9176ee80fccf52534a7285906c539080.ppt
- Количество слайдов: 19
Item 7: PES Business Models 28 th Meeting of the Heads of PES Budapest, Hungary 23 -24 June 2011 ISMERI EUROPA
European Job Mobility Laboratory Background • European Commission working with PES to develop common vision of how to adapt service model & mission to support Europe 2020 objectives and delivery of European Employment Strategy (EES). • But PES not all the same. Similarities/differences in terms of organisation, financing model, client and service orientation, target-setting and performance measurement systems. • Affects the extent of strategic reorganisation necessary to achieve policy goals -> should be taken into account in policy recommendations and progress assessment. 24 -June-2011 Meeting of the Heads of PES, Budapest 2 ISMERI EUROPA
European Job Mobility Laboratory Aims and methods v Primary aim = fill the information gap! v Develop a resource to support and inform future policy development v Secondary aim = first exploitation of info collected v How? § Collect relevant information from national experts -> questionnaire circulated via Ho. PES network § Summarise into standard PES information fiches § Identify key similarities and differences § Attempt clustering exercise & link to policy objectives 24 -June-2011 Meeting of the Heads of PES, Budapest 3 ISMERI EUROPA
European Job Mobility Laboratory Aims and methods v 9 sections to the questionnaire: – – – – – Basic organisational model; Financing model; Human resources; Integration of employment services and benefit provision; Clients/customers; Types and methods of service provision; Job vacancies and market share; Active labour market policies; Management logic and performance measurement • Responses received from 25 of 32 PES 24 -June-2011 Meeting of the Heads of PES, Budapest 4 ISMERI EUROPA
European Job Mobility Laboratory Basic organisational model v PES have different degrees of autonomy from governments but two main models: – Autonomous public bodies (DE, AT, BE, NL, ES, EL, PT, MT, SI, EE, LV) → limited government control over PES activities – Executive agencies (UK, IE, LU, SE, DK, FI, NO, PL, HU, BG, LT) → generally integrated in the structure of Labour Ministries v All PES have decentralised structures v Participation of local/regional offices in target-setting and monitoring tends to be more developed where they are functionally independent from government (extreme cases are DK and IT) 24 -June-2011 Meeting of the Heads of PES, Budapest 5 ISMERI EUROPA
European Job Mobility Laboratory Basic organisational model v Complex management structures in all PES with different layers of local decision-making structures v Involvement of social partners: v Represented in managing boards or supervisory bodies (AT, DE, BE, PT, EL, MT, HU, SI, BG) v Only participate in advisory bodies (NL, DK, ES, IT, PL, EE, LV, LT) v Not formally involved but may be consulted (UK, IE, LU, FI, SE, NO) 24 -June-2011 Meeting of the Heads of PES, Budapest 6 ISMERI EUROPA
European Job Mobility Laboratory Financial resources v PES budgets 2010/2011 hint at decreasing resources v Figures to be treated with caution (benefit expenditure, extraordinary events, etc. ) v Increase >=5% in 5 out of 22 PES v Little change (within +/- 5%) in 8 PES v Decrease >=5% in remaining 9 PES. v Crisis response questionnaire provides stronger evidence of cut-backs (13/21 declining in 2011, 9 of these by >10%) v Main sources of PES finance: (1) direct transfers from government and (2) indirect salary costs/social contributions (DE, EL, PT, SI, LT); ESF significant in some 24 -June-2011 Meeting of the Heads of PES, Budapest 7 ISMERI EUROPA
European Job Mobility Laboratory Human resources v PES staff varies from 227 in MT to 11, 000 in DE – generally correlates with population v Front-line staff concentrated in local and regional offices v The proportion of total staff directly servicing clients is above 60% in the majority of PES providing data (15), while the share decreases to between 20% and 50% for the remaining 4 PES (MT, PL, PT, UK) v Crisis response questionnaire -> Total staff and proportion front-line staff increased in 2/3 PES during the crisis. Cutbacks likely but interesting to see if higher proportion of front-line staff is maintained. 24 -June-2011 Meeting of the Heads of PES, Budapest 8 ISMERI EUROPA
European Job Mobility Laboratory Integration of active and passive policies v All PES have responsibility for responsible for registering unemployed and monitoring continued eligibility to unemployment benefits. Primary mechanism to come into contact with clients. v Increasing trend to merge employment service and benefit delivery organisations and many PES now responsible for payment of UB (DE, AT, NL, LU, ES, EL, UK, NO, SI, HU, EE, PL) v Some PES are also responsible for other welfare benefits (e. g. incapacity benefits, family allowances) -> increases opportunities to service inactive groups (ex. UK, AT, DE, NO, EL, ES) 24 -June-2011 Meeting of the Heads of PES, Budapest 9 ISMERI EUROPA
European Job Mobility Laboratory Clients/customers v Jobseekers v Most PES use some form of classification to categorise clients → most common: unemployed, young, older, LTU, disabled v Inactive as a specific client group are only acknowledged by 5 countries (DE, DK, NO, BG, LT) v Continental countries and some eastern countries (PL, LT, LV) have the most complex classification systems (6 or more sub-groups) v Employers v Few PES use classification systems - company size most used criterion 24 -June-2011 Meeting of the Heads of PES, Budapest 10 ISMERI EUROPA
