Page 145 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

6.10.5. Impact and effects
Surveys are regularly conducted by TSF and HRM partners to map out the level
of satisfaction of employees taking part in the pool. In 2007, 79% of the
respondents gave the grade ‘good’ or ‘excellent’ to the competence pool’s
operations; in 2008 it was 90%. Employees have given positive feedback
particularly on the breadth of the training portfolio. According to HRM partners,
23% of participants have found a job less than one month after the outplacement
training, 26% within one to two months, and 31% within three to four months.
Although it has a clear financial cost (about EUR 60 million since 2006), the
experience of the pool is considered positive by most parties concerned: the
employees transferred to the pool, managers, employee representatives and
external organisations. A number of positive implications are perceived, but are
often difficult to quantify.
Contribution to the wellbeing and job search chances of dismissed employees
is one. Experience has shown that dismissed employees often go through a
period of relative mental and financial distress in the first months after notice. The
services of the pool have proven to help employees overcome this first phase. In
particular, it helps rebuild the motivation necessary to take on new challenges
and look forward to new job opportunities. While most employees eventually
leave the firm, they do so on good terms, with a ‘solution’ more adapted to their
needs and aspirations. Some even express gratitude to have had the opportunity,
once in their professional lifetime, to step back, reflect and decide over their
career.
Contribution to the wellbeing of current employees and managers is another
perceived benefit, as the impact is also positive on the rest of the company.
Contrary to the trends in Finland, the rates of absence due to sick leave and
occupational disease have stopped increasing since the establishment of the
pool. Another positive aspect is that the pool is not seen as a separate entity, but
is well integrated within the company. It is regularly elected by employees as the
unit place with the best ‘working atmosphere’.
There is also its contribution to the business image of TSF. Under the previous
system, dismissed employees from TSF would leave on negative terms with the
company, possibly cancelling their subscriptions as clients and spreading a bad
reputation. A survey carried out at the time had shown that 70% of them were
very negative towards TSF and would refuse to be re-employed. These attitudes
are much less frequent and re-employment of former employees is frequent.

139