Page 98 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

guarantee for the remaining core workforce after the restructuring. The phasing
of the restructuring process involves:
(a) the first two to three months correspond to the conceptualisation phase and
the development of the restructuring strategy, including decisions on broad
scope and size of job cuts (if the restructuring is an emergency measure,
this phase can be substantially shorter);
(b) another two to three months are needed to decide on exact numbers of
redundancies, elaboration of selection criteria and precise measures
accompanying the restructuring. During this phase, typically an employee
assembly is held and the social plan is agreed, if there is a works council;
(c) two to six weeks are required as a preparatory stage, until full
implementation of decided measures. Individual transfer agency services
may already become available during this phase.
During the current economic crisis, customers often take advantage of the
maximum length of cyclical short-time work regimes before setting up a transfer
company, trying to avoid layoffs as long as possible.

6.1.3. Restructuring practices and processes
AutoVision provides a wide range of advice, counselling and guidance services,
as well as retraining and work placement measures. Although normally all
employees have equal access to these services, some qualifications exist. First,
some outplacement services provided by a transfer agency may only be offered
to certain individuals in key positions, especially if it is at an early stage of the
restructuring process. Second, counselling and training on business start-up is
only given to those for whom this prospect seems feasible considering their
occupational and motivational background. Further, there are budgetary limits for
qualification measures according to individual need; for an already relatively high-
skilled worker, qualification measures might not be expected to improve
employability substantially.
More vulnerable employees do not receive specific support in the sense of
distinct services. The counselling may be more intensive for them, especially
concerning face-to-face discussions, group discussions and job search aid, but
these are only differences in guidance process intensity.
Support to non-employees is very limited, due also to the specific legislation
governing transfer agencies and companies. Sometimes it is possible to redesign
outsourcing structures, to minimise the impact of restructuring on suppliers, but
the influence that can be exerted in this way is limited. Since personal and
psychological crises are not infrequent in the wake of job loss, face-to-face
discussions are also offered for family members of the redundant employee;

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