European Job Mobility Laboratory Types and methods of service provision v Jobseekers v All PES offer information/guidance services through a variety of methods (multi-channelling) v Referral to training is widespread. Few PES manage inhouse training services (FOREM, VDAB, HU, IE, MT) v Individual face-to-face support and specialised services less common: skills testing & profiling provided by less than half of PES v Employers v Few PES offer comprehensive services for employers: preselection services 75%, web-based information services 60%, support for training for employees less than 50%, legal and financial counselling only just over 20% 24 -June-2011 Meeting of the Heads of PES, Budapest 11 ISMERI EUROPA
European Job Mobility Laboratory Job vacancies and market share v In most countries employers volunteer information on vacancies (mandatory in LU & SI) through a range of methods (multichannelling). All PES contact employers directly to learn about vacancies and update registers. v Share of PES in vacancy/placement market known to vary considerably. Few PES able to provide estimates and figures provided have different basis: filled vacancies (from 20% in NL to 38% in SI) and advertised vacancies (from 32% in NO to 60% in FI) v Monitoring of labour market needs is carried out regularly by some PES (no analyses of this sort in PT, MT, ES, EL). Few PES indicate that they use the results of this monitoring to plan training actions. 24 -June-2011 Meeting of the Heads of PES, Budapest 12 ISMERI EUROPA
European Job Mobility Laboratory Active labour market policies v LMP services: v Complex counselling and orientation services, development of IAPs v Advanced job search supports, group & individual activities v Advanced matching and placement support v LMP measures: v Training, on-the-job training and vocational rehabilitation v Start-up incentives v Employment incentives and supported employment v Direct job creation, public works programmes, community work 24 -June-2011 Meeting of the Heads of PES, Budapest 13 ISMERI EUROPA
European Job Mobility Laboratory Delivery of labour market policies v Most PES cooperate with external providers to deliver LMP services and measures. Two models emerging: v PES as the main service provider outsourcing specific service/activities (training, placement in community work) v PES as key regulator outsourcing all but the most basic employment services v Majority of PES report using evaluation to support the design of ALMPs (often done in-house without relying on external experts) 24 -June-2011 Meeting of the Heads of PES, Budapest 14 ISMERI EUROPA
European Job Mobility Laboratory Management logic and performance measurement v All PES report complex target-setting systems: v PES subject to direct government control -> targets set by responsible Ministries; v Autonomous agencies -> targets established by contract-type arrangements with some involvement of regional/local branches, sometimes social partners v Two main types of targets : activity-based and outcomerelated v Most PES report performance monitoring systems. Only in a few cases are results said to feed into the reallocation of budgetary resources or dialogues to improve performance. v Lean management processes are currently implemented by few PES 24 -June-2011 Meeting of the Heads of PES, Budapest 15 ISMERI EUROPA
European Job Mobility Laboratory Clustering of PES v Based on: (1) PES competences; (2) attention devoted to client groups other than the unemployed and employers; (3) provision of specialised services; (4) management style v Three groups: v Group 1 - generalist approach with a broad range of policy instruments (AT, BE: ACTIRIS, EL, ES, LT, LU, LV, NL, NO, PT, SE); v Group 2 - active policy, training and employer-oriented approach (BE: VDAB, BG, EE, FI, HU, IE, MT, PL); v Group 3 – focus on basic employment services (BE: FOREM , DE, DK, IT, SI, UK) 24 -June-2011 Meeting of the Heads of PES, Budapest 16 ISMERI EUROPA
European Job Mobility Laboratory Policy implications v Increase the labour market participation of vulnerable groups v Groups 1 & 3 -> PES responsible for employment services and benefit provision -> opportunities for client contact v Group 2 -> inclusion through client group targeting v New individualised activation services/multichannelling v Group 3 better equipped re activation; v Group 1 likely to adjust LMP measures v Group 2 would adapt extensive range of specialised services 24 -June-2011 Meeting of the Heads of PES, Budapest 17 ISMERI EUROPA
European Job Mobility Laboratory Policy implications v Partnership v Group 1 -> expand provision of LMP measures; v Group 2 -> increase capacity, as service provision already extensive v Group 3 -> support provision of LMP services to different targets v Anticipation of skills needs v Group 2 better placed to meet skills development challenge with own resources v Groups 1 & 3 -> partnerships with private bodies and other public institutions 24 -June-2011 Meeting of the Heads of PES, Budapest 18 ISMERI EUROPA
European Job Mobility Laboratory Conclusions • Study has produced series of standardised information fiches for 25 PES • Unique resource, which can be updated through time, to find out quickly how PES are organised, financing model, clients and services, management and peformance measurement systems, etc. • Quality depends on information provided by PES – some may want to improve? • Potential to identify similarities and differences between PES in terms of one or multiple variables • See different stages of development and adapt policy recommendations and targets accordingly 24 -June-2011 Meeting of the Heads of PES, Budapest 19 ISMERI EUROPA
9176ee80fccf52534a7285906c539080.ppt