Page 57 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

3.1.1. Delivery, practice and modes of support
Both case studies and the desk research indicate that a wide range of career
guidance and related support mechanisms are used in enterprises undergoing
restructuring. Individual career guidance and wider one-to-one support is at the
heart of most successful career transition programmes. In many cases, individual
support is available prior to redundancies. Initial help is usually available in-house
and is delivered within companies by line managers and HRD staff. In terms of
support for those providing advice, there is some evidence in the case studies
(Volvo Cars, Sweden, Case study 12) that managers involved in discussing
restructuring plans with individuals were receiving support from external partners
to cope with the readjustment process, in particular to inform affected employees
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on next steps and options ( ).
In a number of areas, it is clearly more cost-effective for information and
general advice to be passed on in groups, rather than individually. The case
studies also show some advantage in allowing individuals to hear the views of
others, to increase solidarity and so reduce the sense of isolation that some
workers feel during the severance process. Review of the case studies suggests
that broadly three sorts of group activity are undertaken. The first focus – and
possibly the least – is on career planning, for individuals to consider eventual
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employment areas and the range of options open to them) ( ). In addition, some
workshops are tailored to meet the needs of particular groups, such as
individuals considering self-employment or business start-up. The third category,
and probably the largest, focuses job-search skills, including drafting CVs and
application forms, acquiring interview skills and being able to identify sources of
help and advice, including PES.
Alongside the provision of individual and group support, there is evidence in
the case studies of the use of resource centres on employers’ premises to
support employees in their search for new professional prospects. This can be
done through transfer companies, as in Germany, or through career management
consultancy. These centres are variously equipped, but frequently include job-
search research facilities for individuals to make phone or e-based enquiries as
well as getting access to vacancy information and other services. They can
provide individuals with more informal help from advisers, rather than on an
appointment basis, as well as peer support from other centre users. Through
these centres, there can be development of tailored resource materials in hard

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( ) Outplacement (career transition) organisations are sometimes asked to provide support to
managers in respect of the best ways of undertaking this difficult task.
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( ) In practice, most of this work is probably mainly undertaken individually, as evaluation studies
frequently show that some individuals are hesitant about raising personal issues in group
settings.

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