Recruiters are not only using social networking sites as a potential candidate pool. They are also using the sites for research on background, referrals or recommendations, and highlighting anything that would justify a red flag.

According to a recent survey by CareerBuilder, published in Staffing Industry Analysts , 37% of respondents said they check candidate profiles on Social Media. That means more than a third of hiring managers and human resources professionals use social media to look into job candidates. Employers primarily used Facebook (65 percent) and LinkedIn (63 percent) to research candidates, while 16 percent used Twitter. The survey included responses from 2,303 hiring managers and human resource professionals.

When asked why they use social media to look into candidates’ backgrounds, they said:

• To see if the candidate presents himself/herself professionally, 65 percent.
• To see if the candidate is a good fit for the company culture, 51 percent.
• To learn more about the candidate’s qualifications, 45 percent.
• To see if the candidate is well-rounded, 35 percent.
• To look for reasons not to hire the candidate, 12 percent.

Thirty-four percent of hiring managers and human resources professionals said they found information on social media that caused them NOT to hire a candidate. That information included:

• Candidate posted provocative/inappropriate photos/info, 49 percent.
• There was info about candidate drinking or using drugs, 45 percent.
• Candidate had poor communication skills, 35 percent.
• Candidate bad mouthed previous employer, 33 percent.
• Candidate made discriminatory comments related to race, gender, religion, etc., 28 percent.
• Candidate lied about qualifications, 22 percent.

Although your online resume/presence creates a viable communication and marketing channel, it has created a gray-area between social and professional networking. Today, an active job seeker needs to be mindful of what is posted in their on-line social network profile(s).

 
So remember:

• “A picture says a thousand words”. Review and edit your online photo galleries. View your photos with a neutral/ third-party lens. Have a friend or colleague, that you respect and trust, provide feedback on your photos.
• “You never get a second chance to make a first impression”. The first question you must ask yourself is, how do I want to be seen? The answer to that question will drive the content of your online resume/ presence.

We encourage you to leverage these sites to your advantage. However, with every other resource, an informed user is a productive user.

Although all formats should stress accomplishments/contributions, the title or format of the resume typically suggests the way in which your experiences and accomplishments are addressed. Those titles (or formats) can include chronological, functional, situational, project based, free form or any hybrid.

You should make a mindful, conscience decision as to the format that you select. Let’s discuss two of the most common formats currently used, chronological and functional.

Chronological Resume
The chronological format is most commonly used today. Upwards of 80% of all resumes written are in this format. One benefit to using this format is that most human resources professionals, hiring managers, and systemic programs are familiar with the format. This can ensure the message you are sending is interpreted as planned.

The chronological format addresses your work experience in “chronological” order starting with the most recent.

This format is best used in the following situations.

• Your plan is to stay in the same career or function.
• Your work experience is the highlight of your resume.
• You can show a clear succession/growth throughout your career.
• You have worked for “world class” organizations.

Functional Resume
The functional resume puts more focus on your accomplishments/contributions within certain job related functions rather than the organizations for which you have worked. These functions can include, but may not be limited to, management, sales, marketing, human resources, development, project management, etc.

The functional format chunks your accomplishments/contributions into specific areas relevant to your career objective. One down side, as mentioned earlier, most resumes are written using the chronological format. This may mean that human resources professionals, hiring managers, or systemic solutions may have a more difficult time identifying the KSA’s they seek.

This format is best used in the following situations.

• You desire to change careers.
• You are just beginning your career.
• You are re-entering the work force after a period of time.
• The companies you have worked for are un-known.
• You are (or desire to be) a consultant.

Combination/Hybrid Resume
As you would imagine, a combination/hybrid resume incorporates some of each of the previously mentioned formats into one document. Resumes are very personal. They are your marketing communication. The most important thing is that you are comfortable with the message communicated by your resume.

I encourage you to explore different formats, solicit feedback from people that you trust, and invest the necessary time and energy in creating a communication document in which you are comfortable.

