Globalisation and increased competition bring with them many benefits for business, consumers and the economy. But they can also result in the restructuring of industries not able to compete with changing economic markets. In the past, Australia has witnessed restructuring in many high-profile businesses, especially those in its manufacturing sector, for example, BHP Steel and Mitsubishi Motors and, more recently, General Motors Holden, Ford, and Toyota. The human cost of this restructuring is a displaced worker group, currently a growing segment of the Australian workforce. But what might help displaced workers to find new jobs following restructuring? In this research, Victor Callan and Kaye Bowman reviewed past research and undertook four case studies to identify evidence-based practices that lead to successful skills transfer, reskilling, training and the attainment of new jobs for older workers displaced from often lower-skilled jobs in Australian manufacturing industries. The case studies were undertaken in areas of Australia where there has been a significant impact on the local community with a large employer undergoing major restructuring, resulting in a large number of displaced workers. The case studies show that, while displacement impacts all affected workers, there are significant challenges for older workers facing unemployment from industries where larger proportions of the workforce have lower skills, few formal qualifications, and poorer literacy and numeracy skills. Gaining employment after restructuring is difficult for many displaced workers, particularly if they are older and lower-skilled. This research highlights that early engagement of workers with support and training services, before displacement occurs, is crucial. Key messages include the following: (1) While training is important, it is just one component in any package or program designed to reduce the impacts of industry restructuring on individuals; (2) A coordinated approach to the provision of training and support is critical. Training is more likely to be effective when training providers and support agencies partner to ensure displaced workers access upfront career counselling, training for in-demand skills and follow-up assistance with job search and attainment; and (3) Access to training resources for small numbers of displaced employees in small-to-medium-sized enterprises (SME) companies is more challenging than for displaced older workers from large firms, who are more likely to be recognised and supported by government interventions. How this impacts employment outcomes for displaced older workers from small-to-medium-sized enterprises (SME) firms in the longer-term needs further investigation. Interview questions that are based on a draft working model that was developed through a literature review are contained in the appendix. [For "Helping Displaced Older Workers Get Back into Employment: Good Practice Guide," see ED156221. ]