This volume assembles the background and results of the major part of the empirical research performed in the frame of the SOCOSE project - interviews with employees who are affected by changing work environments ("insecure jobs") or who had previously lost their jobs and have found new employment through the help of outplacement/replacement counselling ("successfully reemployed"). 250 employees in five European countries were questioned with regard to their experiences and their future job prospects.
For each country, we will present cases where social actors joined in an innovative way in order to cope with redundancy, where specific strategies were developed, e. g. targeting vulnerable groups, or where employers expressed their social responsibility towards dismissed employees in a way that could set an example. This volume assembles the main results of the EU research project "Social Convoy and Sustainable Employability: Innovative Strategies for Outplacement/Replacement Counselling" (SOCOSE) supported by GD Research of the European Commission (FP 5) in the programme "Improving the Socio-Economic Knowledge Base". The project was co-ordinated by Thomas Kieselbach from the University of Bremen.
The project is based on interdisciplinary research from five countries (Belgium, Germany, Italy, Spain, and The Netherlands), in which psychologists and social scientists analysed approaches of occupational transition counselling in the sense of a "social convoy" in the course of dismissal until successful reintegration into the labour market. The empirical research is based primarily on interviews with 250 employees who were affected by changing work environments ("insecure jobs") or who had previously lost their jobs and had found new employment through the help of outplacement/ replacement counselling ("successfully reemployed"). They were questioned with regard to their experiences, expectations and evaluation of the transition period also under the perspective of experienced injustices.
For each country innovative cases of good practice are analyzed where social actors joined in order to cope with redundancy, where specific strategies were developed, e. g. targeting vulnerable groups, or where employers expressed their social responsibility towards dismissed employees in a way that could set an example for the European debate.