”). 

Medium-sized companies use “Personio Recruiting; recruitee; onlyfy and Softgarden” as tools. Parsing is used in particular for specialists (skilled labor, technical specialists) and managers (team leaders) and here too, satisfaction is average.  

The shortcomings of parsing are named here: “However, a follow-up check of the screened applications is recommended. Because there are also good candidates who are rejected by the parsing process without any reason. The process is only suitable to a limited extent.”

Parser use: Problems

Basically, all users mention the “evaluation problems” (100%) as a shortcoming. One comment puts it in a nutshell: “Uncertainty in the parsing selection. The process virtually rewards linguistic application competence.” 

The following aspects were mentioned:

• Parsing does not make a linguistic interpretation: the technical terms in the job advertisement must be used identically. 
• The complexity of the profiles sought, which may require specific formulations, becomes a problem.  

• “Parsing has the risk that we miss out on suitable candidates, even though they fulfill the overall package when looking at the entire CV, but only if you interpret the CV and know the background of the functions”.

• There are sometimes different technical terms, which are used differently depending on the (up to date) training.

• “The keyword search can only scan those applications that contain them – generational differences in technical terms.”

• – Different job titles and technical terms for certain industries (and countries).

The fundamental criticism thus remains: “No machine can read between the lines and feel its way into a CV.”

5. Findings

• Application parsing is only used by a few organizations. Many non-users have specifically decided against using it.
• The shortcomings of parsing (evaluation problems = incorrect selection) are recognized by users and non-users alike.
• User satisfaction with parsing tools is average.
• Especially in times of a shortage of specialists and managers, their use is not seen as expedient.
• A small proportion of non-users want to get to grips with parsing in the future. This can be understood as an expression of the expectation of a qualitative development of AI.

For our outplacement clients and course participants, this means:

1. well-structured, appealing application documents with well-prepared content remain more successful than the purely textual image of the advertisement.
2. parsing must be taken into account in the application process insofar as the (technical) terms of the advertisements must be used (also applies to employers without parsing). However, the application documents must be enriched by the personal aspects of your own professional development, including personal strengths/successes.

For the use of AI in the HR application process, this means that

AI tools are as good as the underlying concept. Reducing the quality of an application to the naming of certain terms in the application documents does not do justice to the complexity of the issue. What is missing is a holistic view of the documents that combines structure, presentation and content.

Even if parsing is only used for the pre-selection of candidates, the result is not (yet) satisfactory.

Especially in times of a shortage of skilled workers and personnel, the usefulness of these tools must be questioned

Findings OTP (Download PDF)

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What do you think of when you hear the term “the courage to lead”? Many people will say that it is the ability to make difficult decisions as the leader of a company or a team, to stand by them and to face adversity and change.

That is correct. However, the definition should be expanded. Beyond these elements, courage to lead also means having or developing the ability to create a tangible connection between the leadership and the teams and ensuring that everyone is on the same wavelength.

A concrete example

Let’s take a public institution with almost 100 employees as an example. The organization consists of a five-member management board, around ten middle managers and the teams. Despite this rather simple organization, the management board notices that the teams are becoming detached from their direct superiors and de facto also from the management. The teams resist change and do not make any suggestions. The management has the feeling that middle management “lacks courage”.

The implemented approach

As an external consultancy, we found that dialogue within the organization was limited or even non-existent in many places. This lack of interaction led to misunderstandings and frustration on both sides.

The aim of the project was to re-establish this dialog and to clarify the expectations and understanding of each individual. The proposed approach was to initially work with each target group separately, i.e., a group for senior management, a group for middle management and several sub-groups for employees. Each group was asked to formulate their expectations of the other two groups.

After this first step, the expectations of each group were compared with those of the others. This made it possible to determine, for example, whether my own expectations as a manager match what my superiors and my team on site expect.

The courage to deal with the expectations of other groups

In our specific case, the middle management team realized that their management and their teams had the same expectations. In particular, they were expected to take on more responsibility and form an independent level between the management and the local teams.

On this basis, an action plan was developed that enabled middle management to dare take his place as manager and adopt an assertive attitude. At the same time, there was the opportunity to receive individual coaching to develop the desired skills. In this case, this led to managers involving their teams more frequently in decision-making and adopting a more collaborative management approach. This also enabled managers to be bolder in their expectations for more initiative and suggestions to employees.

Depending on the size of the organization, the process can also be complemented by a meeting of all members of the organization (employees, managers, and executive management). The aim is to conduct a debriefing. On the one hand as a working session and on the other hand as a social event. This promotes exchange and breaks down any existing hierarchical barriers.

Get in touch with us

Is there a potential gap between teams and managers in your organization? If so, we will be happy to provide you with a proposal that is tailored to your needs and adapted to your working environment. We will work with you to develop a convincing solution. Do not hesitate to contact us.

