Page 84 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

Overall, therefore, while it is difficult to judge precisely the effectiveness of the
various approaches to career guidance, it is possible to detect that a combination
of these activities offers the best prospects for success, for the individual and, in
some cases, the wider social goals.

5.2. Enablers to effective practice and constraints

There are a number of factors that underpin the general approach to providing
support across the case studies, the most significant of which are:
(a) national legislative provisions surrounding redundancies;
(b) scale and distribution of job losses;
(c) resources of the employer and willingness to spend on support provision;
(d) role of trade unions and other forms of worker representation;
(e) status of public provision of support services (especially the public
employment service (PES).
These factors – often combined – will tend to dictate both the structure and
effectiveness of support and are explored more fully.
The national legislative provisions surrounding redundancies are normally
focused on ensuring that adequate periods for consultation are incorporated in
the process and that minimum standards, as set out in national legislation, for
paying redundancy pay are adhered to. However, many of the larger companies
have negotiated in advance enhanced severance terms and offer longer periods
for consultation and adjustment, as well as more recompense linked to length of
service, though with some interesting national variations.
The UK case studies show that it is unusual for an employer to lengthen the
period of consultation beyond the statutory requirement. In one case it was
evident that there were real problems of security in allowing staff who had
effectively left the company back on to the site; in another (Anglesey Aluminium)
this was actively encouraged with an on-site drop-in centre remaining open for at
least three months after the end of the statutory consultation period (Case
study 11).
By contrast, in the German, Finnish and Swedish case studies, the companies
were more relaxed about timing, and Teliasonera in Finland and Volvo in Sweden
were actively encouraging displaced staff to take their time in making the
transition, not even requiring them to do their normal jobs during the transition
period (Case studies 10 and 12). This indicates attention to individual needs but
also reflects favourably on the companies’ sense of broader social
responsibilities. Giving workers more time to adjust may mean that they can

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