Page 72 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

at risk of redundancy. Examples of partnerships considered through the case
studies include:
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(a) the Better West Midlands project ( ), which offers a holistic approach to
support for those facing redundancy. The project is delivered by trade unions
in partnership with the West Midlands Learning and Skills Council (LSC) and
is funded by the West Midlands LSC-ESF cofinancing programme. The
project works very closely with Jobcentre Plus, Nextstep, an adult guidance
provider, as well as with public and private training providers (Case study
13);
(b) the ReAct Programme involves close working relationships with Jobcentre
Plus and Careers Wales, the all-age career guidance service, and a host of
public and private training providers (Case study 15);
(c) the PACE strategy and programme in Scotland which is led by Skills
Development Scotland (SDS) and involves a wide range of partner
organisations. An extensive partnership allows addressing a broad range of
needs, for example, government-funded training to improve and increase the
chances of successful labour market transition, career guidance, training
and support for business start-up (Case studies 10 and 11).
There is real strength in some of the partnership arrangements described,
which in turn are leading to significant outcomes for both employers and
employees. Some cooperative efforts are not initiated by public agencies, as in
the above mentioned examples, but by individual enterprises. This includes the
right-sizing programme undertaken by Volvo with sector labour market agencies
and the public employment service (Case study 12).
Socially responsible restructuring frequently calls for an inter-agency
partnership, combining public and private sector efforts, such as in the
partnership Response to redundancy (R2R programme) in England summarised
(case Study 14). Within these cooperation arrangements, external agencies,
usually public sector partners, need to be aware of the need for flexible
responses and to be mindful of the tight timescales within which, by necessity,
restructuring is taking place.
The partnerships described in the case studies are very different in their focus,
capacity development and resources. Limitations in their impact assessment and
medium term evaluation hamper comparisons of outcomes and success factors,
but a number of key features enabling the effective working of these partnerships
emerge.

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( ) For further information visit: http://www.betterwestmidlands.org.uk/aboutus.php [cited
10.5.2010].

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