boosting quality jobs at the local...

BOOSTING QUALITY JOBS AT THE

LOCAL LEVEL

Best Practices and Emerging Findings from the OECD

Michela Meghnagi, OECD LEED Programme

• Created in 1982 From 13 to 36 countries, including non OECD countries

• Link between national policy and local implementation

• Key themes: Employment & skills, entrepreneurship, the social economy, economic development, governance

2

What is LEED

Focus of today: Emerging findings form OECD reviews on Local Job Creation

Regional variation in

unemployment, 2012

Source: OECD Regions at a Glance 2013

SKILLS DEFICIT HIGH SKILL

EQUILIBRIUM

LOW SKILL

EQUILIBRIUM SKILLS SURPLUS

Skills

demand

Regional variation in skills

Skills supply

The balance between skills supply and

demand

United Kingdom Italy

Developing balanced strategies

• Mobility vs. economic resilience

• Activation vs. dependence of employers on quick fixes (generating high turnover, low productivity and poor quality jobs)

• Short-term results vs. sustainable outcomes

• Partial answers of a silo approach vs. integrated solutions to multifaceted issues (youth, long-term unemployed, informal economy, harnessing new sources of growth)

Quality job creation: labour market

policy trade-offs

What can employment and training

agencies do?

Better aligning policies

Adding value through skills

Targeting policies to new areas of growth

Support inclusion

Quality job creation and

economic growth

• Efforts are needed to align the employment, skills and economic development policies

• Incorporate regional and local dimension

• Employers can take a lead role in the design and provision of training opportunities

• By stimulating local sectoral networks and targeting SMEs

• Better connecting them to colleges and universities through apprenticeship and work-based training models

Better align policies

Adding value through skills

• Cluster and sector-based approaches are being implemented to better connect education and world of work

• Labour market information and counsellors are playing an important role in guiding people into new and growing career opportunities

• Promote skills for entrepreneurship

Targeting policies to new areas of growth

• Many countries are delivering targeted programmes to people (e.g. youth and migrants) and places/neighbourhoods

• Growing focus on prevention and early interventions – role of mentoring and counselling

• Efforts are being made to leverage broader local resources

Supporting inclusion

What does it take to work in partnership

effectively?

Capacities Flexibility

Coordination mechanisms

Shared understanding

of the issues/data

Leadership

International comparison on local flexibility

1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

United States

Flanders (Belgium)

Canada

Czech Republic

Korea

France

Northern Ireland (UK)

England (UK)

Trento (Italy)

Sweden

Israel

Ireland

Australia

• Negotiating local targets while ensuring they add up to the achievement of national goals

• Awarding flexibility incrementally: waivers, awarding to larger cities first

• Flexibility in budget management and in making local interventions more agile

• Using data to stimulate cooperation and continuous evaluation

• Boosting horizontal accountability: partnerships hold each other accountable

How are countries injecting local

flexibility and integration?

Conclusion: Building an effective

system for quality job creation

• Ensure employment and training systems are well aligned and integrated with economic development objectives

• Make national employment and training policy frameworks more flexible

• Make the better utilisation of skills a policy priority at the national, regional and local levels

• Stimulate productivity and innovation by working with employers and trade unions

• Support partnership approaches within local economies and around specific sectors or clusters

• Develop placed-based initiatives to support labour market integration for at-risk groups and promote inclusive growth

Thank you

[email protected]

mailto:[email protected]

ASSESSING, ANTICIPATING AND

RESPONDING TO CHANGING SKILL

NEEDS IN THE SOUTH EASTERN

EUROPEAN COUNTRIES

Cristina Mereuta

European Training Foundation

MILAN, 16 OCTOBER 2015

5th European Day of the European Network on

Regional Labour Market Monitoring

WHAT IS THE EUROPEAN TRAINING FOUNDATION?

AGENCY OF THE EUROPEAN UNION

Vision

To make vocational education and training in the partner countries a driver for lifelong learning

and sustainable development, with a special focus on competitiveness and social cohesion

Mission

To help transition and developing countries to harness the potential of their human capital through

the reform of education, training and labour market systems in the context of the EU’s external

relations policy

2

Southern and EasternMediterraneanAlgeria, Egypt, Jordan, Lebanon, Libya,Morocco, Palestine, Syria, Tunisia and Israel

South Eastern Europe Albania, Bosnia and Herzegovina, Kosovo*, former YugoslavRepublic of Macedonia, Montenegro, SerbiaTurkey

Central Asia: Kazakhstan, Kyrgyzstan, Tajikistan,Turkmenistan, Uzbekistan

Eastern Europe:Armenia, Azerbaijan, Belarus, Georgia, Republic of Moldova, Ukraine and Russia

3

OUTLINE

- THE POTENTIAL OF VOCATIONAL EDUCATION AND TRAINING TO ADDRESS

EFFECTIVELY ECONOMIC AND SOCIAL DEMAND

- STATE OF PLAY AND CHALLENGES FOR SKILLS NEEDS IDENTIFICATION AND

IMPROVED MATCHING IN THE SEE COUNTRIES

4

Share of VET students in upper secondary education (ISCED 3) - 2013

or last available year (%)

5

75.9 74.8

67.3

59.657.0

48.0

14.4

0

10

20

30

40

50

60

70

80

RS BA ME MK XK TR AL

Source: ETF calculations based on UNESCO Institute for Statistics, except ME - Ministry of EducationNote: last available year is 2012 for RS, BA, MK, TR and AL

Low achievers in PISA (with performance lower than Level 1) (%), 2012

6

60.7

56.6

38.942

22.1

12.3

43.8

52.3

43.3

33.1

21.6

17.8

9.1

39.4

53.150.7

35

26.4

16.6

5.0

36.9

0

10

20

30

40

50

60

70

AL ME RS TR EU-28 Average EU-28 Best EU-28 Worst

Source: OECD (2012); BA, XK, MK - missing dataMaths Reading Science EU2020 Target (≤ 15%)

Early school leavers (%) - 2013

7

37.5

30.6

11.2

8.16.7 5.7

12.0

3.9

23.6

0

5

10

15

20

25

30

35

40

TR AL MK RS BA ME EU-28Average

EU-28 Best EU-28 Worst

Source: AL - INSTAT; BA, MK, RS, TR, EU28 - Eurostat; ME - MONSTAT.Note: RS - 2012; XK - missing data

EU 2020 Target (≤ 10%)

Adult participation in lifelong learning (%) – 2013

8

1.53.1 3.6 3.8 4

10

31

20

5

10

15

20

25

30

35

AL ME MK TR RS EU-28 Average EU-28 Best EU-28 Worst

Source: AL, ME - NSO; MK, RS, TR, EU28 - EurostatNote: BA, XK - missing data

EU 2020 Target (≥15%)

FINDINGS FROM THE LAST TORINO PROCESS ROUND (2014) IN THE SEE

COUNTRIES

VET DELIVERING TO LABOUR MARKET DEMAND

- Fostering cooperation modalities with business side and other stakeholders

- Promoting entrepreneurial learning and entrepreneurship

- Improving labour market information and expand knowledge on future skills needs, mismatch analysis and monitoring education results

- Consolidating career guidance and counselling and other services to enable efficient transition on the labour market (especially from school to work)

Note: Torino Process is a biennial evidence – based process of stocktaking and progress assessment in the field of vocational education and training. More information and country and regional reports are available on http://www.etf.europa.eu/web.nsf/pages/Torino_process

9

http://www.etf.europa.eu/web.nsf/pages/Torino_process

VET REFORMS IN THE SEET

KEY DRIVER

THE NEED TO DEVELOP VET

SYSTEMS THAT ARE MORE

DEMAND-DRIVEN AND

ORIENTED TOWARDS

LEARNING OUTCOME-

BASED

MIXED RESULTS

NEW/UPDATED VET LEGISLATION ADOPTED BUT STILL

TO BE FULLY ENFORCED

NEW GOVERNANCE INSTITUTIONS AND/OR BODIES

VARIOUS EXERCISES TO IDENTIFY AND MATCH SKILL

DEMAND

IMPROVED CURRICULA, NEW OCCUPATIONAL PROFILES

AND QUALIFICATION STANDARDS

MODERNISED AND BETTER EQUIPPED VET SCHOOLS

SCARCE FUNDING; STRONG RELY ON DONORS

ASSISTANCE

10

Mapping skills anticipation and matching Joint global initiative on assessing, anticipating and responding to changing skills needs (OECD led in cooperation with CEDEFOP, ETF and ILO)

Structured information (questionnaire) collection from key actors: Ministries of education and labour/employment, employers’ associations and trade unions

What: to identify effective strategies among countries for turning qualitative and quantitative information on skills needs into actions for policy making (from skills anticipation to skills matching). Focus on regular exercises.

