Page 74 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

market integration. Local or regional rapid response programmes such as R2R in
the East of England also sought to capitalise on different skill bases for different
areas of guidance and other support to those facing redundancy (Case study 14).
Clarity in respective roles and relationships is a crucial success factor. The
effective integration of cooperative approaches to guidance delivery in
restructuring situations depends on the quality and coherence across different
interventions of employee referral. Multi-agency delivery requires clear
demarcation in the roles and responsibilities to work well, such as in integration
of the PES in the EnergoMont example (Case study 3). Where it does there is
seamless and speedy interchange between different and complimentary areas of
guidance support better supporting the early reintegration of at employees at risk
of unemployment. Established working collaborations such as between the
Siemens BeE transfer company and local PES offices also aid the understanding
of respective roles and strengths in different aspects of guidance support (Case
study 8).
Coherence in provision through robust leadership and coordinated task
management paves the way for effective support to employees in restructuring
situations. The four case studies of the transfer companies and also the pool
arrangement in Teliasonera show the importance in complex delivery
arrangements, combining internal and external guidance support, of sound
leadership in the overall process or programme (Case studies 1, 2, 6, and 8).
This in turn provides a foundation for effective task management as well as a
coherent framework for cooperation.
Client-centred commitment and responsiveness cannot be neglected. At the
heart of guidance delivery in these case studies has been a commitment to
aiding at-risk employees through guidance and other support processes. This is
most tangible in the social plans which underpin the German transfer companies,
and also in Volvo cars Sweden (Case study 12) and Swedbank in Latvia (Case
study 7) but also emerged as a driver in other enterprise-led adjustments.
The more effective collaborations in the case studies seem to be needs
driven, and have put in place flexible resourcing structures that enable response
to changing circumstances and to intensity of individual needs. Volvo Cars
(Sweden), and the BenQ (Case study 2) and Siemens transfer arrangements
(Case study 8) show this most clearly. Flexible resourcing also seems critical to
the continuity of support that underpins those arrangements.
This is not to say these are the only features, but they appear as the more
established success factors. Nonetheless, these do not emerge, at least yet, as
near universal enablers. The most consistent message related to effective
partnerships for multi-agency or collaborative guidance-related support to

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