ETUC project Restructuring / Work groups / Expertise Project presentation Restructuring Workshop -...

ETUC project “Restructuring / Work groups /Expertise”

Project presentation

Restructuring Workshop - ETUC– 7th March 2013 - Brussels

Atelier Restructuration ETUC - 07/03/2013 2

What is the project issue ?

WH

Y a

nd

HO

W ?

Which is the impact of restructuring on the role of the work groups,considered as a stakeholder with regards to the re-building of professional

expertise ?

What happens to individual and collective expertise after restructuring ?

Does restructuring imply a modification of the way in which workers transfer professional expertise inside the work group ?

Is there any difference between those remaining and those leaving the organisation with regards to effects and mechanisms?

How to link employment and work during a restructuring context ?

Are there restructuring management models « better » than others ?


Restructuring Work groupsKnow-How Transfering

Nature

Managment

« Survivors » (those staying)

« Victims » (those leaving)

Collectif

Individuel

BEFORE / DURING/ AFTER


Why to achieve this project ?

A context of permanent restructuring→ Restructuring is progressively became central in the companies life, and so in the employees’ one.

Some blind points which are persisting concerning the restructuring impacts→ The whole of restructuring effects is not currently identified, in particular concerning deep change on the individual / collective relation with employment and work→ Work groups and professional know-how are the main missing from the restructuring (surveys, discussions / collective bargaining)

European recommendations aim to implement “responsible restructuring”, in particular on skills issue

→ The “Green book on restructuring” of European Commission ( January 2012)→ Resolution of the European Parliament (January 2013) concerning European Commission recommendations about the workers’ information / consultation process, anticipation and restructuring management


Livre Vert sur les restructurations de la

Commission Européenne (janvier 2012)

Résolution du Parlement européen du 15 janvier 2013 concernant des recommandations

à la Commission sur l'information et la consultation des travailleurs, l'anticipation et la

gestion des restructurations

Illustrations

« Pour que l’adaptation au changement se fasse de manière optimale, des compétences et des investissements appropriés dans le capital humain sont clairement nécessaires ».

« Dans le même temps, il est nécessaire de remédier aux problèmes sociaux et sanitaires engendrés par l’insécurité de l'emploi, l’adaptation, les licenciements et le chômage de longue durée par des approches efficaces permettant aux travailleurs de s'adapter aux changements sur le lieu de travail, de revenir rapidement à l’emploi et d’atténuer les effets des transitions sur la santé ».

§ E. « Considérant que, lors d'une restructuration, ce sont les incidences directes et aisément perceptibles sur l'emploi qui retiennent le plus l'attention, tandis que les effets négatifs sur les conditions de travail et sur la santé des travailleurs ne sont pas dûment pris en compte ni traités; (…) les entreprises établissent, en coopération avec les représentants des travailleurs et les autres parties prenantes concernées des mécanismes visant à définir, sur le long terme, la stratégie à l'égard des besoins quantitatifs et qualitatifs d'emplois et de compétences qui sont liés aux stratégies d'innovation et de développement et prennent en compte l'évolution prévisible, positive ou négative, de l'économie, des emplois, des compétences et des conditions de travail, ainsi que des mécanismes visant à déterminer le niveau de compétence actuel de chaque travailleur;


Focus on the work group roles It prevents possible individual deviation regarding working methods

→ It is the source transferring, adapting and guaranteeing the respect of the profession (“what can be done and what cannot be done”)

It makes the trade progress→ It defines the way in which the work must be done (“the professional way”) and confirms its individual ways of performance (“the style”) by exchanging about practices and points of view

It transfers efficient practices → It “pours” the ropes of the trade and the know-how of the group when facing the work

It is a real trainer → It provides on the job training to newcomers

It protects→ It transfers the specific know-how regarding the professional risks (“caution know-how”)

→ It sets barriers: what is acceptable or not regarding the works’ organisation and its demands It provides recognition

→ It recognises competencies, skills and the quality of work of its members It supports and prevents from isolation

→ It regulates the collective activity by reallocating the work and the mutual help


The work group has NEEDS to be efficient

Trust between members, cooperation loyal behaviour, …

Framework and time for professional exchanges, possibility of manoeuvres inside of the work organisation, …

The work group has specific ROLES, which are difficult to replace

The work group can not be “commended to exist”, it BUILDS ITSELF

The work group can be BROKEN too …


Synthesis of the working hypothesis

By changing its way of functioning, restructuring alter the pedagogical role of the work group

→ Restructuring involve specific process and psychosocial impacts and by doing it the relation between those staying and those leaving to the company is modified (individual strategies inside the collective are re-designed) → The changes of the relation towards the work group modifies also the relations to expertise (what is at stake is not the same)

The importance and the nature of these effects depend on the type of restructuring and its management model


The scope of the research : 6 companies cases in Europe

UK

(En cours)

Sweden

(telecom)

Poland

Energie

Italy

(Bank)

Germany

(airport system)

France

(sidérurgie)


Methodology and steps

Scientific literature review

Experiences review

State of the art

InterviewsDirection (RH)RepresentativesRelevant Institutions

Employees interviews« Survivors »« Victims »

Study cases

Transversal analysis of cases

Recommendations

Report

Seminar (June 2013)

A Practical Guide(For the social partners)

Dissemination

January June


Project players

Steering Committee

CES SYNDEX Europe

WMP

IRES

S - Partners

Uppsala University

Syndex - UK

Project Leader

Consortium

An in

tern

ation

al a

nd m

ultid

isci

plin

ary

team

(psy

chol

ogist

s, s

ocio

logi

sts,

eco

nom

ists)


What to expect from the project ? Improving the knowledge on restructuring impacts

Identifying the determining factors and the (possible) best practices

Making social partners aware of the need to preserve role of work groups during restructuring process

Providing some recommendations and usable tools for the restructuring players, in order to improve the social dialog concerning this specific issue→ Analysis grids of situations, typologies

→ Reference Contents for collective bargaining

ETUC project Restructuring / Work groups / Expertise Project presentation Restructuring Workshop -...

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