Topics:

• the extent to which skills assessment and forecasting exercises influence the labour market, education and/or migration policies;

• the involvement of the key potential stakeholders; degree and nature of institutional linkages and cooperation between the various bodies responsible for skills policy in assessing, anticipating and responding to changing skill needs

• good practices and barriers in using such exercises in policy development.

11

ETF and Partner Countries contributionETF completed the work in Eastern Partnership Region (Armenia, Azerbaijan, Belarus, Georgia, Moldova and Ukraine).

• Relevant findings for most SEET countries since they share a common path of economic transition and restructuring

• Report available on the European Commission website (http://capacity4dev.ec.europa.eu/hiqstep/document/skills-anticipation-and-matching-eastern-partnership-countries-study-report-en)

ETF leads a similar exercise in the SEE countries

• Slight adjustment to capture information from other stakeholders (research, think tanks, universities, etc.)

• December 2014 – March 2015: replies collection. Almost 50 responses from all SEE countries

• A regional report is under preparation and will be released in 2016

• 25-26 November 2015, Turin: regional workshop to share findings and discuss new ways to remove barriers and increase cooperation among stakeholders through both country and regionally owned efforts

12

http://capacity4dev.ec.europa.eu/hiqstep/document/skills-anticipation-and-matching-eastern-partnership-countries-study-report-en

EXPLORING CURRENT AND FUTURE SKILLS DEMANDTime horizon

Levels

short-term(0-1 year)

Mid-term(1-5 years)

Long-term(>5 years)

Micro-level(people, enterprises)

Meso-level(sectors, regions)

Macro-level(macro economic, national

level)

Tracer studies,Qualification needs assessment

at company level Surveys about

labour market transitions

Sector specific kill needs analysis

Qualitative (sector specific) forecasts

Employer surveys,vacancy monitor

Formal, national or regional quantitative

projections

Adapted from ETF Position Paper on Anticipating and Matching Demand and Supply of Skills in ETF Partner Countries, 2012

Frequency information from the forthcoming ETF regional report on skills anticipation and matching in the SEE countries, 2015

SEE countries: Frequently used methods

SEE countries: Occasional/project basis exercises (still to be embedded in skill development systems)

OECD countries: systematic use of various

methodologies

Preliminary findings

14

0

10

20

30

40

50

60

70

80

90

100

Skills assessment Skills forecasts Skills foresight

% o

f countr

ies

Exercises for skills assessments and forecasts


15

0

10

20

30

40

50

60

70

80

90

100

Employer survey askingabout skills shortage

Analysis of occupation/sector-specific growth

Analysis of general labourmarket (jobs vacancy data,

labour market pressureindicators)

Interviews or focus groupswith experts or key

informants

Analysis of school anduniversity enrolment or

graduation rates

Tracer studies (i.e. surveysof graduate outcome)

% o

f cou

ntr

ies

Assessments of current skills needs: main tools/instruments/methods

16

20.0

14.3

13.6

30.3

24.2

15.2

25.0

17.3

15.4

20.8

17.0

12.3

29.6

22.2

14.8

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

MoE MoL TU EMP OTH

Methodological barriers to translate skills assessments and forecasts into policy and practice (%)

Lack of consideration of key dinamics Results are not sufficiently disaggregated

Time scope not useful for PM The way skills are measured and defined

Lack of consultation Lack of reliability of previous exercises

Legend: MoE (Ministries of Education, incl. executive agencies); MoL (Ministries of Labour/Employment, incl.

executive agencies), TU (Trade unions); EMPL (Employers’ Associations); OTH (Other Stakeholders)

17

30.4

26.5

24.5

36.4

30.3

18.2

36.0

28.0

16.0

32.1

21.4

19.6

53.8

38.5

7.7

0.0

20.0

40.0

60.0

80.0

100.0

120.0

MoE MoL TU EMP OTH

Barriers to translate output into policy and practice and dissemination (%)

Result not sufficiently shared with stakeholders Result not sufficiently shared with wider audience Time inconsistencies Outputs too technical



18

17.8

17.1

16.4

30.6

19.4

16.7

20.5

18.2

15.9

18.6

17.6

17.6

28.6

25.0

17.9

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

MoE MoL TU EMP OTH

Barriers to develop a policy response to skills assessments and forecasts (%)

Policy response scattered across gov. levels No consensus

Result not sufficiently discussed with stakeholders Local levels cannot influence LM policy

Local levels cannot influence EDU policy Lack of political support




Main specific obstacles perceived to hinder development of skills anticipation and

assessment exercises:

- Planning future exercises: lack of support from policy-makers, lack of specialised human

resources and funds, poor statistical infrastructure and reliability of past exercises;

- Methodological barriers: insufficient data disaggregation, skill measurement and

definition, reliability/accuracy of past exercises

- Results’ dissemination: time inconsistency between evidence production and policy

planning cycles; insufficient sharing with stakeholders and wider audience; difficult to

understand outputs by non-technical experts

19

Conclusions

• The SEE countries are striving to establish integrated and evidenced mechanisms on future skills needs going beyond skills trends identification

• Not yet established permanent, systemic and multi-sectoral mechanisms for monitoring and forecasting labour market demand

• Most skills-related analyses are primarily donor-funded (EU or other sources).

• Typical/regular tools used: vacancy monitoring (mainly at PES level) and employer surveys focused on skills shortages.

• Barriers to design and conduct regular skills assessment and forecasting:

• Lack of on the ground resources (expertise; financial),

• Robust and regular evidence

• Consistent cooperation (across mandated institutions and social partners).

20

THANK YOU

VISIT US WWW.ETF.EUROPA.EU

21

http://www.etf.europa.eu/

The Relevance of Intermediariesfor Enhancing Regional Development

–Bridging Gaps in Regional and Local

Labour Markets

Dr Christa Larsen, Co-ordinator of the EN RLMM

Goethe University Frankfurt am Main, Germany

European Network on Regional Labour Market Monitoring


1. Relevance of intermediaries for the functioning of regional and local labour markets

2. Conceptual framework: types of intermediaries and comparison of their structures

3. Differentiation and specification through Case studies and expertise

http://www.regionallabourmarketmonitoring.net/


Background

• Intermediaries as an “old” topic of regional labour market politics

• Institutional gaps need intermediaries. However, there is rarely close observation and evaluation. Therefore, main topic of the European Day

• Expectations: reaching differentiated and comprehensive insights by combining practice, concepts and theories

Introductory ideas

Three main institutions of labour markets:

• Enterprises and their associations

• VET system

• Public Employment Services (PES)

Diagnosis: institutional gaps between these systems

Solution: intermediaries to reduce the gap by aligning the systems

1. Relevance of Intermediaries for the Functioning ofRegional and Local Labour Markets



Approach:

