Cabrini Health Sale of Business
An established client of Dakin Mayers, Cabrini Health sold a subsidiary business, Cabrini Linen Service (CLS) to Spotless, a large public company. Cabrini, a Catholic not-for-profit healthcare service with caring values and conscious of their responsibilities, put in place processes to facilitate a smooth transition of the business to ensure that staff felt well supported. Integral to this was engaging Dakin Mayers to provide Career Transition and Outplacement (CT) support to all 132 staff.
Spotless advised it would offer roles to some of the management team but not guarantee employment for any of the 120 shop floor employees. CLS had an excellent record of quality service, a great staff culture and was growing in the market. The highly multicultural shop floor staff were paid above the award and greatly appreciated the “home away from home” environment that existed. All staff were extremely sad that the business was being sold.
CAREER TRANSITION ACTIVITIES
Dakin Mayers conducted 10 workshops of 3 hours duration focussing on resume preparation, job search techniques, applying for roles and networking. Each staff member was provided with a comprehensive manual, sample resume formats and their current position descriptions. All staff were offered follow up one-to-one sessions with a Senior Consultant.
1. The CEO
The CEO chose not to join the new organisation and before the announcement of the sale we commenced a CT program focussing on his career goals. We assisted in improving his resume, applying for roles, building a marketing / networking program, developed a LinkedIn presence and honed his interview technique. His plan was to change sectors and we facilitated networking towards this target segment and within a few months he secured a new executive role in Aged Care.
2. Management Team
During the ‘offer period’ we held several small group and individual sessions to support the management team with our CT services. Some decided to move on as soon as possible but most waited for a possible job offer from the new owners. In the meantime we assisted with upgrading their resumes and held confidential discussions with each individual about their options. We supported those who decided to leave, or who did not receive an offer, in determining their career options apply for new roles and conducted role plays to improve interview techniques.
3. The Shop Floor Team
The new owners eventually did not directly employ any shop floor staff, instead hiring many indirectly through an outside labour hire firm. As a result these employees needed a resume whether they received an offer from the labour firm or looked elsewhere. Most of this group did not have resumes and spoke English as a second language, requiring highly personalised support. We met with individuals up to 4 times, often with their interpreter, to discuss their skills, attributes and plans. We drafted individual resumes for most of this group, had them typed and met again to confirm the resume was correct. Some of the employees requested additional meetings with their Consultant as they were understandably concerned about their future and needed clarification regarding their redundancy and leave entitlements. For those who did not receive offers, or decided to look elsewhere, we provided networking ideas including relevant recruitment agencies and the names of many other businesses which could be looking for staff or had positions available.
The CEO achieved his goal of working in Aged Care, a sector he was passionate about and all the management team were either offered roles or found external employment. By the time our work was completed 112 of the 132 people had gained ongoing employment and a number retired. Cabrini Health facilitated employment for a number of management staff in their hospitals.
Our client, the Royal District Nursing Service (RDNS) in the not-for-profit Health Sector had offices around metropolitan Melbourne each being the home base from where their direct client nursing staff travelled. Our client restructured the business reducing 14 offices down to 4 regional offices, operational staff were absorbed into the larger bases and up to 30, mostly long standing female employees, were made redundant.
They were offered the services of Dakin Mayers and another Career Transition provider. Our Consultants assisted staff in a prompt, proactive and caring manner and virtually all of them selected Dakin Mayers for Career Transition and Outplacement Support.
Building rapport with each individual was most important to the success of our work. Many were very attached to the RDNS and quite anxious about having to leave. Our initial meetings with each participant to explain our program and how we could assist were held in relaxed surroundings either local to home or work. Discussions that followed focused on future career plans and we helped with resumes, job applications, networking and interview techniques.
Discussions revealed that while staff enjoyed working with RDNS some had other initiatives they wished to pursue. Outcomes included returning to the direct patient care they had enjoyed previously, undertaking contracting or working part-time as the flexibility suited their life styles and we assisted several to start up their own business.
Overall the majority of participants turned an initial negative situation into a positive result and a new lease of life. Dakin Mayers played an important role in the process of realising that opportunity.
Program manager from a Victorian Government Authority
From the moment she commenced her CT program, Betty was very focused on doing what she needed to do to find the right new role. She had a good idea as to what that role looked like and the sort of organisation she wished to be part of. We quickly produced a professional resume and Betty then focused her energy on networking in her target community. After a few weeks and many cups of coffee Betty was appointed to a role in her exact target sector. The lesson is that if you give your CT program/job search top priority and set your criteria and job targets, it is possible to find a good new role relatively quickly.
Policy Officer from Victorian Government
After commencing a graduate program in Government, Madeline could not be placed in a permanent or contract role so was let go. Madeline had received mixed feedback about her performance but was unable to explain why she was not successful in being placed in a new Government role. To help that understanding, Dakin Mayers conducted a 360 verbal survey across three of Madeline’s recent managers which then provided her with ammunition to make some changes in her approach to work. When she understood what people thought, and why, she was able to change her work habits accordingly. Soon after she found a new role in her exact target area. The lesson is to make sure you get clear feedback as to why you were made redundant and when appropriate change your behaviours accordingly.
Legal Officer from Victorian Government
Andrew’s contract was not renewed and he was quite disappointed. Initially he attacked his CT program with some energy but as time went by he became dejected and his personal demeanor and dress code slipped away. As a middle tier manager we thought it could take him 4 to 6 months to find a role. As he became more dejected he attended our offices less and applied for fewer roles. To his credit, Andrew turned around his situation and, with more encouragement, attended to his personal presentation. Soon, after 12 months, he found a new role. The lesson is that it is important to understand that it is normal for CT participants to encounter a roller-coaster ride of emotions. The trick is to recognise that what you are feeling is normal, try to think positively about the future and share your thoughts and feelings with your Dakin Mayers’ Senior Consultant. Don’t let those negative thoughts get the better of you.
College Vice-Master from the Tertiary Education Sector
Edward was a well credentialed and highly thought of figure in his work space. Edward applied for many roles for which he was well qualified but, although never told, thought his age may have been getting in the way. Edward was disappointed at the regular rejections but very resilient in his job search activities. His persistence paid off eventually as his wisdom and experience was highly valued by tertiary organisation still in it’s early days and with a relatively inexperienced management team.The lesson learned is that persistence will normally reward participants and age isn’t necessarily a barrier… it can be an asset
Clinical Nurse from the Health sector
Jane was shocked at losing her role she loved and was most proficient in. As her discussions with her Senior Consultant developed she came to realise that her redundancy might in fact be a positive rather than a negative. Jane discussed her thoughts of starting her own business focusing on her specialist area which involved a skill often in short supply. She came to realise that in fact this was the perfect time to take that step, something she may never have done without being made redundant. The lesson is to treat redundancy as a positive opportunity to move on from a role you maybe didn’t enjoy or an opportunity to pursue another course which had been in your mind but not done anything about.