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CHAPTER 13
A Swedish programme for

phasing out older employees

based on consent and social

responsibility

Roland Kadefors, Marianne Blomsterberg

Redundancy following organisational downsizing puts those discharged in
risky positions. Their chances to remain in the labour market depend to a
major extent on their employability. This chapter aims to analyse the facilitating
role an employer can play in supporting the continued employability of those
to be made redundant. Lessons drawn from a case study imply that both
organisational and personal factors must be considered concurrently. A clear
competence profile supports employability and allows an element of consent
in the downsizing process to be introduced. A successful career change for
those made redundant is eased by individual counselling, offered and financed
by the employer.

13.1. Introduction

There are many reports on organisational downsizing related to closure or
reorganisation of workplaces (for an extensive review see Cedefop, 2010).
Such processes invariably evoke discontent, insecurity and productivity loss
in the organisation during the downsizing programme. For people made
redundant, changes may mean new opportunities, but more often lengthy
periods of unemployment, ill health, and/or marginalisation in the labour
market. For the employer there is a risk of conflict or mistrust between
management and unions. For society, chances are that some discharged
persons will become an economical burden on social security systems.
It is self-evident that downsizing cannot always be avoided; at times it is
necessary. Alternative models can reduce negative side-effects of stereotyped
ways in which such processes are usually carried out.