• Concept on the basis of current knowledge

• Determining and comparing the types

Types of intermediaries in regional and local labour markets

• Type I: Labour market observatories

• Type II: Employers’ associations/politics

• Type III: Public Labour Offices

2. Conceptual Framework: Types of Intermediaries and Comparison of Their Structures



Type I: Labour market observatories

• Optimised networking through interest-neutral (!) meta-actors

• Bridging between enterprises, VET, placement/unemployed and employed

Type II: Enterprise/sectoral associations, politics in the public sector

• Fulfilling the demand for labour and skills

• Bridging between enterprises and the VET system

Type III: Public Labour Offices

• As sustainable integration of unemployed in employment as possible

• Bridging between the unemployed and potential employers




Three types differing along substantial structural dimensions


Type I

Observatory

Type II

Employers’ association

Type III

Labour Office

Scope Regional

Local

Regional/local, related

to sector

Regional

Local

Orientation

towards target

groups of labour

politics

Representatives of

labour market

institutions

Enterprises and their

employees and sector-

related VET

Unemployed,

especially

youths,

migrants, 50+

Function regarding

labour market

institutions and

actors

Enabling co-

operation and

networking on a

voluntary basis

Binding, but strong

tendency towards

obligation

Ranging from

binding to

obligation

Economic base Publicly financed Privately/enterprise-

financed or publicly

financed

Publicly

financed

Degree of

institutionalisation

Mostly project-

based

Permanent structure Permanent

structure



Structural Dimensions


Scope Orientation

towards target

groups

Functions Economic

base

Institutio-

nalisation

Local/regio

nal

Sectoral

Labo

ur

market gro

up

s

Enterp

rises

VET

Enab

ling/facilitatin

g

Bin

din

g/ co

-op

eration

Ob

ligatory

Private

Pu

blic

Temp

orary

Perman

ent

Type I

Observatory

X X X X X X X

Type II

Employers’

association

X X X X X X X X

Type III

Labour Office

X X X X X X



Conceptual considerations as a backdrop for the following contributions and working groups

Differentiation of types on the basis of:

• Practical experiences from different regions

• Conceptual and theoretical consideration

Today’s goal

Developing a well-founded understanding of the function of different intermediaries (subject to framework conditions)

3. Differentiation and Specification Through Case Studies and Expertise


Thank you!

Dr Christa Larsen Co-ordinator of the EN RLMM at the

Institute for Economics, Labour and Culture (IWAK), Centre of Goethe University Frankfurt am Main, Germany

[email protected]

www.regionallabourmarketmonitoring.net

Effective forecasting as a mechanism for aligning VET and Economic Development Strategies (VET-EDS)

About the project

Relevance to labour Market Intermediaries

Activity so far

The Toolkit

Your help…


About the project

We will develop and implement a new toolkit to enable national, regional and local labour market forecasters to ensure that they are able to support the alignment of VET policy and economic development strategy, in line with the priorities of the European Commission.


Relevance to Labour Market IntermediariesThis year’s topic for the network is labour market intermediaries. VET-EDS recognises the pivotal role that intermediaries play in informing policy through evidence and intelligence. It is examining how these intermediaries interact with the twin worlds of VET and economic development and what potential there is to bring the two a little closer together – with the intention of better linking the supply of relevant training and education to the future needs of the economy. Better matching supply to demand.


Activity so farWe are now at the halfway stage. Our project has been identifying the very best examples of effective VET Policy and Economic Development Planning and to understand the differing ways that labour market and skills forecasting has been used. It has then use this understanding to nuance practical methods and approaches that other regions and countries could adopt to help improve their labour market and skills forecasting – with a view to better linking VET policy to economic development strategy. These practical approaches have been incorporated within a series of reports and compendia and ultimately will be combined to form an innovative toolkit which will be implemented in selected partner countries before being made available (open access) via the European Network on Regional Labour Market Monitoring.


Activity so far• The local and regional reports and associated synthesis report • The local and regional good practice examples and associated compendium • Selected local and regional case studies • Planning and hosting the Thematic Mutual Learning Workshop (Bilbao, Spain)• Lessons for Regional and Local Policymakers Report • National reports in each partner country.• Interim Report to the Commission

The activities to be completed during the remainder of the project are:• Completion of national country reports (underway) and associated Synthesis Report• Gathering good practices at national level identified from the national reports and their

associated Compendium• Building and launching the VET-EDS Toolkit • Further events


Findings - Good Practices and Case Studies

1. Matching the education with employers´ needs

2. Forecasting

3. Sector Specific Training

4. Integration of social excluded/immigrants into the labour market

5. Analysis and Monitoring

THEME 1: MATCHING THE EDUCATION WITH EMPLOYERS´ NEED

This theme consists of ten examples - two from the Czech Republic, Sweden, Netherlands, one each from Italy, United Kingdom, Germany and Spain. The common aim of these examples is fostering cooperation between schools and business through different measures and approaches. • Marchmont’s SLIM Learning Themes – England• TOGETHER – CZ• Delta Blekinge• GOA Publiek

THEME 2: FORECASTING

This theme consists of four examples from five countries: the Czech Republic, Sweden, Germany and Netherlands. All of them are described as a good practice, Sweden example is described also as a longer case study.

THEME 3: SECTOR SPECIFIC TRAINING

This theme consists of eight examples from five countries: three from United Kingdom, two from Germany, one from Spain, Italy and Netherlands. Five examples are described as a good practice, three as a case study. Three examples are:• The “Bildungswerk” as intermediary VET actor in

the logistics sector in Hesse• Nordwin approach to developments in the

Frisian dairy sector• Hinckley Nuclear Plant Construction (and

associated use of LMI)

THEME 4: INTEGRATION OF SOCIAL EXCLUDED/IMMIGRANT INTO LABOUR MARKET

This theme consists of seven examples from six countries: three from Germany, one from Spain, Italy Netherlands and Sweden. Five examples are described as a good practice, three as a case study.

• Hessian Labor Market and Migration Monitor –“HeMonA”

• Aid for local employment promotion actions - Spain

• Oliver Twist School - Italy

• Swedish for professionals

THEME 5: ANALYSIS & MONITORING

This theme consists of eight examples from six countries: two from the Czech Republic, Italy and Spain, one from Poland, United Kingdom. Five examples are described as a good practice, three as a case study.

• WollyBi – Italy

• The Observatory of competitiveness and Labour Market in the Moravia-Silesian Region

• New Economy – Cost Benefit Analysis Model & Unit Costs Database - England


The ToolkitThe toolkit will enable the many organizations providing labour market intelligence and forecasting in Europe to ensure their ‘offer’ is both capable of supporting a more aligned system and indeed helps to progress the process of alignment. Better aligning VET policy and economic development strategy will enhance the quality and relevance of the learning and training offer, particularly when combined with state of the art labour market forecasting.

Observatories and other Labour Market Intermediaries

Toolkit Structure

ToolkitMust

Inform Activity

Here

VET and Labour Market


Ultimately the VET-EDS Toolkit should generate a shared vision of success secured across the different stakeholders by establishing a common purpose going beyond the traditional triple helix of government, business and education, to include labour market institutions and intermediaries as part of the glue or cement to ensure the structure is robust.


Your help…

Resources

Models

Tools

Reports

Case Studies

[email protected]


Big data for VET decision makers

Giampaolo MontaletDirettore vicario ARIFL

Regione Lombardia

Outline

• Why big data for decision makers? • Changing visions• Understanding market dynamics• Plan a new generation of VET/ALMP initiatives

• 3 use cases:• Profiling people before enrolling them in VET/ALMP

initiatives• Understanding transitions in the regional labour market• Counterfactual model for policies evaluation

• conclusions

Helping policy makers to change their vision of the market

• Very often vision is based on «common sense/public opinion» perception of labour market;

• Mainly based on static data while market dynamics are more important to understand change and policy planning.

• Introduce evaluation procedures with an impact on resource distribution (avoid the “evaluate for the sake of” effect).

