Page 63 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

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experiences and long periods of service within one and the same company’ ( ).
They found that ‘even in very successful interventions there remained persons
that are not transferred into new employment’, adding that ‘in all countries these
were mostly composed of women’ (Kieselbach et al., 2006, p. 20).
Examples were found in the literature and through the case study research of
companies proactively engaging with those workers at risk of long-term
unemployment, particularly to upskill them ahead of company restructuring. Good
examples in the literature include the work at the Royal Copenhagen porcelain
factory to increase the competence of production staff (Plant, 2004).

GOOD PRACTICE EXAMPLE
Guidance in support of restructuring at Royal Copenhagen

Luxury goods markets such as porcelain manufacture are cyclially sensitive and subject to intense
competition from similar companies worldwide. In this context, a major transition process was
needed for the survival of the Royal Copenhagen porcelain factory, through external outsourcing
and the introduction internally of both new forms of work organisation (team collaboration) and new
forms of production (lean principles).

Trade unions and management agreed to support employees whose jobs were being made
redundant and who, in most cases after many years in the company, now had to find new
employment. The remaining staff was offered the opportunity to develop new skills, and new forms
of cooperative working, in connection to the new production and working arrangements introduced.

A ‘guidance corner’ was set-up in the company canteen, where employees had access to a
professional, independent adviser with experience in undertaking guidance work with the low-
skilled. The guidance was individually tailored and, following advice given, alongside those finding
new jobs, many redundant employees subsequently received specialised training in industries, such
as transport and logistics, servicing and cleaning, hotel, restaurant and health and social care.
Others wanted to improve their education and personal skills. All employees could benefit from the
guidance corner, which was also used by several permanent, non-terminated employees. On the
basis of available evidence, the evaluation cautiously concluded that this ESF project had helped
staff to find other work on a fairly large scale (in spite of the narrow skills) or to sustain their work in
the company.

Source: Plant, 2004.

3.2.3. Support beyond the workforce
While the focus of the review has been on restructuring support to employees
being made redundant or at risk of job losses, the opportunity has been taken to
look also at how approaches to socially responsible practice provide career

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( ) They have what is sometimes referred to in the literature as ‘firm-specific human capital’ which
may not be applicable/transferable elsewhere.

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