Page 167 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

been no real interest in this. The significant change in language and culture that
this would involve are seen as reasons. To inform other employers about the
available supply of workers from the plant, the Human Resources Manager has
contacted other local companies giving information about the staff soon to be
available, though it is too early in the process to assess how successful this has
been. The HRM will also use membership of the Chartered Institute of Personnel
and Development (CIPD) – the professional body for those in human resources –
to address local groups and meetings to inform them about the displaced staff at
the plant.

6.16.4. Cooperation and external capacity
Support from ReAct was available to workers for training in skills that will help
find an alternative job or become self-employed (see Case study 15). There is
also an opportunity for those moving into another job to receive a training
allowance to acquire the skills needed by their new employer. The company has
started to work with Careers Wales on providing one-to-one interviews, which are
held on site and are very much about exploring the options available and drawing
up an initial individual action plan. One of the key issues is to promote a sense of
realism of where the future employment opportunities will be in the area.
Manufacturing has been badly affected by the current recession and is likely to
offer few new jobs. However, one factor working for the employees is that they
are drawn from a wide area and so they are being encouraged to seek
opportunities in the wider labour market.

6.16.5. Impact and effects
Because this particular plant closure is phased over a long period, it is too early
to make any assessment of the impact and effects of the support offered.
However, the long period of notice, coupled with the array of support services,
has given the staff a more relaxed run up to their displacement. This should
provide ample opportunity for employees to make a thorough assessment of the
future prospects, using the support services, and do some training to assist the
transition. There is the danger in this long lead time that staff may become
complacent and may tend to put off any real decision-making until the latter
stages of their notice period. However, this can be assuaged by the support
services acting early and thereafter monitoring the progress of individual clients.
Early indications show that seeking a change of career is popular with some
employees, with some seriously looking at non-manufacturing sectors such as
health care, under the influence of information from the outplacement services
provider. There have already been some requests for early retirement.

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