The “big data” we are using

● “Comunicazioni obbligatorie” (compulsory communications) based on employers on-line declarations about labour contracts start, close, extension and transformation;

● From 2008 up to 2015 contains for Lombardy about 40 millions communications about 6 million workers

● Requires extensive data quality to avoid “garbage in – garbage out” effect on statistics;

● Used mainly for career, transition and longitudinal analysis.

A new generation of VET/ALMP initiatives

● A radical change from the national/regional tradition in Italy

● From “projects” and “calls” to “personal budgets” and “available on demand”

● From “public one stop-shop” to “private-public competition and/or cooperation”

● From “paid for action” to “paid for results” ● From “employability” to “employment evaluation”

PROFILING USERS: WHO REALLY NEEDS MORE HELP?

Use case n.1

Using profiling

● Profiling is used to evaluate the probability to find a new employment;

● The lower the probability, the more intense the support;

● A more intense support is a better paid one;● Try to avoid creaming in the private sector employment agencies working with public fundings

profiling

● Univariate logistic model to obtain individual scores

● Based on data about 927.681 people in Lombardy with a job position ended in 2010 and 2011

● 357.890 people (38,5%) got a new job before the end of 2012

re-employment probability

Profiling model variables and tests

DF Wald Chi-square Pr > chi square

Nationality (italian/not italian)

1 675,94 <.0001

full time/part time 1 3.021,01 <.0001

Age at the end of contract 4 28.145,61 <.0001

Skill level 2 152,05 <.0001

Industrial sector 3 4.638,73 <.0001

Last contract tipology (open ended…)

4 23.314,12 <.0001

Gender 1 30,44 <.0001

ISCED level 2 893,58 <.0001

Quantile

Re-employment probability

Support intensity

100% Max 63% from 48% of re-employment probability:Minimal support.

99% 60%

95% 56%

90% 54%

75% Q3 48% From 40% to 48%: support required

50% Median 40% From 30% to 40%: intensive support required

25% Q1 30% Under 30% of re-employemnt probability: long term intensive support required

10% 21%

5% 17%

1% 8%

0% Min 4%

UNDERSTANDING MARKET DYNAMICS:HOW LONG LASTING IS AN OPEN ENDED CONTRACT?

Use case n.2

OE contracts - 2012 445.295 100,0%

closed after (duration):

a) 1 day to 1 month 30.080 6,8%

b) 1 month to 6 months 82.052 18,4%

c) 6 months to 1 year 53.824 12,1%

d) 1 year to 2 years 62.103 13,9%

e) More than 2 years 33.299 7,5%

Closed at the end of March 2015

261.358 58,7%

Still open 183.937 41,3%

Open ended contracts in 2012 by duration

avviati a) Da 1 giorno a 1 meseb) Da 1 mese a 6 mesic) Da 6 mesi a 1 annod) Da 1 anno a 2 anni e) Piu' di 2 anni0

100000

200000

300000

400000

500000

600000

700000

800000

900000

Lavoro a progetto

SomministrazioneTempo Determinato

Tempo Indeterminato

Contract’s tipology survival curves - 2012

UNDERSTANDING MARKET DYNAMICS:WHAT DO THEY DO AFTER INTERNSHIP?WHAT HAPPENS TO PEOPLE LOSING A JOB? WHERE DO THEY GO?

Use case n.2

avviati a) Da 1 giorno a 1 meseb) Da 1 mese a 6 mesi c) Da 6 mesi a 1 anno d) Da 1 anno a 2 anni e) Piu' di 2 anni0

5000

10000

15000

20000

25000

30000

35000

TirocinioApprendistato

Internship and apprenticeship survival curves

Internship ended in 2014 40.030

Contract after internship 20.943 52,3%

Apprenticeship 6.197 15,5%

Short term projects 2.320 5,8%

Temporary 2.230 5,6%

Closed terms 8.252 20,6%

Open ended 1.944 4,9%

Another internship 6.909 17,3%

Others 195 0,5%

NA 11.983 29,9%

Contracts after internship

From: Total To the same tipology

To the same tipology in %

Internship 133.292 33.638 25,2%

Apprenticeship 214.815 64.856 30,2%

Short term projects 919.409 656.875 71,4%

Temporary 1.217.997 896.527 73,6%

Closed term 3.885.306 2.939.686 75,7%

Open ended 1.725.021 1.035.127 60,0%

Total 8.095.840 5.626.709 69,5%

Transitions 2010-2014

Transitions

30 gg 90 gg 180 gg 360 gg Oltre 360 gg0

5000

10000

15000

20000

25000

Market acceptance after apprentship

COUNTERFACTUAL MODEL FOR

POLICIES EVALUATION:ARE WE REALLY MAKING A DIFFERENCE FOR PEOPLE ENROLLED IN OUR VET/ALMP PROGRAMS?

Use case n.3

People with a contract at Tn time (%)

Treated group Non treated group

t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Unemployed/first job seekers/subsidized involuntary part time workes


t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Disoccupato Inoccupato Occupato

t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Disoccupato Inoccupato Occupato

Age groups


t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Da 15 a 24 anni Da 25 a 34 anni Da 35 a 44 anni

Da 45 a 54 anni Oltre55 anni

t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

Da 15 a 24 anni Da 25 a 34 anni Da 35 a 44 anni

Da 45 a 54 anni Oltre55 anni

ISCED levels


t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

ISCED 0-2 ISCED 3 ISCED 5-6

t1 t2 t3 t4 t5 t6 t7 t8 t9 t10 t11 t120

0.1

0.2

0.3

0.4

0.5

0.6

0.7

ISCED 0-2 ISCED 3 ISCED 5-6

Concluding remarks

● Big data can be used for the usual “information to support planning” game, but already available statistics are much more better to write policy paper introductions.

● Don't let decision makers “play” with big data, it's too expensive, too hard to understand, too risky. Try to get simple bold evidence out of them.

● Big data can be fruitfully used to sustain a change, as to say in segmentation of targets, support to transitions in the labour market and policy results evaluation.

Forma.TempTemporary work:

employability and welfare

1

Irene Vecchione

Our perspective

Temporary work(fixed term contracts or open-ended contracts)

WORK AGENCY – CANDIDATES/EMPLOYEE - USER COMPANY

Training

€€€

FORMA.TEMP

Our Observatory

Sector’s Observatory on temporary work labourmarket

Constituted in EBITEMP, the association betweenSocial Partners which manages welfare tools forWork Agencies’ employees

Fund constitution

Forma.Temp (FT) is a bipartite Fund, free and no-profit association betweenAssolavoro, the temporary workers Trade Unions (Nidil-Cgil, Felsa-Cisl, Uil.Temp)and the three Union Confederations (Cgil, Cisl and Uil). In September 2013Assosomm has joined the Fund.

The Fund was established in 2000 in application of Law n. 196/1997 (Treu Law),which introduced the temporary work in our legal system. Forma.Temp carries outits activities under the supervision and control of Italian Ministry of Labour and isregulated by the art. 12 D.Lgs. 276/2003 in the current legislation.

Forma.Temp is financed by Work Agencies through a contribution correspondent to4% of agencies workers’ gross salary.

For Fixed Term Contracts, 87% of the contribution is managed by Work Agencies(“Agencies account”) for the training of candidates and/or active workers.

For Open-ended Contracts, the Agencies account is represented by 78% of thecontribution and can be used either for paying the workers in lack of job opportunities(“income support”) or for active workers training.

Forma.Temp goals and

activities

ACTIVE POLICIES for labour market

FT finances training on new skills acquisition, updating, qualification andre-qualification for workers with fixed term or open-ended contracts

FT finances Orientation, Skills Assessment and Employment Support

The training is carried out by Work Agencies.

PASSIVE POLICIES for labour market

FT manages the bilateral solidarity fund in case of working hours reduction

FT delivers income support for the unemployed fixed term workers

FT delivers income integration for periods of unemployment of open-endedcontract workers

Furthermore

FT releases compliance opinion on Training Plans for apprentices hired in open-ended contracts.

