What could a successful guidance procedure look like from an employer perspective? It is similar to a good practice for the employees. The first step is the most important one, because the other steps are dependent on the success of the first one – that is to come to an agreement with the employer. We will stress the following points in this first step:

 

 

Open the door to organization 

The first and most important step is to ‘open the door’ to the employers world – to create and interest and trust in a more long-term relationship. The first contact is important. The relationship can be established in different ways. However our experience within the project is that one of the most effective methods by which the door can be opened for counsellors is by other organisations in the field of workforce development.

 

Start the planning with employers

The employers must be involved in the planning of the guidance activities from the very beginning. The employer may be afraid of losing the control of the process. This joint action with management must be reconciled with the ethical rules of guidance.

 

Guidance as an important part of HRD strategy

The guidance work should be part of an integrated and coherent strategy for guidance, learning and business development. This service includes a system for collecting and analysing employee learner statistics, a need analysis, to inform about the services from different educational providers and agencies (like Business Link, Job Centres etc.), to evaluate the learning processes etc.

 

It must be clear for the employer how guidance contributes positively to the productivity and profitability of an organisation. The benefits for the employers with guidance and training must be clear from the very beginning. The short-term perspective is important, because a small firm is often working with short-term planning. The idea of lifelong learning is difficult to introduce in such a setting. But guidance and counselling could be part of a proactive strategy – instead of a way of managing redundancies or meeting minimum standards.

 

Create simple, effective and accessible guidance service

The service should be effective, simple, flexible and accessible for the individual firm. In a small firm you do not have much time for guidance or learning activities. The training must take account of different working arrangements and shift patterns of the organisation. E-learning facilities can be useful for distant learning.

 

Trade union partnership

A trade union partnership approach can be useful, but often the trade unions are not represented in small companies.

Guidance counsellors should cooperate fully with the trade unions when it is possible (learning representatives and project workers) but only after agreement from the employer.