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Socially responsible restructuring
Effective strategies for supporting redundant workers

holding back wider use of more socially responsible practice, but without wider
application (and a willingness by enterprises and agencies to support more
robust assessment) such evidence will continue to prove elusive.

7.4. Supporting vulnerable workers

A particular feature in looking at socially responsible practice is assessing how
career guidance is able to support the reintegration of vulnerable groups.
Identifying effective practices by enterprises and regional partnerships in this
area has been difficult, due to an apparent lack of differentiation of services
provided.
Preventive work can be undertaken by companies themselves, for example in
identifying employees whose skill levels need raising to avoid their skills
becoming redundant and reducing their employability. Second, where needs are
assessed, specific arrangements can be made on a restorative basis, in
transition periods, to meet the needs of those who are likely to be out of work for
some time once displaced. Here initiatives are likely to involve not just career
guidance, but associated training, and there are a number of examples in the
case studies where such work is being undertaken. Beyond this, the evidence
that is available suggests:
(a) restructuring arrangements can go some way to supporting vulnerable
workers effectively where career guidance arrangements make provision for
individualised and personalised support;
(b) individual action plans can also develop employee commitment and
motivation, an especially important issue for vulnerable workers who may
recognise they are facing substantial challenges of reintegration or who may
be easily discouraged by their situation;
(c) personalisation can also provide distinctive features of support needed for
some groups, for example, guiding, advising and training on enterprise start-
up;
(d) while vulnerable groups may be defined as those less likely to be readily
absorbed in the labour market, perhaps as a result of skills levels, skills
redundancy and age, special attention should be given to longest-serving
employees. Here a combination of age, a lack of familiarity with job change
and job search, and loss of confidence may compound the effects of
reduced competitiveness in the labour market. One-to-one counselling here
may play a crucial role in helping individuals develop realistic aspirations and
expectations of job search.

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