Gary Browning
With predictions that job losses across the public sector could run well into the hundreds of thousands, downsizing public sector organisations is set to become a national issue.
The statutory duty to avoid compulsory redundancies means employers will start by offering voluntary terms. But many employees in public service have specialised skills and on average a length of service that exceeds 15 years; they are unlikely to take up voluntary redundancy in an environment of low job prospects and economic instability.
Compounding this, the public sector employees' age profile is significantly older than the workforce average and many jobs have been deliberately located in parts of the UK where alternative employment is scarce, making it even less likely that staff will opt for voluntary redundancy. Those that do will be confident and productive individuals who understand the transferability of their skills and experience. The result could be a drain of public sector talent.
Cutback have to be made
But ultimately cutbacks have to be made and it is crucial to do this with care. Not only can providing the right support to employees through this transition help them come to a decision quickly, and in turn reduce the costs of the redundancy process, but it will also help ensure those made redundant remain in the labour market. It has been proven that early intervention and personalised coaching for someone going through the trauma of redundancy can significantly affect the success of their next step, whether directly back into employment or in a new direction.
It is also worthwhile remembering that 57% of public sector workers are union members; the recent PCS dispute only serves to illustrate how strongly any failure to handle redundancies sensitively will be opposed. And with one in five UK jobs directly dependent on the state, a huge section of the voting public has a stake in protecting the futures of individuals and communities.
If people are supported compassionately and effectively through career change into new jobs, portfolio careers, voluntary work and local enterprise, then perhaps the required savings in public sector employment can be achieved without industrial unrest and voter rage.
But if public servants are left without meaningful support, offered only "self-development" and a list of local job opportunities, the social and political consequences will be severe.
Research has shown that with the right career transition advice and support, the time taken for an individual to achieve a new outcome after redundancy can be reduced by 40%.
Investment in such support can thus achieve savings by reducing the duration and cost of benefits. Helping people gain the confidence and skills to take the plunge sooner means that a large local authority, looking to reduce headcount by some 2,000 people, can save up to £1m a week by improving the take-up of voluntary redundancy.
Financially, this makes business sense, but emotionally, it makes humane sense too. Providing support will help to protect communities from the impact of hardship, family breakup and depression, damaging lives and increasing the demand on public services at a time when resources are at their most stretched; improving support both for employees affected by redundancy and those left behind to deliver public services in leaner structures.
From Flip Chart Fairy Tales
From Bubb's Blog
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