The people staying have to run this too.
Proactive support during consultation, redeployment and handover — for the team members living through it, and for the line managers and HR partners carrying it. Delivered before anyone exits, not after.
Talk to a specialist
EAP and grief support are necessary. On their own they are not enough.
During long periods of consultation, redeployment or role handover, it is not uncommon for a team member to feel a complete lack of control over their future career, finances and direction. That produces stress, anxiety, catastrophising, and a real reduction in mental and physical health. Left unchecked it also shows up in the numbers: disengagement, absenteeism, and other key business performance and HR indicators moving in the wrong direction. Line managers and HR professionals very appropriately reach for EAP and grief support. What is usually missing is the proactive half — the interventions that build optimism, put people back in control of their future, build resilience, and help them finish their employment period on a high.
Reactive support
EAP, counselling, grief support. Essential — and already in place at most organisations.
Proactive support
Optimism, control, resilience and a concrete plan for what comes next. This is the half that is usually missing.
Support for the people running it
Line managers and HR partners equipped with practical interventions, not just talking points.
It starts with the leaders, not the announcement.
The programme opens with a briefing for the HR team and relevant team leaders — where the group builds the practical interventions with us, rather than receiving them.
Briefing: what is already available
A recap of the proactive strategies in place — the career transition support available from Prima, where every individual is supported until they achieve an alternative role or career of their choice. No one is left behind. Leaders are reminded that anxious team members can join the programme early, or take one or two preliminary career sessions, at no extra cost.
Briefing: building the interventions
The group develops the practical, proactive interventions that build optimism within their own teams — and agrees the logistics for delivering them.
The Lunch & Learn series
Promoted by team leaders and HR partners, at times they nominate. Designed to kick-start new career plans through personalised coaching and group sessions.
Finishing on a High
Individual plans that move people from focusing on what is being lost to designing a good ending — and a good next chapter.
Four sessions that give people something to act on.
Employment growth areas
Where the jobs actually are in Australia, and the pathways into them. Candidate-short industries such as healthcare, aged care, transport and logistics, AI, entertainment and food services, adult apprenticeships, and emerging small and medium businesses in the local service area. Anyone interested is then supported to investigate training pathways, or to build a personal business case for the move.
AI skills that lead somewhere
Sessions on developing AI skills that lead directly to career-related roles — or the specific, nameable skills that lift employability the moment they appear on a CV.
Internal redeployment
Redeployment guidelines, the support available, and case studies of people who have moved successfully — because for many team members the best next role is still inside the group.
Financial advice briefing
What is the best personal use of a possible payout? Pay down the mortgage, add to superannuation, take the holiday? What financial plans and goals should be in place before the change lands?
The aim of the sessions and the individual coaching is the same: build optimism and confidence, and equip people with the skills to actually reach a career goal.
Finishing on a High.
For people who may have a finite time left with the organisation, the instinct is to focus on the loss. This programme moves them to something more useful: an individual plan for great ways to finish. Plans are developed in sessions that brainstorm ideas, guided by a workbook, and worked through with partners, family members and financial and career advisers. Already in place at a major Australian retail group, among others.
Goals people set themselves
- A role that is more future-proofed than the current one, and better suited to my interests.
- Start the new role the day I leave — and keep the payout.
- Hold on to the close relationships: numbers, a group chat, a plan to stay in touch.
- A long-term plan. When can I retire? Where will I live? What are my commitments for the next few years?
- Broader activities to start — wellness, volunteering, better habits.
- Leave in a better financial position, with a clear plan, a better role, closer relationships and feeling healthier and fitter.
The bridge between designing the change and exiting people well.
Before — Prima Transform
The work, the structure and the operating model redesigned, and the change events planned properly.
During — Support Through Change
Leaders equipped, teams supported, optimism built, and a plan in every person’s hands before anything is final.
After — Career transition
Guaranteed outcome support until each person achieves an alternative role or career of their choice.
People leaders can also be prepared through Prima Perform’s workshop programs — Leading Through Change and Preparing for Impact Conversations.
Your people are in consultation right now. What are they being given?
We will start with a briefing for your HR team and team leaders, and build the interventions with them.