Another Position Within the Company During Outplacement

Another position within the company during outplacement means that an employee, whose original role is ending due to reorganization or other business reasons, may transition to a new internal role. This process requires clear communication, understanding of legal rights and company policies, and consistent support. This article explains the possibilities, the steps involved, and key points for both employees and employers.

What Does It Mean to Move to Another Position Within the Company During Outplacement?

When an employee's position is being eliminated, it's essential to identify whether there are suitable internal roles available. Outplacement often starts with exploring internal relocation. The objective is to ensure continued and sustainable employment, ideally within the current organization.

Outplacement does not always mean leaving the company; sometimes, a suitable internal position provides an effective solution for both the employee and the business. This is common during reorganization, structural changes, or a shift in business direction.

The process of internal relocation is governed by Dutch labor laws and collective labor agreements. Employers are obliged to make adequate efforts to place employees internally before considering dismissal. Employees, in turn, are entitled to support and guidance when seeking another position within the company.

In practice, this requires close cooperation between HR, managers, and the employee, with attention to skills, experience, and growth potential.

Difference Between Internal Job Change and Contract Termination

The term 'another position within the company' is often confused with an internal job change. An internal job change means the employment contract remains, but tasks, job title, or responsibilities may shift. Transitioning to another position usually refers to a completely new role, often created by business restructuring.

Unlike contract termination, moving to another internal position means keeping the employment relationship, just in a different role. With contract termination, employment ends unless outplacement leads to a new internal or external opportunity.

Often, an internal application process is required before external mobility is considered, ensuring the legal process is followed correctly.

Legal Framework: Rights and Obligations Related to Internal Relocation

Dutch labor law requires employers to investigate internal placement options before proceeding with dismissal. A suitable function is one that matches the employee's skills and can be performed after reasonable training or onboarding.

The required effort for internal relocation depends on the notice period, collective agreements, and social plans established during reorganization. Courts and the UWV will assess whether the employer has made sufficient efforts to relocate the employee internally. For more on these rights, see Reorganisatie rechten werknemer: Alles over rechten, plichten en outplacement.

Employees are generally expected to accept a suitable internal offer unless there are strong, legitimate reasons not to, such as incompatibility with health or personal circumstances.

The Process Toward Another Internal Position: Step-by-Step

The process of transferring to another internal position is usually structured and transparent. This benefits both parties and ensures fairness.

• Inventory of available positions: HR and management identify all current and upcoming vacancies.
• Skills and interests analysis: Employees receive insight into their competencies and development areas, often with coaching or assessments.
• Discussion of possibilities: Meetings are held to explore matches between employee and roles.
• Internal application and selection: Sometimes a formal process is needed; in other cases, direct transfer is possible.
• Training or onboarding: Additional training may be offered if the new position requires it.
• Evaluation and aftercare: After placement, there is a review period to assess sustainability.

Both employer and employee have active roles, with HR facilitating the process and ensuring compliance with all agreements and laws.

Practical Points: Pitfalls and Success Factors

Successful transfer to another position within the company requires transparency and mutual trust. Common pitfalls include vague communication about expectations or roles, and assuming employees can instantly perform in a new role without adequate training.

Success factors include clear job descriptions, regular progress meetings, and sufficient support. Career coaching, as provided by Care4Careers, may help employees identify and develop their strengths, increasing sustainable employability.

For example, if administrative staff lose their roles due to automation, a proactive approach might allow them to retrain internally, perhaps for payroll administration, thereby increasing satisfaction and retention.

When Is Another Position Within the Company Realistic?

The feasibility of finding another internal position depends on company size, available vacancies, and the employee's profile. Larger organizations offer more opportunities, while smaller firms may have fewer options.

Timing and flexibility are critical. During reorganizations, multiple roles may be eliminated, increasing competition for the remaining jobs. Early conversations about alternatives are essential to allow employees to adjust in time. For more on this, see Reorganisatie functie vervalt: wat gebeurt er nu?.

Alignment between the employee's wishes and organizational possibilities is necessary. If there is no suitable role, external outplacement may be the preferred solution.

Internal Relocation vs. External Outplacement: Key Considerations

Internal relocation may not always be possible or desirable, especially if the employee lacks interest in available positions or if the roles do not align with career ambitions. In these cases, outplacement to an external employer may be the best option. Discover how an outplacement program works in practice.

It's vital to clarify the differences and discuss preferences with all parties involved. Some employees may prefer the comfort of staying with their current employer, while others may benefit from new opportunities elsewhere. Emotional and financial aspects also play a role.

Clear agreements about support, expectations, and timelines help avoid misunderstandings and disappointment.

The Role of Employers, HR, and Career Coaching in Internal Relocation

Employers and HR are responsible for a transparent and timely process. They should communicate clearly, map out alternatives, and facilitate discussions and assessments. Career coaching can be the bridge between the current situation and the new future.

A career coach helps employees explore possibilities and gain self-confidence, particularly if they are unsure about their suitability for another internal function.

Coaching also supports employees in dealing with emotions such as uncertainty or resistance to change and helps with saying goodbye to previous roles, enhancing well-being and improving placement success.

Specific Cases: Illness, Reorganization, and Long-Term Absence

In cases of illness or long-term absence, additional legal requirements apply. Employers must investigate work adaptation and internal relocation before considering external outplacement. These obligations stem from the Dutch Gatekeeper Improvement Act. Coordination with the company doctor is crucial. Read more in Outplacement bij ziekte.

During reorganizations, the social plan outlines agreements on internal relocation, selection criteria, and support. The works council is often involved to safeguard employee interests.

For employees unable to return to their former roles after extended absence, timely dialogue about alternatives and good guidance are essential for making realistic, sustainable choices.

Summary

Another internal position during outplacement is a valuable way to maintain sustainable employment following role changes, redundancy, or reorganizations. The process demands clear agreements, tailored support, and attention to legal obligations. If internal relocation is not feasible or desirable, an external outplacement program may provide a solution. Open communication, timely coaching, and empathy are crucial factors for success.