Forma.Temp is the only italian Fund responsible for active and passive policiesfor fixed term and open-ended contracts.

5

Targets

– Unemployed – candidates for Work Agencies

– Work Agencies employees

– Special categories of candidates/employees

6

The process

– Work Agency submit training project to FT

– FT analyses and authorises the delivery and then finances it

FT assessment is just formal because Work Agencies plan their training projects onthe basis of the needs analysis carried out on each territory or among theirclients (user companies) => skill gaps between competences owned andcompanies’ needs

7

Forma.Temp dataContribution and Training

8

Facts and figures

2010 2011 2012 2013 20142015

(30 June)

Contribution131 million

euros

149 million

euros FTC

5 million euros

OEC

134 million

euros FTC

7 million

euros OEC

138,3 million

euros FTC

9,9 million

euros OEC

153 million

euros FTC

13 million euros

OEC

83,3 million

euros FTC

7,7 million

euros OEC

Financed

training

106 million

euros

137 million

euros

130 million

euros

126 million

euros

135 million

euros

81,3 million

euros

Financed

projects21.056 27.446 26.657 25.949 29.196 21.554

Training

participants138.191 182.872 200.489 203.327 196.108 118.502

Training

hours867.591 1.200.000 1.012.558 984.625 1.109.293 775.659

9

FTC → Fixed Term Contract WorkersOEC → Open-Ended Contract Workers

Employability

10

Training for fixed termcontract workers

- Basic training

- Useful for all sectors and tasks (safety, languages, computer science, active jobsearch)

- beneficiaries: unemployed, fixed term contract workers

- Vocational training

- for the acquisition/updating of new knowledge/skills

- beneficiaries: unemployed, fixed term contract workers

- On the Job training

- On the workplace at the beginning of a new job in order to adapt workers’ skillsto the job context

- beneficiaries: fixed term contract workers

- Long life learning

- Call for vouchers for courses selected from a Forma.Temp national catalogue –training courses chosen by employees/candidates

- Courses managed by Work Agencies

- beneficiaries: unemployed, fixed term contract workers11

Vocational training Placement

To ensure the 100% financing of vocational training courses, Work Agencies must

guarantee a placement annual average of at least 35% at a National level and

10% at a Regional level, according to the number of participants who have

completed the course.

The placement must be at least a full-time week equivalent and implemented

within 6 months from the end of the course.

Data Placement

each year about 41,00% at National level

12

Data Placement 2014

13

Man under 180% Man 19-24 age group

8%

Man 25-30 age group7%

Man within 50 10%

Man over 501%

Women under 18

0%

Women 19-24 age group54%

Women 25-30 age group7%

Women within 50 12%

Women over 501%

The Vocational training Placement bonus

For each worker that begins a new fixed term contract lasting at least 1 month full-

time equivalent and task consistent with the training object, Forma.Temp will

reward the Work Agencies with a bonus equal to 1/3 of the worker’s total salary

up to 1.000,00 Euro (maximum rate).

The Work Agency can apply for the bonus if:

it has reached the annual quantitative targets (35% National and 10%

Regional levels, in Regions which admit the bonus)

at least 50% of the annual national placement is consistent with the

training object

14

NEW

Active Labour Market Policies

The last National Collective Bargaining Agreement of Work Agencies has allocated ahuge part of the previous and unused economic resources (system actions) in activelabour market policy projects managed by Work Agencies.

It is about individual paths made of:

ORIENTATION – SKILL BALANCE – JOB MATCHING

In 14 months of activity, 6.706 individual projects from 29 Work Agencies werepresented in 20 Regions. The committed resources amount to € 5.986.067,00 (34%of avalaible resources).

98,76% of the projects was dedicated to unemployed people aged between 29 and 35years.

20% of placement at the present

15

NEW

Active Labour Market Policies FTC

16

Content: • Orientation Activities• Skills Assessment• Employment Support

Target: a) Unemployed 29-35

yearsb) Under 29 with no

employment facilitationsc) Fixed term unemployed

with 4 months job in the last 24 months

d) Workers involved in crisis situations

Role of Forma.Temp: • Construction of the

reference model• Project evaluation• Evaluation of the external

specialists (SpecialistRegister)

• Focused inspection• Reporting

Placement bonus: • a new fixed term

contract during 120 days from the project beginning, includingextentions (1 monthFTE; minimum 144 hours)

• bonus € 1.000,00

Training for open-endedcontract workers

- Vocational training course

- training for acquiring new skills; maintenance and adaptation ofworkers’ skills

- Before or at the beginning of the contract

- Professional training for replacement

- training for acquisition/maintenance/diversification of skills duringperiods of unemployment

- Apprenticeship training projects

17

Active Labour Market Policies OEC

18

Content: • Orientation Activities• Skills Assessment• Employment Support

Target: a) Unemployed for more than 12 monthsb) Unemployed older than 35 years for women and 50 for men.b) Unemployed immigrants with residence permitc) Asylum seekersd) Employees at the end of periods of mobility allowance, ordinary and “in deroga”, or registered within regional mobility lists, have not found new employment. For that audience ALMP with a view to specific re-training activitiese) Additional target specified by the CST based on specific needs

Role of Forma.Temp: • Construction of the

reference model• Project evaluation• Evaluation of the external

specialists (SpecialistRegister)

• Focused inspection• Reporting

Placement bonus: • A new open ended

contract (minimim 1 year) to subscribe within4 months (120 days) after starting itsoperations

• bonus € 1.000,00

NEW

Next stepswhat we are working at

19

Longlife Training Catalogue

Target audience:

Unemployed people with at least 30 days of work in the last year and notworking for at least 45 days

Unemployed people with at least 6 months of work last year and not workingfor at least 45 days

Workers injured at work with reduced work capacity, whose training isnecessary for a qualifying re-employment

Workingwomen who, at the end of maternity pause, don’t have a contract andwith at least 30 days of work in the last year

The process:

training companies submit to FT courses to be published on the nationalcatalogue

candidates can choose the courses they are interested in and have up to € 5.000to pay the course

FT and trade unions assess the applications on the basis of a national needsanalysis of skill gaps on each region

FT authorises the delivery and pays the fee to the training company

20

NEW

New rules for training financing

In order to simplify rules and achieve the maximumeffectiveness…

21

NEW

Forma.Temp Welfare

22

Passive Policies Tools

Solidarity fund ensures to fixed term/open-ended contract workers protection during

work period in case of reduction or interruption of work activity (Law 92/2012). In order

to obtain this protection, workers should have worked for at least 90 days as an agency

worker.

Income support one-off contribution amounting to € 750,00 to workers previously hired

with fixed term contract, unemployed since 45 days and with 6 months of work within the

last 12 months.

Procedure in case of job interruption (art. 25 National C.B. Agreement of Work

Agencies) contribution amounting to € 850,00 per month for 6 months for open-ended

contract workers during periods of unemployment.

During periods of unemployment people are always supported with training

courses in order to avoid the aging skills 23

Challenges and goals

24


Training standards

Competence classification

Standard cost

25

26

Forma.Temp

Piazza Barberini, 52 – 00187 Roma

Tel. 06 480 4000

Fax 06 489 16793

www.formatemp.it

1 / 9

IWAKInstitut für Wirtschaft, Arbeit und KulturZentrum der Goethe-Universität Frankfurt am Main

Sophie Westenberger

Aligning Enterprises’ Qualification Requirements with the VET Sphere

Two Examples from Germany

2 / 9


The demand of enterprises and employees for specific qualifications

changes over time.

Challenges for the VET system: adapting to new qualification needs

and new formats.

