Page 137 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

terms of job-searching or interview techniques. It was mentioned that many of
them had been with the company since they had left school and consequently
had no experience of working anywhere else for any other employer.

6.9.3. Restructuring practice and processes
The company reviewed its options in terms of how best to support staff whose
posts were being made redundant. After considering commissioning a
commercial outplacement provider, they decided instead to resource the task in-
house with support from the Partnership for Action for Continuing Employment
(PACE).
As the first step in the process, the outsourcing company organised an
outplacement resource centre in-company and recruited a member of staff
internally to act as its coordinator. An early lesson learned was the importance,
from the outset, of ensuring that those providing advice had administrative
support to ensure there was adequate help and support.
The resource centre had facilities to enable up to six staff at a time to gain
access to the internet and to the outsourcing company’s intranet, allowing those
interested in redeploying within the outsourcing company the opportunity to view
and apply for, relevant roles. Independent financial advisers (IFAs) were
available on-site for staff who wished to discuss matters relating to pensions,
investing redundancy payments and other issues. Additionally, Jobcentre Plus
staff were also available regularly by appointment to discuss vacancies and
matters related to individual job search and career planning support, including
individual career discussions, interview technique workshops, and job-search skill
development workshops.

6.9.4. Cooperation and external capacity
Cooperation was established with Skills Development Scotland (SDS), which
manages the cross-sector and cross-enterprise PACE programme in Scotland, in
response to large and politically sensitive redundancies. SDS is a non-
departmental public agency and was formed in December 2007, and combined
Careers Scotland, the Scottish University for Industry, and key skills elements in
Scottish Enterprise and Highlands and Islands Enterprise to form a new single
skills body. This aimed to:
(a) promote the availability of access to, and create demand for, relevant, high
quality and innovative learning and skills development for the Scottish
population;
(b) advance education and skills development and the promotion of lifelong
learning and skills development among individuals and businesses;

131