Technology Highlight – A new technology addresses/quantifies a candidate’s 6-second rule.

According to a new report,* (link to the report below) TheLadders recently conducted the first formal, quantitative study of recruiters’ on-the-job behavior. This groundbreaking research employed a scientific technique called “eye tracking” – a technologically advanced assessment of eye movement that records and analyzes where and how long a person focuses when digesting information or completing activities. The study gauged specific behaviors of actual recruiters as they performed online tasks, including resume and candidate profile reviews. Thirty professional recruiters took part in the study during a 10-week period.

The Ladders Survey

What is a resume? Sounds like a simple question, doesn’t it? However a resume is many things. A resume can be a summary, an outline, a marketing tool, your four-color flyer, a communications tool, an advertisement, and a snapshot of your recent professional career. Your resume is also a filter used by organizations to manage the candidate pool. Your resume should be an accurate and thorough documentation of your (KSA’s) knowledge, skills, abilities, and accomplishments/contributions. Organizations are looking for two elements when sourcing talent; Competence and fit.

Competence
Can he/she do the job? Is he/she competent? Does he possess the technical expertise to perform on the job? Can she perform with our team? These are all valid questions employers will be asking themselves. Your goal is to clearly and accurately identify and communicate your KSA’s on your resume.

Fit
Additionally, you should integrate the fit component throughout your communication. When documenting fit, consider the following examples. Many times, the fit issue can be the deciding factor between candidates with similar knowledge, skills, and abilities. Fit is defined more by your personal characteristics and ability to perform.

• Your ability to wear many hats, (take on multiple/varied tasks)
• Successfully work autonomously
• Participate in team environments, uses a consensus approach
• Resilient in dynamic environments

The accurate and complete documentation of your KSA’s (discussed in previous Monday Morning “Career” Quarterback articles) and potential fit in a professional environment is critical when crafting your resume.

Most individuals do a fine job identifying and documenting responsibilities from previous work experience. Within these responsibilities a prospective employer can identify skills and personal characteristics which may answer their competence and fit questions. The problem is the hiring manager has several other candidate resumes which have similar KSA’s. You can overcome this issue by creating an accomplishment-focused resume.

Accomplishments/Contributions
Human resources professionals and many hiring managers know past performance is the best predictor of future performance. Your goal is to effectively communicate the value you bring to a prospective employer through past performance.

When crafting accomplishments/contributions statements, each has two distinct elements, an Action and a Result. Further, when appropriate, the result should be quantified, (e.g. 24 hour response time, increased sales by 20%). In other cases the results can be more qualitative in nature, (e.g. increased customer satisfaction). Take a look at these examples.

Accomplishment/Contribution Statement Examples:
• Successfully hired, trained, and managed administrative staff of six, [Action] resulting in timely and accurate support of internal and external client needs. [Result]
• Effectively assessed and researched Personal Computer user issues [Action] providing timely and appropriate resolutions [Result] within the pre-established 24-hour response time. [Quantified]
• Developed internal departmental auditing document [Action] ensuring the accurate data collection/entry of client financial account information. [Result]
• Successfully developed/motivated organizational remote sales force [Action] exceeding FY 2011 sales goals by 20%. [Quantified Result]

The outcome is successfully differentiating yourself from other candidates by highlighting the accomplishments/contributions you have achieved within your previous responsibilities. A critical step in your marketing efforts, A.K.A. resume development, is creating powerful accomplishment/ contribution statements and should not be overlooked. The time you spend now creating and documenting accomplishment/contribution stories will have tremendous R.O.I. as you further develop your resume, network, and interview with prospective employers.

Entrepreneurial Tip
Consultants and business owners create “case studies” which document and highlight past performance. Each case study describes the organizational challenge, solution proposed, and quantitative results achieved. Creating your own case studies will support you through resume development and Interviewing.