Ministries as Intermediaries

Ministry

VET providers

Demand forskills

3 / 9


1. Example:

Scheme for Company Training Centres in the Health and

Elderly Care Professions in Rhineland-Palatinate as a

Institutionalized Intermediary

2. Example:

Training Coaches in the Municipalities of Hesse as

Intermediaries between Companies and the VET System

Two Examples

4 / 9


• High demand for qualified labour in the health and elderly care professions

• The Ministry of Social Affairs, Labour, Health and Demography in Rhineland-Palatinate appoints a group of experts

• This group establishes a scheme for company training centres as a legal foundation

• Identifying demand for apprenticeships in the different municipalities and their companies.

1. Example:

Scheme for Company Training Centres in the Health and Elderly Care

Professions in Rhineland-Palatinate as a Institutionalized Intermediary

5 / 9


• Negotiating the numbers of apprenticeship training positions with company training centers

• A set agreement between ministry and company training centres

• Establishing a mandatory scheme for company training centresin various health and elderly care professions as well as confirming a financial plan

• Updating the scheme every 3 to 5 years

• Intermediary: The Ministry closes the gap between the training demands of the companies and the training centres. It provides steady and adequate financial support.

1. Example:

Scheme for Company Training Centres in the Health and Elderly Care

Professions in Rhineland-Palatinate as a Institutionalized Intermediary

6 / 9


• Initiative ProAbschluss supports certificate-oriented modular training for low-skilled employees in Hesse

• Training Coaches in each municipality• Sensitize enterprises for modular training, • Identify qualification needs and • Match them with VET providers nearby

• Training Coaches support the individual employees regarding the specific needs during the whole qualification process.

2. Example:

Training Coaches in the Municipalities of Hesse as Intermediaries

between Companies and the VET System

7 / 9


Factors, which have a positive impact on the work of Training Coaches:• Membership in trade association and business

development guarantees easy access to companies• Knowledge of the regional labour market situation and

access to local networks

2. Example:

Training Coaches in the Municipalities of Hesse as Intermediaries

between Companies and the VET System

8 / 9


• Ministries can use their role as intermediary in order to

negotiate between qualification demands of employers

and VET providers

• Due to their strong influence relevant stakeholders can be

initiated by the ministry to cooperate

• The need of companies for specific qualification should be

the focus of the activities

• Training should be provided locally on a demand-oriented

basis.

Lessons learned

9 / 9


Thank you for your attention!

Sophie WestenbergerIWAK Institute for Economics, Labour and CultureCentre of Goethe University Frankfurt am [email protected]

5th EUROPEAN DAY of the EN RLMM

SUPPORTING SUSTAINABLE LABOUR MARKET DEVELOPMENT:

The Role of Observatories and Intermediaries in European

Regions and Localities

Regional Strategy and Labour Market Information: key

factors for training and education planning in the

Basque Country

Gotzone Sagardui

Labour Activation Director of the Basque Employment Service, Basque Government

Juan Ibarretxe

Director of Labour Trainning and Basic Income of the Basque Employment Service.

Basque Government

The opportunities to define strategies and master their components are very limited for regional and particularly local governments.

However, there are opportunities to prepare regional strategies and thus influence the:

• Production model • Production structure • Labour Market

Snapshot of the Basque Country. Model

It is a consequence, the result of a historical process, partly shaped by the characteristics of Basque society. It has something of "made in the Basque Country" with its constraints

2014

% Agro-fishery GVA/GDP 0,9

% Industry GVA/GDP 23,6

% Construction GVA/GDP 6,3

% Services GVA/GDP 69,2

2012

Labour Productivity(100 EU27) 128,5

2013

R&D Spending 1,99

Portrayal of the Basque Country. Model

Production model

Production structure

Exports % GDP: 34.14 Trade balance % GDP: 7.69


Employment

Tot. % %

Agro-fishery 6.402 4,0 1,5

Industry 11.813 7,4 20,9

Construction 20.890 13,1 6,3

Services 119.896 75,4 71,2

Companies

Employment

Tot. % %

< 5 141.787 89,2 26,4

6 to 19 12.225 7,7 14,2

20 to 49 3.195 2,0 11,3

50 to 99 991 0,6 8,1

100 to 499 682 0,4 15,3

> 500 121 0,1 24,7

Total 159.001

Companies

Labour Market

Employment rate aged 16-64: 67.5% Unemployment rate 16 and over: 15.1%


People in work, 15 -64 years old EUROSTAT (2014) 860.100

%

Females 47,1

From 15 to 24 years 2,9





Less than primary, primary and lower secondary education (levels 0-2) 23,9

Upper secondary and post-secondary non-tertiary education (levels 3 and 4) 21,1

Tertiary education (levels 5-8) 54,9

Draft bill of the Vocational Training Act of the Basque Country

• Formal vocational training: 35,000 people

• Training for employment (people in work): 51,000 people

• Training for employment (people out of work): 17,000 people

Training for employment in the Basque Country

26 professional groups

Observatory

Planning

Instrumental

Basque V.T. system and figures(2014/15)

We consider that there are two key factors in the regional planning of training for employment that we must use and integrate:

The information systems on the characteristics and needs of the jobs market.

Sustainable regional strategies for social and economic development.

Key factors to plan the training

Integrate strategy - information

Labour Market

We have in place sustainable regional strategies for social and economic development driven by the Basque institutions:

Key factors to plan training: REGIONAL STRATEGIES

• Household appliances • Machine Tools • Automotive Industry • Electronics and Information • Port of Bilbao • The Environment • Energy • Aeronautics • Maritime • Paper • Audiovisual

PRIORITY CLUSTERS (11)

SECTORAL PRECLUSTERS (11)

• Foundry • Food • Biotechnology • Habitat • Construction • Tools

• Iron & Steel • Forging-Die casting • Logistics • Language • Railways

Key factors to plan training: REGIONAL STRATEGIES

We have in place sectoral strategies (Clusters) driven by Basque business assocations:

Main information systems elements used:

Key factors to plan training: INFORMATION SYSTEMS

Job placement V.T Job placement

Universities

FME Fabricación Mecánica Cuentas

econom

Contra-

tosHOBETUZ

Empleo % total Evol 08-14 Ev 08-12 Ev 08-14 Ev 11-14 Ev 08-12Ev 08-12

DirTec

Ev 08-12

Inter

Ev 08-12

Cualif

Ev 08-12

NO Cualif

10 Metalurgia y productos metálicos 59.021 6,7% -23,9% -23,1% 140,2% 45,2% -25,6% -43,0% -21,9% -19,1% -20,7% 1141 1,8

11 Prod. informáticos y electrónicos 3.323 0,4% -9,8% -2,7% 158,1% 23,9% 162,8% -42,4% 24,7% 14,4% 3234 3,0

12 Material y equipo eléctrico 9.345 1,1% 3,6% -17,2% 66,9% -10,5% -42,8% -66,7% -48,8% -40,6% 5,3% 2441 2,8

13 Maquinaria y equipo 19.117 2,2% -21,6% -14,3% 57,0% 25,0% -8,8% -11,6% -6,7% -16,7% -6,8% 2133 2,3

14 Material de transporte 18.426 2,1% -9,9% -12,2% 291,2% 12,5% -6,9% -48,2% 8,9% -12,1% -9,5% 2343 3,0

15 Muebles y otras manufactureras 8.895 1,0% -40,1% -19,0% 66,3% -27,8% -33,4% -51,8% -31,7% -32,0% -16,7% 1131 1,5

27 Consultorias y actividades técnicas 32.400 3,7% -1,6% 2,5% 5,3% 36,8% 432 3,0

Índice total 8,1 2,5

A-2 / DEMANDA DE EMPLEODeman-

dantes% total

Evol 08-

14Univer FP

Bachi-

ller

Hasta

obliga-

torios

media

durac

%

extranj% mujer

% < 24

años

% 25 - 44

años

% >44

añosCuartil

1 Directivos 1.113 0,07 373,6% 742 166 110 95 533,0 1,7% 28,3% 1,5% 42,2% 55,8%

2 Tecnicos 9.966 0,63 707,0% 9.400 174 225 167 343,2 1,2% 30,4% 9,1% 77,4% 13,4%

3 Tecnicos auxiliares 20.169 1,27 575,0% 2.461 11.701 1.191 4.816 378,1 5,6% 19,0% 10,8% 61,9% 27,2%

4 Administrativos

5 Cualificados servicios

6 Cualificados agrario

7 Cualificados industria 43.945 2,77 407,0% 770 15.494 2.145 25.536 498,3 14,5% 6,2% 10,9% 56,7% 32,3%

8 Operarios 9.126 0,58 39,1% 204 2.909 543 5.470 559,6 12,5% 13,6% 5,2% 54,4% 40,3%

9 No cualificados 19790 1,25 114,6% 407 3596 1133 14654 903,5 16,1% 33,0% 4,6% 53,4% 41,8%

Total 104.109 6,6% 260,1% 13.984 34.040 5.347 50.738 535,9 11,5% 17,0% 8,9% 58,7% 32,3% 3

