Page 64 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

guidance and other forms of support for others affected by restructuring. The
review suggests this can take a number of forms, such as:
(a) the supply chain, in general, small and medium-sized supply companies that
are restructuring;
(b) wider local area issues, in localities where a substantial number of
redundancies occur caused by the demise of one, or more, companies;
(c) individual family members, particularly the dependants of employees whose
jobs have been made redundant.
Limited evidence was found in the literature about services to companies in
the supply chain, although this was not a specific focus of the research. This is
possibly because the processes in restructuring are undertaken within particular
companies rather than collectively, although some of the work will be
simultaneous, taking place in different workplaces, as enterprises change their
supply needs and specifications in the light of changing market situations. Some
examples were found of wider local and sectoral responses, and these are
explored and illustrated more in Chapter 4 (such as the Better West Midlands
and R2R projects in England, Case studies 13 and 14). As illustrated in the
Karmann case study, the integration of family members into the counselling
process was quite common, especially if there were plans for individuals to start
a business or move to another country for work (Case study 6). Attention was
also given to aid with personal problems which are a barrier to finding work, such
as indebtedness, addiction, and intra-family conflicts. Clients were advised how
to get professional assistance on these matters and encouraged to do so.

3.3. Developing quality assurance in guidance

The Council’s Resolution on guidance (Council of the EU, 2008) indicates that
the development of high quality guidance services is a goal shared by Member
States. Guidance provision should be fit for purpose through ‘taking account of
users’ expectations and labour market realities.’ In particular, this stresses the
need for high-quality information, ‘on training provision and the operation of the
local labour market’, and of ‘enhancing, through initial education and further
training, the professional profile and standards of guidance practitioners’.
Emphasis is also given to developing quality standards and evaluation
processes. Against this background, this review sets out evidence on quality
assurance and evaluation, as well as competence development of practitioners
supporting enterprise restructuring processes.

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