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Adult learning in socially responsible restructuring 73

fact that job losses are visible immediately, whereas benefits appear only after
a certain time and are not perceived as direct consequences of restructuring
(OECD, 2007). Restructuring can underpin economic and social progress, if
companies can manage the necessary change quickly and effectively, and
as long as public action ensures that enterprise restructuring is carried out in
sound conditions.
Career guidance and skill development are a key component of both
restructuring processes, and preventive measures that attempt to avoid
enterprises making workers redundant. With respect to training systems,
an anticipatory approach to the effects of restructuring should comprise
education and training system responsiveness to sectoral and regional needs
for skills upgrading (Cedefop, 2010e). Enterprises that invest in their workers’
employability, with greater emphasis on skills that promote labour market
mobility across sectors, can support the adaptation of companies and workers
to anticipated changes in work organisation and production methods. It is
important not to underestimate the need to develop transversal skills, such
as self-management, team working, or communication skills. A sound human
resources development strategy can make restructuring either unnecessary
in the first place or alleviate its impact to a considerable degree.
The social costs associated with restructuring can be high, leading to
large-scale redundancies, and the decline of particular sectors or regions
affected by a reduction or cessation of operations at a specific location. It is
essential to accompany restructuring in a way that minimises the immediate
negative effects on employment, in particular on those already experiencing
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difficulties in the labour market ( ). The impact of restructuring needs to be
anticipated and managed well in advance, jointly with representatives of
workers and company management, as well as governmental agencies and
training providers, to define relevant support services for both employers
and employees and pool together the necessary expertise and resources.
In the present economic downturn, adult learning is at the crossroads of
key policy agendas for the economic recovery, related to employment, and
the acquisition of ‘new skills’ that ‘new jobs’ to come will require. The chapter
discusses the conditions that need to be met to assist workers affected by
company restructuring in their transition to new employment, in the best possible
way, through skill development and career guidance. The chapter follows two

( ) EQUAL, Emerging lessons and insights on restructuring, September 2006.
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Available from Internet: http://ec.europa.eu/employment_social/equal/data/document/etg3-
0609-restruc.pdf [cited 17.12.2010].