Page 101 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

services initially requested by AutoVision. Second, a problem arises sometimes
when PES adviser counselling to employees points in a completely different
direction from that given in AutoVision’s internal guidance activities.

6.1.5. Impact and effects
The overall re-employment rate in AutoVision’s recent transfer companies is
68.2%; rates for individual projects range from 50% to 83.5%. These data only
refer to the first job after the employee has left the transfer company, since
information on the subsequent employment history of an individual is not
provided to AutoVision. Nevertheless, the quantitative effect on employability of
each single measure in a transfer company is hard to determine.
The distribution of successful placements is not uniform over the time a worker
stays in the transfer company. Most employees find new jobs during the first
three months or around the end of the legally possible period in a transfer
company (12 months). Most participants enter positions with fixed-term contracts
or under temporary work regimes.
In terms of the most effective forms of support provided, the orientation phase
is seen as crucial to successful reintegration into the labour market, since they
boost the motivation and initiative of the employee.
Work placements seem to be very helpful, with 8% of re-employed workers
having undertaken one or more internships while in the transfer company. The
related ‘trial employment contract’ appears to be most effective in encouraging
employees to take up a job opportunity. Since 98% do not return to the transfer
company from these jobs, it can be assumed that the possibility of reintegrating
the transfer company if job conditions are not satisfactory induces workers to
accept job opportunities more readily.
Services offered seem less effective for vulnerable groups of workers, an
exception being business start-up training for older employees. In a start-up, they
can be attractive partners for entrepreneurs who have bright product ideas but
lack skills and experience in running a firm. Our interviewees contend further that
individual motivation has often more influence on re-employment than potential
affiliation to a vulnerable group.
Since AutoVision started operating in the transfer market business in 2003,
processes have evolved continually. The orientation phase particularly has been
refined and improved. One other notable advancement is the implementation of
an integrated IT system for managing human resources services.

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