Organizational transformation and the global economy is creating a perfect storm, challenging employee engagement. The annual survey by the conference board reports a 20- year steady decline in employee job satisfaction to a new all-time low of only 45 percent. Further, a recent Adecco survey found 54% of employed Americans plan to look for a new job once the economy rebounds. If you look at primarily Generation Y, that number increased to 75%. Additionally, this survey reinforces an issue we see every day. Almost half of the respondents noted they are not satisfied with the relationship they have with their manager. And perhaps the most alarming, a Watson-Wyatt Employment Survey found that engagement levels of top performers (your Hi-Potentials) have dropped. A full third of top performers are dissatisfied with the performance of their organization and/or its leadership.

Many organizations are responding to this data by pro-actively addressing the career development of their employees. Successful Career Development is a shared responsibility & partnership between the employee, his/her manager, and the organization.

Individual employees are responsible for initiating their own career planning, communicating their value and contribution to the organization, and assessing their current job satisfaction. It is up to employees to identify their skills, values, and interests; discuss their expectations with their managers; and seek out information about career options, in order to set goals and establish career plans that align their aspirations with the organization’s mission, and goals.

Managers, although not expected to be career development experts, play a key role in the career development of their employees. They can provide vital support for employee’s career planning by:
• Encouraging employees to take responsibilities for their careers
• Providing clear and honest feedback about current performance and its implications for future development, and
• Communicate the formal and informal aspects of the organization’s culture

The organization, including the Human Resources function, should take responsibility for:
• Providing key information regarding the organization’s mission, policies, and future direction
• Highlighting current options and possibilities for career development
• Create a culture where career development is an expectation
• And, provide the tools and support for employee self-assessment, training, and education

When these stakeholder groups work in harmony we see increased engagement and talent alignment.

Although, even when employees take ownership for their careers, the process can still be overwhelming. Our experience tells us Employees commonly ask themselves …
• What career option is the next best move for me?
• Should I focus on vertical growth?
• Should I stay in my current role and enrich my value proposition?,
• And by the way, What organizational resources are available to me and how do I access them?

Careermobility™ and our partner MasteryWorks, inc. bring you this customizable, vendor-hosted, cloud resource which becomes the employee’s one-stop, go-to site for all things career. Using your branding guidelines and your customized message and voice, the career development portal becomes an extension of your Intranet including SSO capability.

The Career Development portal includes a proven, industry-leading career management models and methodologies which are comprehensive yet easy to follow and a portfolio of validated career assessments focusing on specific elements of the career management process. Each assessment is relevant, content rich, and provides the user with a score-based report and customized recommendations.

For managers, the Career Development Portal provides career-coaching tools and guidance. These specific resources are designed to increase the comfort & confidence level of managers as they prepare for and conduct rich career-focused conversations with their employees

Additionally, the Career Development Portal provides system integration to your organizational talent management initiatives. Mapped to the career development model, tools, guidance, and resources, are linked (within the portal and throughout your enterprise) driving employees to appropriate (some time hard-to-find) information. This integration increases engagement, utilization, and promotes & develops the employee competency of career self-reliance.

The Career Development Portal is also eLearning enabled. A comprehensive series of 10 employee modules and 10 manager modules walk users through the career management process. Additionally, the methodology can be supported through a blended-learning approach including Instructor-lead, Virtual Instructor-lead, and Webinars.

Join the list of prominent organizations that are already experiencing the R.O.I. associated with a Career Portal or Career Assessment site. Including, but certainly not limited to:

• Increased engagement and organizational talent alignment by providing support & guidance to employees as they “take charge of their career”
• Increased comfort & confidence levels of managers as they prepare for and conduct rich career-focused conversations with their employees
• Enhanced reputation & culture of the organization and maintain your status as an “employer of choice”

View a short video overview Video

Your Personal Vision
It is important to have a documented personal vision. Athletes will tell you they vision themselves winning. The visioning process is all part of comprehensive preparation and encourages self-exploration and discovery. The visioning process is very useful and applicable to redeployment.

