Page 120 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

the next 12 months, as more information filters through on the realities of the job
market. The information, advice and guidance given to the staff on these trends
will be that much more important.

6.5.6. Innovation and effectiveness
The long lead-time in the closure of this plant and the early engagement of the
outplacement company, plus the involvement of the main trade union, provides a
good opportunity for employees to come to terms with the situation and plan their
exit strategy. The danger is that the long period of notice may persuade some
employees to postpone their activities until the final few weeks of work, partly
encouraged by the current poor prospects of alternative employment. Therefore,
it will be important for all those involved, particularly the company, outplacement
provider and trade unions, to ensure that staff consider their options sooner
rather than later. Here the availability of the dedicated ‘next move centre’ room
for use by employees soon after the closure announcement was made should
help encourage early activity.
The company has responded to the need for full consultation by setting up the
‘transition forum’ drawing on staff representatives from the main work categories.
The focus of the forum will also become sharper as the closure date approaches
but, in the meantime, its effectiveness will be dependent on how much of a two-
way flow of information and actions there is.
Recognition of the crucial role that training will play in allowing employees to
seek alternative employment has been reinforced by the initiative of the main
trade union (SIPTU) in drawing on its national resources and developing training
options, including the training allowance. While this will allow only short-term
training, combined with the company’s intention to provide a certificate of all
training done by the employee, it is likely to help employees significantly with
their job search activities.

6.6. Karmann, Germany (CASE STUDY 6)

6.6.1. Background and context
Karmann is a car-part supplier and car manufacturer, specialising mainly in car
roofs and bodies, as well as the manufacturing of smaller product lines for large
automotive companies. It was founded in 1901 and has been an important player
in its sector since the 1950s. Today, Karmann has several establishments in
north-western Germany and is present in Portugal as well as in several non-EU

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