Page 134 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

for employees who leave the transfer company in the initial months. This
provides incentives to search for job offers and take up opportunities quickly.
These features differ between beE projects.
More vulnerable employees do not receive specific support in the sense of
distinct services, although the counselling may be more intensive for them.
Nevertheless, the success of support is highly dependent on the motivation and
commitment of the employee. Since lay-offs can cause crises which affect the
whole family, it is possible for counselling with the personal consultant to include
family members, if necessary. There is no additional support for non-employees.
The transfer short-time allowance is the only support received by the Federal
Labour Agency and the initiative does not currently benefit from European
programme support.

6.8.4. Cooperation and external capacity
Siemens beE cooperates with external partners to a limited extent. Private
educational institutions were chosen to provide training on business development
and project management. More important than the cost of the training are the
quality of the training and the availability of trainers who suit the target group.
Cooperation with the labour agency is effective and, in an exchange
programme, agency employees work at Siemens beE for half a year to get
familiar with the work of the transfer company. Siemens beE does not use the
services of the agency for career counselling. Cooperation with external partners
increases skill development opportunities, and therefore employability, of
employees.

6.8.5. Impact and effects
The overall re-employment rate of Siemens beE was 75%; in the
telecommunication branch the rate was almost 80%. These figures comprise
persons who found a new job or started their own business. The number of
business start-ups increased in recent years. Approximately 20% of employees
of Siemens beE can be placed in other segments of Siemens, through
cooperation with the internal Siemens recruitment departments.
Combining counselling by a personal consultant and cooperation with the job
centre is crucial for successful reintegration into the labour market. While the
personal consultant supports the individual development of employees, the job
centre can impart its know-how on labour market issues. The group work of beE
employees in the workshops is also an important factor of success. Sharing
experiences and seeing how others deal with the new situation increases the
motivation of the employees for job seeking and eventual training.

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