Your personal vision defines your desires and aspirations as it pertains to the non-professional, non-career facets of your life. It is common for there to be overlap between personal and professional visions. Some people “live to work”; others “work to live”. There are no right or wrong answers, only those which make sense to you. These are just a few of the questions you may want to ask yourself when crafting your personal vision.

• How do I want the future to look? How do I want the future to feel?
• What do I want others to see or think? Do I care?
• What motivates me?
• Do I work to live, or live to work?
• What is my personal vision worth? What are the opportunity costs? To achieve my vision, what must I give up?
• What is the timeline for this vision? 1, 3, 5, year(s)?

Personal Vision Example:
“I will create an environment that will allow me to spend more time with my family. I will strike a balance with my professional life utilizing alternative work arrangements such as work-at-home, telecommuting, and/or condensed work schedules. Due to the restructuring of my overall time allocation, I will devote newly created time to self-help including, nutrition, physical exercise, and mental health. I will begin immediately and hope to see significant changes in 6-12 months.”

Take some time and begin to document your personal vision. Be specific; quantify your vision as much as possible.

Your Professional Vision
Your professional vision defines your desires and aspirations as it pertains to the professional, career-related facets of your life. Remember, it is common for there to be overlap between your personal and professional visions. There are no right or wrong answers, only those which make sense to you. These are just a few of the questions you may want to ask yourself when crafting your personal vision.

• Do I define myself by what I do?
• What motivates me?
• How do I want the future to look? How do I want the future to feel?
• What do I want others to see or think? Do I care?
• Do I work to live, or live to work?
• What is my professional vision worth? What are the opportunity costs? To achieve my vision, what must I give up?
• What is the timeline for this vision? 1, 3, 5, year(s)?

Professional Vision Example:
“I will obtain a position with a start-up, pre-IPO organization where I can rekindle my desire to develop and implement systemic solutions in order to achieve organizational goals. By wearing multiple hats and possessing the responsibility and accountability for a wide scope of issues, I can use my ability to be strategic and tactical in order to get results. Using my experiences and desire for continued learning, I will develop a new set of technical skills that will strategically set me up for success.”

Take some time and begin to document your professional vision. Be specific; quantify your vision as much as possible.

Personal and Professional vision comparison
Now that you have documented your personal and professional visions, the next step is a side-by-side comparison. It is not uncommon for personal and professional visions to occasionally appear opposing in nature. For example, your personal vision may involve wanting to spend more time with your family. At the same time you may have a professional vision to achieve a promotion which typically requires a great deal of additional time and effort at work. Attempting to achieve both goals concurrently may result in neither being achieved.

Other scenarios provide a synergy between your personal and professional visions. For example, your professional vision may include a goal to increase your knowledge of strategic planning. At the same time your personal vision may include the desire to build your dream house. Further developing your planning skills would benefit both your personal and professional visions. A win-win scenario.

Identifying and acknowledging these conflicts and synergies is critical to achieve balance in your personal and professional visions. Leveraging the synergies and developing strategies to overcome the conflicts will result in an attainable holistic vision of your future.

Phase I of any redeployment effort, self assessment, may arguably be the most important. It is the culmination of your knowledge, skills, and abilities that have led to your contributions and accomplishments throughout your career. This ability to contribute is the value-added attribute prospective employers are seeking.

We will discuss in a later article the behavioral interviewing theory that the best predictor of a candidates future performance is the candidates past performance. So, your ability to effectively articulate your past performance will differentiate you from others in the marketplace. However, in order to effectively communicate why your knowledge, skills/personal characteristics, and abilities/competencies (KSA’s) would be value-added to an organization you must first fully understand the totality of your attributes.

We measure KSA’s by evaluating two factors: 1- Mastery of content and 2- your proven ability to perform.

