Most of us were drawn to HR because we care deeply about people. We tend to be naturals at coaching, recognizing strengths and harnessing those strengths to benefit the company’s business goals. At the same time, we have a responsibility to the business to achieve operating performance objectives and manage expenses. This sometimes leads us to a dichotomy and the very difficult territory of layoffs. For years, HR  leaders have told me how tough it is to manage these two responsibilities. Of course, through outplacement services, we know that a significant majority of people who are exited are able to find  new opportunities and land on their feet. And like many of the HR leaders we talk to, you’re likely asking yourself, is there a better way? How do we get ahead of this? Are there alternatives?

There are options other than exiting employees. Redeployment and career development can help. More companies are turning to these workforce planning techniques to get ahead of employee redundancies and empower employees to explore new opportunities to contribute.

More companies are turning to redeployment and career development to get ahead of employee redundancies and empower employees to explore new opportunities to contribute. Jeanne Schad @RiseSmart #SmartTalkHR

Related Content: Workplace and HR Trends in Talent Mobility


Career Development continues to top the list of perks employers plan to add. According to Aberdeen, 68 percent of best-in-class companies pursue a redeployment strategy to fill as much as 40 percent of their vacant roles. Moreover, corporate thinking is shifting to expand corporate responsibilities beyond “delivering shareholder value.”

Related content: Aberdeen Research Report “Redeployment Extends the Value of the Workplace”

A recent Business Roundtable statement redefines corporate responsibility, thus creating a new “modern standard.” For decades, companies have operated under the Milton Friedman definition of delivering shareholder value. The Business Roundtable’s decision widens that corporate purpose to delivering value to “investors, employees, communities, suppliers, and customers,” acknowledgement by 181 of the country’s top CEOs that corporate responsibility includes employer responsibility. “The American dream is alive, but fraying,” said Jamie Dimon, Chairman and CEO of JPMorgan Chase & Co. and Chairman of Business Roundtable. “Major employers are investing in their workers and communities because they know it is the only way to be successful over the long term. These modernized principles reflect the business community’s unwavering commitment to continue to push for an economy that serves all Americans.”


At RiseSmart, we see redeployment and career development as responsible components of a talent mobility solution. Outplacement services will always be needed, as there will always be employees exiting companies and a need for them to upskill, brand themselves, and network in order to find their next opportunities. Providing them similar tools while they’re still employed can help them do the same internally within the organization long before their skills or positions are determined to be redundant. This empowers employees with the ability to future-proof themselves, and the organization to future-proof its workforce planning.

Giving employees tools to upskill, brand themselves, and network to find their next opportunities can help them change roles within the organization long before their skills or positions are determined to be redundant. Jeanne Schad @RiseSmart #SmartTalkHR

Related content: The Positive Impact of Career Development on Change Management

We define career development as an employee engagement process designed to help employees imagine and achieve their own career development goals. These goals could include excelling in their current role, expanding their job function to a project or stretch assignment, exploring new opportunities, or a permanent move within the company. Redeployment involves a similar exploration, though often within the context of a 60- or 90-day timeline and a choice of either accepting an open position internally or exiting.


It’s a simple enough idea that can be difficult to execute; thus, companies often struggle. We continue to hear from our customers that a “lack of career development opportunities” tops their employee engagement survey challenges.

Here are a few simple steps to consider. Though none will entirely solve the problem, each can contribute to helping you begin this process.

Submitted By

jeanne schad


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