Der Beitrag “The courage to lead” – between self-evidence and incomprehension erschien zuerst auf OTP.

Being made redundant – the personal challenges of the situation

My redundancy brought with it many difficulties. The disappointment was strong, I missed the daily routine with my colleagues, I felt the dismissal was unfair after many successes at work and in the company.

But I refused to let it get me down and quickly started looking for new career opportunities.

However, the job search turned out to be extremely challenging. The days of simply opening a newspaper and finding a job are over. Today, there are numerous online job boards and networks such as LinkedIn that offer a wide range of opportunities – and yet I often felt overwhelmed and lost.

Initial setbacks sapped my motivation. It was difficult not to lose hope and fall into lethargy. However, I realized that I had to take control. From being a passive passenger, I became the active driver of my life. 

The solution: readiness for a career change

The approach I discovered with OTP opened up new perspectives in my job search by focusing on my skills and strengths. The skills analysis method differed significantly from the approach of conventional job boards, where people often think in narrow categories and look for exactly the job they had before. 

The new approach was the key for me to recognize my strengths and potential more clearly and to look for alternative jobs in a more targeted way. I was able to identify jobs that I would never have considered otherwise, but which turned out to be very suitable. This broadened my horizons and made the job search less daunting. I became more willing to consider new career paths, new jobs and new industries. And to change my career.

When asked how I worked out my skills, it becomes clear that it was a process of self-reflection. At the beginning, it was an arduous process of carefully going through all of the analyses and forms to identify strengths and weaknesses. However, this information proved to be extremely valuable in the interview. During my first online interview at my new company (with a new position in a new industry), I was asked to give an example of one of my transferable strengths, SAP data management. Thanks to the prepared examples, I was able to

This inner process of self-examination was crucial in overcoming the frustration and powerlessness that often accompanies unemployment. It motivated me to broaden my search and not just rely on traditional job advertisements

Self-reflection: coaching as a growth process

Coaching helped me to move forward with this arduous work. Although I wasn’t enthusiastic at first, my coach made it clear to me that it was important to have examples of my skills ready and to be able to present them for new professional challenges. This toolkit was crucial to my success. Yes, the coaching sessions played a crucial role. It wasn’t just about filling out forms.

Of course, you also need someone to keep reminding you that every action in the application process has a purpose. The process can be frustrating and you need occasional reassurance that you are actually making progress by moving forward. One other important role of the coach is to offer support when frustration arises. By jointly reviewing and confirming progress in the application process, the willingness to change professionally was strengthened, which ultimately led to success.  

My awareness of my own abilities and potential expanded during my coaching process, even after 20 years of professional experience. However, doubts also arose, particularly as to whether my existing skills were sufficient for new challenges. This uncertainty is normal and part of the application process. Coaching can help you overcome this uncertainty and take the initiative. It can show you where you can apply and what opportunities there are to take action. It’s not just about improving the application process, but also about finding the courage to embark on new paths and find success in the career change.

This inner process of coming to terms with myself was crucial in overcoming the frustration and powerlessness that came with unemployment. What makes a good coach is a mixture of empathy and pragmatism. It is important that the coach is empathetic, but at the same time provides the impetus to take action and take concrete steps to find a job. The point is not to remain passive, but to take the wheel and steer your life back on the right track. 

OTP Outplacement: Career counseling for personal growth

Outplacement is often associated with negative connotations that can indicate a supposed failure in professional life. However, outplacement at OTP is much more than just a job search program. It is career counseling. It offers personalized support from a coach who provides individual support and guidance that goes far beyond just the information available on the internet. This personal approach makes all the difference and has a major impact on success.

During the outplacement program, I not only reflected on my professional career, but also on my self-image and professional awareness. This reflection promotes the willingness to consider completely new jobs and to say goodbye to cherished professional activities. It can lead to a heightened awareness of one’s own abilities and potential, which can have a positive impact on future professional activities. It is a kind of personal growth that is a valuable asset for the future.

In my case, through the OTP’s outplacement program, I have developed an increased awareness of my professional skills and opportunities. I am sure that this will also support me in my future career.

OTP thanks our client for this exciting report. We would be happy to discuss this topic with you in more detail. Please contact us!

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With our Topscore® approach, we look at the question of which values, standards, working methods and communication characterize our clients’ corporate culture as early as the evaluation of the requirements profile.

Thanks to our specific approach, we are able to make accurate statements about your company’s corporate culture and framework conditions as early as the job advertisement stage. In this way, we ensure that incoming applications are not only analyzed on the basis of their professional skills, experience and social skills, but also in terms of their cultural fit.

Important advantages of the “cultural fit” are:

• Team cohesion and cooperation:

A good cultural fit promotes harmonious team cohesion. Employees who fit in well with the corporate culture tend to interact better with their colleagues and work together more effectively to achieve company goals.

• Work morale and commitment:

Employees who identify with the company culture show higher morale and commitment. They feel more connected to the company values, which has a positive impact on their performance.