3 B / RESULTADOS DE LA ENCUESTA DE INSERCIÓN DE LA FORMACIÓN PROFESIONAL C/ F OCUPACIONAL

Tasa

Empleo

Evoluc %

TE 08-13

Tasa

Paro

Evoluc %

TP 08-13

% Indefi-

nidos

% Autó-

nomos

% Alta

cualificac

ión

% Media

cualifica-

ción

% Baja

Cualifica-

ción

Relacio-

nado

estudios

Índice

FP

T Empleo

327 /

2013

T Empleo

395 /

2013

Índice

FO

Empl

inicial41,6% -9,8% 32,8% -3,2% 14,4% 3,4% 1,7% 44,8% 53,2% 69,4% 6,1 35,0% 47,0% 8,7

106.547 D / PROSPECTIVA EMPLEO 2024Susti-

tución42.619

Nueva

creación7.458

TOTAL

empleo 50.077

Empleo

FP (%)33,2% ÍNDICE 10 Índice sintético 7,2

(*) Cuartiles: Se ha realizado la distribución de la evolución de los distintos parámetros en cuartiles donde el cuartil 4 indica el 25% de casos con mejor evolución y el 1 el 25 con peor. Índice sintético: Se calcula según puntuación de inserción de la FP y situación según cuartiles de empleo y demanda en base 10 siendo 10 la mejor puntuación. Tiene más peso los resultados de la operación de inserción de la FPFuentes: CONFEBASK, Departamento de Empleo y Politícas Sociales, EUSTAT, HOBETUZ, LANBIDE, MEYSS, CEDEFOP, INVESLAN. Elaboración: Área de Análisis, Estudios y Estadísticas del Gabinete Técnico de LANBIDE

VA

LOR

AC

IÓN

Afiliados S. Social Censo Mercado Trabajo

ÍndiceResum

cuartil

-Empleo: En esta fami l ia profes ional participan diversas agrupaciones económicas , donde la industria representa la mayor parte el empleo. La evolución del empleo es negativa en todas las actividades , excepto en

el caso de materia l y equipo eléctrico aunque de manera mucho menos acusada que en el pasado año (17,8% frente a l 3,6% actual ).

-Demanda: importante peso sobre el tota l de la demanda,donde la evolución de ocupaciones relacionadas con esta fami l ia crece.Es una de las pocas fami l ias que ha res is tido la cris i s aunque también se s i túa en

peor s i tuación que el pasado año. Demanda de empleo mascul inizada.

-FP: Segun los resultados de la encuesta de seguimiento de inserción de la FP es una de las fami l ias con uno de los mejores comportamientos de inserción labora l y por tanto obtiene un índice pos i tivo.

-Índice sintético: Siendo el peso de la operación de FP a l to en la elaboración de este índice, y s igue obteniendo una de las puntuaciones más a l tas .

-Valoración: Es una fami l ia profes ional tradicionalmente muy importante en la CAE.Al ta coherencia con resultados de FO, presenta uno de los escenarios de creación de empleo más a l tos cara a 2024.

- RECOMENDACIÓN: Interesante para inverti r recursos formativos tras sondear neces idades del sector con el fin de acertar en la oferta formativa a ofertar. Muy buenos resultados obtenidos tanto por la FP como por la

FO, observándose el importante peso del empleo de susti tución.

AGENTES

SOCIALES

26 Professional

Groups

Key factor to plan the training

How we integrate the key factors in the planning of V.T.E. (Vocational Training for Employment)

Clusters

Administration & Management 4,00%

Sports & Physical Activities 2,00%

Farming 1,50%

Graphic Arts 2,00%

Arts & Crafts 5,00%

Trade & Marketing 6,00%

Electricity & Electronics 3,30%

Energy & Water 1,00%

Building & Civil Works 2,50%

Mechanical Manufacturing 8,50%

Hotel & Catering & Tourism 10,00%

Extraction Industries 0,50%

IT & Communications 6,05%

Installation & Maintenance 5,50%

Personal Image 6,00%

Image & Sound 2,50%

Food Industries 3,50%

Timber, Furniture & Cork 1,00%

Maritime Fisheries 0,90%

Chemical 2,00%

Health 7,50%

Safety & the Environment 7,25%

Socio-cultural Services & for the Community 6,00%

Textils, Clothing & Leather 2,50%

Transport & Vehicle Maintenance 2,50%

Glass & Ceramics 0,50%

100,00 ##

An example: the proposed distribution of annual spending per group

Key factor to plan the training


econom

Contra-

tosHOBETUZ


DirTec

Ev 08-12

Inter

Ev 08-12

Cualif

Ev 08-12

NO Cualif










dantes% total

Evol 08-

14Univer FP

Bachi-

ller

Hasta

obliga-

torios

media

durac

%

extranj% mujer

% < 24

años

% 25 - 44

años

% >44

añosCuartil

1 Directivos 1.113 0,07 373,6% 742 166 110 95 533,0 1,7% 28,3% 1,5% 42,2% 55,8%

2 Tecnicos 9.966 0,63 707,0% 9.400 174 225 167 343,2 1,2% 30,4% 9,1% 77,4% 13,4%


4 Administrativos




8 Operarios 9.126 0,58 39,1% 204 2.909 543 5.470 559,6 12,5% 13,6% 5,2% 54,4% 40,3%

9 No cualificados 19790 1,25 114,6% 407 3596 1133 14654 903,5 16,1% 33,0% 4,6% 53,4% 41,8%

Total 104.109 6,6% 260,1% 13.984 34.040 5.347 50.738 535,9 11,5% 17,0% 8,9% 58,7% 32,3% 3


Tasa

Empleo

Evoluc %

TE 08-13

Tasa

Paro

Evoluc %

TP 08-13

% Indefi-

nidos

% Autó-

nomos

% Alta

cualificac

ión

% Media

cualifica-

ción

% Baja

Cualifica-

ción

Relacio-

nado

estudios

Índice

FP

T Empleo

327 /

2013

T Empleo

395 /

2013

Índice

FO

Empl

inicial41,6% -9,8% 32,8% -3,2% 14,4% 3,4% 1,7% 44,8% 53,2% 69,4% 6,1 35,0% 47,0% 8,7


tución42.619

Nueva

creación7.458

TOTAL

empleo 50.077

Empleo



VA

LOR

ACI

ÓN


ÍndiceResum

cuartil










AGENTES

SOCIALES

Regional development strategies

Sectoral strategies



econom

Contra-

tosHOBETUZ


DirTec

Ev 08-12

Inter

Ev 08-12

Cualif

Ev 08-12

NO Cualif










dantes% total

Evol 08-

14Univer FP

Bachi-

ller

Hasta

obliga-

torios

media

durac

%

extranj% mujer

% < 24

años

% 25 - 44

años

% >44

añosCuartil

1 Directivos 1.113 0,07 373,6% 742 166 110 95 533,0 1,7% 28,3% 1,5% 42,2% 55,8%

2 Tecnicos 9.966 0,63 707,0% 9.400 174 225 167 343,2 1,2% 30,4% 9,1% 77,4% 13,4%


4 Administrativos




8 Operarios 9.126 0,58 39,1% 204 2.909 543 5.470 559,6 12,5% 13,6% 5,2% 54,4% 40,3%

9 No cualificados 19790 1,25 114,6% 407 3596 1133 14654 903,5 16,1% 33,0% 4,6% 53,4% 41,8%

Total 104.109 6,6% 260,1% 13.984 34.040 5.347 50.738 535,9 11,5% 17,0% 8,9% 58,7% 32,3% 3


