When an organization lets an employee go, is that individual truly out of the picture?

Not at all, says a newly released survey of almost 3,700 people worldwide by Right Management Consultants.

In fact, six of 10 displaced employees said they frequently meet with their former workplace colleagues.

It was one of those "ah-ha" moments that caught the attention of Canadian employers this month when Right presented its findings in a cross-country series of brown-bag sessions and "webinars."

a surprise to many employers.

"I think what kind of blew employers away was the amount of interaction that employees they let go still have with existing employees," says Calgary-based Dianne Bond, Right's vice-president of business development.

It's a concern for employers because of the influence ex-employees can exert on the workplace, she says. One disgruntled ex-worker can poison the morale of current staff, while a contented ex-worker can do the opposite.

The report dovetails with another survey by the company a year ago, when employers were asked why they provided career transition consulting services to departing employees.

More than 70 per cent of employers told Right, which offers outplacement services, that they did so for a variety of reasons. It demonstrated a commitment to remaining employees, helped sustain the morale of retained employees, and helped manage former employees' perception of the company, employers said.

Sixty-seven per cent of employers also said they offered outplacement support to maintain the company's reputation in the community.

This year's survey of ex-employees showed that 40 per cent felt more favourably to the former employer because an outplacement program was offered. Fifty-six per cent said they would recommend their former employer to a friend seeking employment - a potential benefit for companies competing for skilled workers.

Meanwhile, in commenting on the benefits of the program, 57 per cent of those surveyed said that learning how to better network was the most valuable aspect of their outplacement support.

Among Canadians - 492 individuals from non-management to senior management levels were surveyed - 65 per cent said they wouldn't consider relocation, while 56 per cent were considering significant career changes.

Bram Lowsky, Right's Toronto-based senior VP for Eastern Canada, says the report highlighted some key pieces for employers and ex-employees.

In Canada, the fact that 61 per cent of ex-employees say they frequently meet with colleagues is significant, he says.

"From our perspective, you've left the organization, but you haven't left your friends. It's a good reminder that work is such a social connection for many people.

"If you have a buddy let go who feels he hasn't been treated fairly, that person is sharing that (negative) information with the employer's current staff."

From an employer's perspective, it's why they should be providing outplacement services, he says. Outplacement creates a sense of self-esteem for the ex-worker and fosters better workplace morale.

Lowsky says between 40 and 50 per cent of the job candidates Right works with in Toronto, who are in transition, do explore starting their own business.

"A lot are kicking the tires on entrepreneurship, whether it's a storefront operation, a franchise, or consulting," he says. "Maybe 15 to 20 per cent do go ahead and start their own business, though it's typically at the more mid- to senior-management levels."

While 84 per cent of individuals surveyed said that one-on-one coaching was the most valuable component of outplacement programs, the networking component taught by coaches was the critical skill they learned within the coaching process.

Many individuals, especially those at the senior levels, have lost track of their networking group. Suddenly out of work, these people don't know who to contact, feel guilty calling on others, aren't sure what to ask for, and don't know how to put a positive spin on their unemployment.

"From our perspective, networking is a lifeskill, something you have to do all the time, not just when you need it," Lowsky says.

"We stress this all the time to them. When they leave (the outplacement program), they say they won't let their network go again."

While there is no legal requirement to offer outplacement services, Right's survey a year ago indicated 86 per cent of employers provide some type of transition support.

"Employers and employees say it's the right thing to do," Bond says. "They believe there's an obligation to help employees make the transition to new employment."

Bond stresses that while outplacement services do help an employer maintain company morale and corporate reputation, the key point is that it gives out-of-work individuals a reason for optimism because it gets them thinking about the future, and moving forward.

"A lot of people initially get stuck on why the organization got rid of them," she says. "People beat themselves up about what they did, when maybe the company just changed directions or restructured."

For many people, working with a professional career management consultant is a new experience.

With guidance, it's when they begin to assess their careers, re-energize, set new goals and get their life in balance again, Bond says.

"In many cases, we hear about passion and what they'd really like to do. It's like they're starting fresh. People get excited about it."

In those cases, that positive attitude carries over to their family and friends.

And because many of those friends are former co-workers, it's a win-win situation for all concerned.

Web watch: www.right.com

(Mike Dempster can be reached at miked@businessedge.ca)