Knowledge defined
They say, “Knowledge is power”. Knowledge can be a powerful tool in differentiating you from other candidates. Knowledge comes from many sources however, most commonly from formal learning environments. This can be on or off the job. Examples may include: College or University, Trade school, Management development programs, Management University, or Certification programs.

You must always be prepared to defend any area of knowledge or expertise noted on your résumé or discussed in an interview with specific behaviors, contributions, or accomplishments.

Knowledge examples:
• Working knowledge of project management methodologies
• Comprehensive knowledge of the product-development lifecycle
• Comprehensive knowledge of business best practices

Skills and Personal Characteristics defined
Skills are behaviors we have developed over time. Skills are one of the key elements which contribute to our contributions and accomplishments.

Characteristics are individual attitudes or traits that make us who we are. Personal characteristics are inherent. They can either assist or hinder your ability to achieve your personal and professional goals.

You must always be prepared to defend any skill or personal characteristic noted on your résumé or discussed in an interview with specific behaviors, contributions, or accomplishments.

Skill & Personal Characteristic examples:
• Proficient in Microsoft Word, Excel, and PowerPoint
• Possess managerial skills including coaching and counseling
• Highly adaptable in an ever-changing environment
• Takes initiative to increase job-related efficiencies

Abilities (Competencies) defined
Your ability to perform is an effective integration of obtained knowledge, learned skills, personal characteristics, and your experiences.

Behaviors and skills including listening, eye contact, attentiveness, persuasion, asking questions, and providing feedback can be viewed individually. However, as a cluster, they are known as a competency, these skills collectively enable an individual to be an effective communicator.

And of course remember, you must always be prepared to defend any ability or competency noted on your résumé or discussed in an interview, with specific behaviors, contributions, or accomplishments.

Ability examples:
• Ability to effectively communicate with all levels
• Ability to assess alternatives and make authoritative decisions
• Ability to manage cross-functional teams

Now it is your turn. Take some quality time and fully document your breadth and depth of knowledge, those skills and personal characteristics which enhance your value proposition, and those abilities and competencies that have lead to your previous contributions and accomplishments.

Where do you focus?

Much of our willingness or resistance to change is rooted in control. Just think about how your comfort level increases when you feel in control. You feel knowledgeable, confident, and competent. Think about a time when you did not feel in control. Perhaps you felt uncertain of what to do next, stressed, less competent in your skills and abilities, and concerned about your short and long-term future.

Psychologist Salvatore R. Maddi discovered in his research that people with high stress levels who did not become fatigued or ill, shared the following characteristics:

• felt in control of their lives
• viewed unexpected events as challenges rather than threats
• felt committed to what they were doing
• maintained a sense of humor

Let’s focus on the first of Dr. Maddi’s characteristic, control. Individuals possess a specific locus of control. Psychologists believe this orientation or behavior is largely learned. As we explore the concept of Locus of Control please note one orientation is not better than the other. The value is identifying your tendencies and modifying your behavior when appropriate to ensure your individual success.

Internal Locus of Control:
Individuals with an internal locus of control orientation believe their actions have a direct correlation to outcomes. They feel in control of their lives and possess a high sense of personal responsibility. Individuals with an internal locus of control tend to be more goals oriented.

• Do you see yourself being able to change the world?
• Do you believe your hard work will be rewarded?

External locus of Control:
Individuals with an external locus of control orientation believe events outside of their lives have a direct correlation to outcomes. Individuals with an external locus of control tend to lead easy-going, relaxed, happy lives.

• Do you believe your success in life has been mostly good luck?
• Do you enjoy life and find that you normally go with the flow?

Again, don’t be miss-lead to believe one orientation is better than the other. For example, an individual with a strong internal orientation needs to have the necessary skills and competencies to achieve success. The lack of these skills may result in frustration and not achieving their personal and professional goals. Conversely, an individual with a strong external orientation may be very satisfied with their current situation and accomplishments. Although, they may miss out on a great opportunity due to the lack of exploration and initiative.

