Page 60 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

In the best resourced practice examined, a full set of activities is offered,
including a core programme of workshops and a more individualised tailored
programme, including facilitated support using a resource centre, additional
workshops, and work placements (such as Siemens BeE, Case study 8).
However, this was atypical and in most other cases, a more restricted offer is
made, followed by individual support, and the use of resource materials, some of
which can be remotely accessed.
There is limited evidence from the case studies about specific models of
practice that guidance practitioners use. However, it would appear that the most
effective process involves advisers:
(a) identifying at an early stage what individuals’ goals are, and what barriers
there may be to achieving them, and then using action planning processes.
Good practice would suggest these should be formalised and through this
process individual agreements should be gained to work towards specific
objectives within planned timescales;
(b) helping individuals to consider their experience and achievements to date,
sometimes through developing their CVs. The most effective practice here
focuses not just on the production of an effective personal marketing
document, but uses the opportunity to consider transferable skills and
experience that an individual possesses and how employees can best
present themselves in the labour market;
(c) undertaking specific assessments of aptitude and attainment, through
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psychometric testing ( ) and self-referenced assessment tools, such as
skills and interest inventories. Where securing a new position was the
guidance related aim, successful provision often helps individuals to
consider informal as well as formal methods of job-search, including how
best to use the network of family, business and other contacts they can have
and to explore the ‘unadvertised job market’;
(d) helping individuals who have been out of the job market for some time refine
their job-search skills, including attending selection interviews. In the best
practice identified in the case studies, this involved the full simulation of the
process including the use of video to enable individuals to see how they
present themselves and to develop their skills;
(e) planning a programme of support that is appropriate to the individual, based
on continuous assessment of needs and using a range of resources and
tools, including less frequently used approaches such as work placements

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( ) The use of such psychometric tools is frequently restricted to qualified psychologists (although
in some countries advisers are able to use tools having undertaken approved training
programmes) and this and their cost and time in usage restricts their application.

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