• Innovation and creativity:

A positive company culture fosters an environment that encourages creativity and innovation. Employees who feel comfortable in their working environment are more likely to come up with new ideas and develop and share innovative solutions.

• Employee retention and loyalty:

Cultural fit contributes to employee retention. Employees who identify with the corporate culture are more likely to stay with the company. This can reduce turnover and significantly reduce the cost of recruiting and training new employees.

• Communication and conflict resolution:

Employees who are a good cultural fit with the organization tend to have better communication and are more effective in resolving conflicts. Shared values and norms create a foundation for a positive communication culture.

• Ability to adapt to change:

Colleagues who fit in well with the company’s culture are often better able to adapt to change. A strong cultural base can help reduce resistance to change and facilitate the adaptation process.

• Corporate image and reputation:

Employees who represent the corporate culture help to build a positive image of the company. This can have an impact on the external perception of the company and on the attraction of potential candidates.

Our Topscore® approach – the match with your corporate culture

The corporate culture is the personality of your company. It influences how employees work and communicate with each other, how structures are set up and how the company itself functions.

To ensure that the candidates are a “cultural fit”, we use our Topscore® approach to record specific characteristics of your corporate culture according to the following dimensions:

• Leadership behavior
• Communication
• Work-life balance
• Development opportunities
• Team spirit, trust and respect between colleagues and superiors

By examining your company values and comparing them with the ideas and values of the candidates, we obtain solid information on the accuracy of fit. We identify and present you with candidates who show a high level of identification with your values!

We look forward to an initial discussion with you! We take the time to look at the situation from your perspective and find individual solutions.

Rolf Sommer
Senior Consultant

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That is quite normal. While some people appreciate confrontation, many others prefer to avoid conflict. This is even more pronounced in a professional environment where you don’t necessarily want to “make waves”. In fact, people tend to play down or even suppress conflicts within a team. This strategy is risky. However, confronting them can be too. But if a conflict is handled correctly, it also brings positive elements with it.

Yes, conflict can be positive!

Contrary to all expectations, conflict can be positive. When conflict arises in your team, it means that the team members are reacting to each other, contributing and getting involved. From this perspective, it is therefore positive. Of course, the biggest challenge is to manage the conflict successfully. This is also the reason why many of us dislike conflict: dealing with it can be painful. It is never pleasant to “put your finger where it hurts”.

Get the keys to managing conflict

Through situational role-plays, the teaching of specific methods and the transfer of best practices, OTP supports your teams and managers in successfully managing conflicts as part of training courses.

First, the team’s situation is examined in a reflection phase, the team members are listened to and the severity of the conflict is analyzed. Is the conflict emerging? Is it already entrenched? Is it recurring? These are questions that make it possible to defuse the conflict as early as possible or to deal with it if it has already become entrenched. 

The manager then has to choose the right course of action. Depending on the scenario and configuration of the conflict, they will sometimes adopt a more mediating stance (mediator). Sometimes they will take on more of a leadership role that sets the direction. If the leader is part of the conflict, the intervention of a third party is recommended.

A case from practice

Our case takes place in a medium-sized company. Within this organization, several teams from different departments work together. The managing director calls us and reports recognizable tensions between two very heterogeneous teams. The conflict is already deadlocked. Communication between the two teams is deteriorating. Individuals are finding it difficult to work with others and the actual business mission is being undermined. In this context, we intervene by offering a one-and-a-half day workshop on team building.

As a player outside the conflict, the role of the OTP consultant is to act as a facilitator, so that things that cause anger can be said. By providing a framework and avoiding certain excesses. 

The consultant also shares keys to communication, enabling participants to take a step back and realise that each person has different needs in terms of interaction and expresses themselves in a different way.

The second part of the day focuses on summarising the conflict situation, and above all on finding solutions, first individually or in sub-groups, and then together. The aim of this first day is to produce a plan with concrete, measurable actions.

It is advisable to schedule another half day several weeks or months after this first day to take stock of the situation in terms of managing the conflict and how it is evolving. And potentially to make relevant adjustments to the actions decided upon. During this final stage, it is interesting for the teams to take a step back and observe the progress made. It can be rewarding for the team to see that it has been able to move forward, evolve and progress.

Your benefit: An approach tailored to the respective situation

To prevent conflict situations and provide managers with tools, we can design training workshops that will not provide “turnkey” solutions, but will be fine-tuned according to your own structure, and to the needs of your company and your team.

In the case of a proven and established conflict situation, we can also intervene in the form of “team-building” days, as explained in the case study above.

Whatever the nature and format of the conflict, we’ll take the time to put together an appropriate package to meet your specific needs. So don’t hesitate to contact us.

So that the conflict can be positive and help your team to progress.

Der Beitrag Conflicts – a driving force to help your team evolve? erschien zuerst auf OTP.