case study: Con-way

Protecting morale & engagement during corporate restructuring

Challenge:

In March 2010, 200 administrative and IT employees of Con-way, a global provider of supply chain solutions, learned their jobs would be outsourced to various operation centers throughout India and the U.S. (read more at www.oregonlive.com). The impacted employees were then asked to train the people that would eventually take over their job while also preparing themselves for the job market in the height of the recession. Many of the impacted employees were with Con-way over 10 years, lacked confidence and knowledge of the current job market, making the transition to a new job all the more challenging. To help manage this highly sensitive and complex process, Con-way contracted with Waldron based on their understanding of Con-way’s culture and extensive experience helping organizations through similar large-scale reductions in staff.

Solution:

Waldron worked closely with Con-way leadership to build a transition plan that reflected their goal of treating employees with respect and equality, and helping them compete in a difficult labor market. The plan consisted of 4 phases:

➢ Phase 1- Notification and Communication: Waldron consultants were on-site to present the customized career transition programs being offered to all 200 employees, and marketing material was created to distribute both in-person and electronically. Impact: Being onsite allowed employees time to ask questions about the process and the program provided. The marketing materials provided necessary information and electronic reminders of upcoming events allowed everyone to be informed.

➢ Phase 2- Workshops: Waldron consultants conducted mandatory two-day career transition workshops, in small groups, for all impacted employees. Impact: In addition to learning how to create a professional resume and self-marketing materials, employees also received skill assessments, networking techniques, social media training, job search strategies, interview preparation and techniques and tips on negotiating job offers. Participants reported that the program exceeded their expectations and gave an overall rating of 4.4 out of 5.

➢ Phase 3- Career Center: To accommodate diverse employee schedules, Waldron consultants were consistently on-site over a two-month period to meet with individuals one-on-one and to present group learning modules. Impact: One-on-one sessions with consultants gave employees time to work on their individual career transition marketing plans and needs. Issues covered during one-on-one sessions ranged from interview preparation to retirement planning. Group learning modules allowed small groups a more in-depth look at topics covered in the workshops as well as social media networking and tutorials for using proprietary online resources.

➢ Phase 4- Job Fairs: Waldron created and facilitated two career fairs. One for the administrative service employees and one for the IT employees. Impact: Waldron brought in specific companies and recruiters with hiring needs that aligned with the skills and experience of the impacted Con-way employees . Employees had the opportunity to meet with dozens of hiring managers and recruiters, directly hand them their resume and make invaluable personal connections.  A number of employees landed jobs directly from the career fair.

Results:

Con-way’s partnership with Waldron helped successfully navigate a complex workforce transition while retaining employees that were not affected. The remaining employees at Con-way saw first-hand the level of support offered to impacted individuals, which protected morale and engagement levels. Waldron consultants were able to help exiting employees achieve a difficult balance between their work responsibilities and their career transition timeline.