GOOD PRACTICE FRAMEWORK This good practice framework is for employers, employment placement agencies and related support services, training providers and overall coordinating agencies (where there is one) to inform the design of programs that help displaced older workers find new jobs. The framework combines the good practices identified from past research and those found in the four case studies. Underpinning the framework is a set of working principles that encapsulate the key characteristics of displaced older workers. Examples Underpinning principles Implement interventions early and understand that it will take The BHP Steelworks’ Pathways Program was 1 time for older workers to make future plans and execute them1 established in 1997 well before the actual closure of the steelworks in 1999, giving ‘Early intervention is critical. It helps to stop these workers from BHP time to work with unions, the becoming the long-term unemployed with a chip on both shoulders community and state and federal and feeling that no one is really interested in them’. governments to develop initiatives that (Transitions support worker, Mitsubishi would assist workers to make a positive Motors) transition. Use age- and experience-appropriate advisors who can connect with and respect older workers Partner with key agencies to provide a holistic approach2 2 managers work with displaced workers Recognise the health risks linked with job displacement individually to identify their skills, help them write their resumés, fill out paperwork ‘When guys lose their jobs — when their sense of self-worth is taken (particularly if their literacy skills are low), from them — there is an element of guilt and shame. Consequently, arrange for job interviews and provide them they often lose confidence and suffer from a mental health issue’. with transport if required. In this way, RAW (Transitions support worker, provides a holistic suite of services to help Tasmania) displaced workers, in particular linking Be aware of low levels of literacy — including computer literacy services such as Centrelink, Job Services — and numeracy skills. Australia, the Salvation Army, ForestWorks and the men’s In Tasmania, Rural Alive and Well (RAW) operates sheds. to provide counselling and outreach assistance 24/7. RAW’s outreach
GOOD PRACTICE FRAMEWORK This good practice framework is for employers, employment placement agencies and related support services, training providers and overall coordinating agencies (where there is one) to inform the design of programs that help displaced older workers find new jobs. The framework combines the good practices identified from past research and those found in the four case studies. Underpinning the framework is a set of working principles that encapsulate the key characteristics of displaced older workers. Underpinning principles Implement interventions early and understand that it will take time for older workers to make future plans and execute them1 ‘Early intervention is critical. It helps to stop these workers from becoming the long-term unemployed with a chip on both shoulders and feeling that no one is really interested in them’. (Transitions support worker, Mitsubishi Motors) Use age- and experience-appropriate advisors who can connect with and respect older workers Partner with key agencies to provide a holistic approach2 Examples 1 The BHP Steelworks’ Pathways Program was established in 1997 well before the actual closure of the steelworks in 1999, giving BHP time to work with unions, the community and state and federal governments to develop initiatives that would assist workers to make a positive transition. 2 Recognise the health risks linked with job displacement ‘When guys lose their jobs — when their sense of self-worth is taken from them — there is an element of guilt and shame. Consequently, they often lose confidence and suffer from a mental health issue’. (Transitions support worker, Tasmania) Be aware of low levels of literacy — including computer literacy — and numeracy skills. In Tasmania, Rural Alive and Well (RAW) operates to provide counselling and outreach assistance 24/7. RAW’s outreach managers work with displaced workers individually to identify their skills, help them write their resumés, fill out paperwork (particularly if their literacy skills are low), arrange for job interviews and provide them with transport if required. In this way, RAW provides a holistic suite of services to help displaced workers, in particular linking services such as Centrelink, Job Services Australia, the Salvation Army, ForestWorks and the men’s sheds.
good-practice-guide-2840.docx