Take the Locus of Control survey. The survey is based on the work of Julian Rotter. The most accurate results will come from honest responses and not over-thinking the questions. Remember there are no right or wrong answers. This is simply an awareness-raising, self-exploration exercise.

By modifying your behavior, you can minimize your resistance and positively impact your willingness to accept change.

Introduction
When describing a common change management methodology to a client, I many times catch myself saying, “not to over-simplify but… there is a current way of doing or thinking about things, (current environment) and the next way of doing or thinking about things, (next environment). The delta between these two is usually longer, more challenging and more expensive than expected”. Additionally, it is critical we tell those impacted about the change (a communication system), support those impacted by the change (a learning and development system), and acknowledge those embracing the change, (an evaluation and reward system). In other words, Communicate – Educate – Evaluate & Reward.

This approach does not embrace a change model. I have found models label individuals rather than behaviors. And, it is our behavior(s) we must modify in order to survive, or even thrive, during a transformation. Rather, we should talk about how change feels, how things work/don’t work, and why it is important to change. We can also talk about the challenges we will have to overcome during the transformation from the Current environment to the Next environment.

This simple approach will result in less resistance to change, more productivity, more engagement, and less attrition during the transformation and enhanced buy-in and support for the next environment.

Lastly, my experience working with the Fortune 500 has provided me with interesting insight to large organizations, their employees, leaders, and corporate culture. I have included in these pages my 5 “Hard Truths” which support the Over-Simplify Change approach.

more info

Although a change initiate can be complex, there are a few specific keys to success.

Key One: Planning
You know the old adage, “Those who fail to plan, plan to fail”. More change initiatives fail due to poor (or inadequate) planning than for any other reason. Comprehensive analysis regarding how the change will impact the organization, the culture, the employees, and the way business is conducted is critical. This will include, but may not limited to, a stakeholder analysis, detailing anticipated outcomes and specific definition of the future state, a risk analysis and contingency plan, and communications, training, and reinforcement strategies. A change initiative is a unique project and must be managed accordingly.

Key Two: Communication
Simply put, information is power and those who lack necessary information feel as if they have lost all control of their environment. This feeling of loss is a powerful catalyst for resistance. Communicate early, communicate honestly, and communicate often. Leverage appropriate communication channels to address generational and adult learning issues, (e.g. poster campaign, company newsletters, email, intranet, town hall meetings, conference calls, news feeds, twitter, wiki’s, webinars, virtual meetings).
Communicate with a purpose. Each communication should have a focus, (e.g. inform, educate, or reward). A strategically designed communications plan provides JIT information to all change stakeholders.

Key Three: Engagement through Learning
Remember organizations don’t change, people change. Successful change initiatives engage individuals through effective communications, comprehensive training and development, and reinforcement behaviors. Engagement through learning addresses, among other things, skill/competency gaps between the current and future state, readiness, JIT, and BAU/future state training curriculum, and individual and team change process awareness.

Key Four: Reinforcement
We all desire and need feedback and reinforcement. This need is heightened during a change initiative. Individuals are being asked to move beyond their comfort zone, learn new processes or procedures, or behave differently. All efforts, either successful or unsuccessful, should be rewarded during the delicate delta between the current and future states of change. The fear of failure or punitive measures is another powerful catalyst for resistance.

Change is inevitable and today change is occurring at an ever-increasing velocity. However, you can and must manage change. The success of the initiative and your organization’s competitive advantage depend on it.

Virtual Adaptability/Change Management Toolkit
CareerMobility™ has developed a Virtual Adaptability/Change Management Toolkit which focuses on the behavioral aspects of change. Web content, eLearning modules, and a companion eBook support individual contributors and managers/leaders as they navigate through today’s dynamic business environment.

