Page 109 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

they had never received this kind of ‘special’ care, going beyond administrative
requirements set by the labour code.
There were no adjustments in the outplacement offer for vulnerable or high-
risk employees. Also, no support was delivered to non-employees, from the
supply chain or family members. Outplacement activities provided in
collaboration with PES were offered to all employees made redundant. Although
services were not differentiated, each employee was entitled to select the
appropriate portfolio of outplacement services that satisfied his/her needs.
Nevertheless, the vast majority of redundant employees were interested in an
initial assessment of their career and employment prospects.
All activities of the outplacement programme, excluding the consultations with
legal advisors, were provided directly by specialists in the local labour office.
Activities included face-to-face individual discussions and half-day group
workshops focusing on job search, and business start-up or self-employment.
The outplacement programme also provided for one-to-one consultations
between redundant employees and the company lawyer. This was the only
specialist service financed by the company. The programme was financed from
the budget of the National Labour Office, without any EU funding support.

6.3.4. Cooperation and external capacity
The initial offer for the outplacement programme came direct from the labour
office in Trnava after the mass lay-off was reported by the EM. Management was
also encouraged by the fact that the outplacement programme would be financed
within the frame of PES.
Success of the outplacement programme was determined by three main
conditions:
(a) willingness of management to participate in the programme and to provide
for coordination resources in-house;
(b) experience of labour office specialists in providing one-to-one career
guidance;
(c) the active interest of employees’, who received intensive help before being
dismissed, especially in the initial assessment phase.
All three conditions were successfully fulfilled and enabled smooth
implementation of the outplacement programme.

6.3.5. Impact and effects
The impacts of the outplacement were measured both by quantitative and
qualitative assessment. The programme was not aimed at extending vocational
skills nor improved job protection, and these issues were not measured.

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