Test drive the Virtual Adaptability/Change Management Toolkit for yourself. Adaptability Toolkit

Learn more…

• Assess/document their knowledge, skills, abilities, and accomplishments
• Create a professional marketing plan which includes an accomplishment-based resume
• Hone their communication, strategic behavioral interviewing, and offer negotiation skills
• Make a career decision and successfully transition into their new role

These outcomes are universal and have little/no correlation to the current business model variables of employee/client classification, length of service, and delivery channel. This is why we believe the current outplacement model paradigm is broken and counter-intuitive.

Counter-intuitive Model

The current model says the more advanced the employee/client classification, the longer the outplacement service, and the higher and more frequent the touch regarding the delivery channel. For example, an individual contributor may receive 30 days of service which will include a 1-day facilitated workshop. On the other hand, a director may receive 6 months of service which will include access to 1:1 career consulting. The higher the classification equals longer service, higher touch, and higher fees. Our experience working with thousands of clients over the past decade shows that in most cases the employee/client needs are just the opposite. Whether it is due to experience, education, exposure, or other factors, the individual contributor clients benefited more from a higher/more frequent touch distributed over an appropriate period of time.

Today’s model dictates the delivery channel of outplacement services. However, the employee/client preference, (based more on learning style than business model) is not considered. Another equalizer is the outplacement methodology. Although terminology may be different from one firm to another, the basic continuum is defined as employee/client assessment, marketing, selling. This overarching methodology is the same for an individual contributor as it is for an exempt employee/client. Yes, executing these broad phases looks somewhat different; however the fundamentals are the same.

Looking back at the goal of a professional outplacement solution, (i.e. provide appropriate direction, support, and resources to employees/clients so they can execute a successful transition), the end result is lost in the current business model. The most common metrics used today surround utilization. How many times did the employee/client visit the office? How many phone conversations did a consultant have with an employee/client? How many networking sessions did the employee/client participant? How many employees/clients made a career decision within their allowable service window? This data may be interesting but it doesn’t measure the readiness of the employee/client. Further, focusing solely on the incremental steps can enable an employee/client to stay in the comfort of the “process” rather than strategically targeting the solution; making a career decision.

CareerMobility™ Innovative Solutions

Distribution Channel
The CareerMobility™ outplacement model focuses on the goal of a professional outplacement solution in a context of a win-win for the employee/client and former employer. Our entrepreneurial approach to redeployment/outplacement provides information and guidance to individuals as they navigate the redeployment continuum using a business plan methodology. The CareerMobility™ Virtual Redeployment/Outplacement portfolio includes a web-based portal which includes online content, eLearning modules, and a companion eBook. The portfolio can be enhanced with professional virtual 1:1 career consulting. The CareerMobility™ Virtual Redeployment/Outplacement portfolio is sensitive to all learning styles.

Length of Service
All employees/clients, regardless of classification, enjoy unlimited 24/7 access to the entire CareerMobility™ Virtual Redeployment/Outplacement portfolio until they are successfully redeployed. This provides the employee/client the freedom and flexibility to execute a professional transition at their preferred time and pace. The employee/client can apply the methodology as needed to ensure readiness.

One Solution Price
All employees/clients, regardless of classification, enjoy unlimited 24/7 access to the entire CareerMobility™ Virtual Redeployment/Outplacement portfolio until they are successfully redeployed. This eliminates the need to differentiate programs using the current factors of employee/client classification, length of service, and delivery channel.

The CareerMobility™ Outplacement Solution
Provide all employees/clients, regardless of classification, unlimited 24/7 access to the entire CareerMobility™ Virtual Redeployment/Outplacement portfolio (which is sensitive to all learning styles) until they are successfully redeployed at one solution price.

See for yourself the revolutionary CareerMobility™ Outplacement Solution. Contact us directly, John.Taylor@CareerMobilityllc.com

Download a CareerMobility™ Outplacement Solution Overview: Overview