Tasa

Empleo

Evoluc %

TE 08-13

Tasa

Paro

Evoluc %

TP 08-13

% Indefi-

nidos

% Autó-

nomos

% Alta

cualificac

ión

% Media

cualifica-

ción

% Baja

Cualifica-

ción

Relacio-

nado

estudios

Índice

FP

T Empleo

327 /

2013

T Empleo

395 /

2013

Índice

FO

Empl

inicial41,6% -9,8% 32,8% -3,2% 14,4% 3,4% 1,7% 44,8% 53,2% 69,4% 6,1 35,0% 47,0% 8,7


tución42.619

Nueva

creación7.458

TOTAL

empleo 50.077

Empleo



VA

LOR

AC

IÓN


ÍndiceResum

cuartil










AGENTES

SOCIALES

Future-oriented: the future of work

Competencies

Skills

Attitudes

Expertise

Interface

What we want to incorporate and improve in the planning of training for employment

How we want to do it, next steps


SIMOVET VET-EDS

METHODOLOGY

COMPETENCIES FUTURE-ORIENTED SPHERES

PARTNERS BEST PRACTICES

THANK YOU FOR YOUR TIME ESKERRIK ASKO ZUEN ARRETARENGATIK

MUCHAS GRACIAS POR LA ATENCIÓN MOLTO GRAZIE

www.lanbide.eus

http://www.lanbide.eus/

Labour Market Intelligence in Poland:

Diagnosis and Trends in Polish

Regions in the selected examples

Milano, 16.10.2015r.

Marta Sosnowska, Michał Staniszewski

Voivodeship Labour Office of Białystok (Poland)1

The objective of the project is to

assess the usefulness of data,

analysis and knowledge of the

regional labour market for the users

in Poland (in selected examples).

2

AGENDA

1. LABOUR MARKET INTELLIGENCE CONCEPT

2. DILEMMAS OF DECISION-MAKING AND

INFORMATION NEEDS OF THE ORGANIZATION AS

AN EXAMPLE OF PODLASKIE PROVINCE, POLAND

3. DEVELOPMENT STRATEGIES AND INFORMATION

NEEDS OF THE ORGANIZATION IN THE EXAMPLE OF

THE STRATEG SYSTEM

4. SUMMARY

3

What is labour market information and intelligence (LMI)?

Labour Market Information and Intelligence (LMI) is a notion thatseldom appears in Polish literature. That is why our explanation is thatafter the Scottish Government. I quote:

„LMI is any quantitative or qualitative facts, analysis or interpretation about the past, present or future structure and workings of the labourmarket and the factors that influence it.

LMI is needed to inform users about:

economic and labour market conditions;

education, qualifications, training and skills;

current and future demand and supply of labour and jobs; and

vacancies and recruitment.

• Please note that LMI includes both labour market information (descriptive data such as statistics or survey results) and labour market intelligence (analysis, interpretation, conclusions and policy recommendations).

4

Decision-making dilemmas

versus information needs of the organization Decision-making dilemmas faced by all organizations play an important role in the demand for

the specific data, information and knowledge.

On the one hand, decisions taken by entrepreneurs are the result of searching a way of the problem-solving or new developments which create the need for the specific data and information. On the other hand, that arises from the needs and expectations of the market.

Existingproblematic

situations

The demandfor data,

informationDecisions

Labourmarket needs

Futuredevelopments

Fig. Conditions of decision-making

5

The decision-making entrepreneur The study allowed us to identify three main decision-making areas:

human resources management: employment policies, attracting an adequate

number of staff with appropriate qualifications, employees remuneration systems.

products and production systems: product development strategy, investing

activities, funding, locating a new business, supply chain, a raw materials.

educational system: matching skills and labour market needs

77,5 72,5

37,5

0

20

40

60

80

100

human resource

management

products and production

systems

educational system

%

6

The key information needs of entrepreneurs

Enterprises (Podlaskie province, Poland) are interested in the

information connected with:

Forecast trends in the development of specific branches;

Planned investments in the region, which could have a big impact

on employment;

Market expectations for the future employment and the vocational

training required from potential employees.

In turn, labour market institutions indicate that the most valuable

information, being also the most difficult to obtain, is that held by

enterpreneurs.

7

How do employers assess suitability of selected

sources of information?

Economic forecasts

Economic forecasts aimed at predicting economic growth in the region, including industries. They are prepared on the basis of statistical data and expert assessment (average score of 3.78, on the scale of five); The product has not been introduced in the Podlaskie region.

The economic barometer

Is based on the cyclical evaluation of the entrepreneurs’ optimism, theirplans connected with the development and investments. Additionally, ittakes into account the statistical indicators, such as the volume of investments (average score of 3.12)

Consumer Confidence Index

It is the study of households in terms of their assessment of theirown economic situation. Most of the negative opinion on the barometer (average 3.10)

The rating largely depends on the type of business.

8

How do employers assess suitability of selected

sources of information?

Analysis of the key sectors in the Podlaskie province

This analysis evaluates the state of the industry, including: the state of competition, changes in markets, business strategies, technological changes. Such analysis includes recommendations and forecasts for the future (average usefulness 4.0).

In the Podlaskie province the key sectors already examined are the following:

• agriculture, transport, timber industry, tourism, construction, trade, food industry.

And the sectors having a potential for growth :

• trade and electronic services, biotechnology, manufacturing computer software, call center, corsetry sector, therapeutic food production, geriatric rehabilitation, industry and manufacturers of the medical equipment.

9

Usefulness of selected information sources

Forecast analyses of supply and demand for vocations

Forcast analyses of work supply in vocations determine the

prognosed supply and demand for employees according to

vocational groups in the future, also determine the deficit jobs,

surplus and sustainable professions (the majority of the surveyed

was positive as to the product);

Amidst the known analysis methods of the labour market

equilibrium, the research of the Malopolskie Observatory of Labour

Market and Eduction and the Podlaskie Observatory of Labour

Market (at present of Voivodship Labour Office in Białystok) seem

interesting.

10

How to examine the equilibrium on labour market

in the given examples

For example, by using the "Occupational Barometer”, which is a short-term (one-year) forecast of demand for occupations in the PolishRegion. The forecast is developed for each county by local labouroffice staff, including placement officers, career counsellors, persons in charge of relations with undertakings and responsible for the organisation of training events, as well as EURES (European Employment Services) assistants and job club leaders.In Poland, the study was originally initiated by Labour Market and Education Observatory of Małopolska. The panel experts qualify jobs into three groups: deficit occupations, balanced occupations, surplusoccupations.

For example, by using the Map of Occupations and Qualifications in the Podlasie region. The quantitative method which was developed by the Podlasie Labour Market Observatory and Economic Forecast. The method consists of the analyzing different sources of job advertisements for the desired professions, qualifications and competence. It has analyzed approximately 250 variables.

11

Usability of the selected information sources

Examining the state and the prognoses of economic migration

The investigation of the state and prognoses of economic

migration has the objective to estimate the current and prognosed

economic trips abroad as well as to other regions. Returns are

also a subject of the analysis (usefulness 3.2) (polarized opinions

among the respondents– e.g.: the representatives of the commerce

and service business estimate such usability low, while it is high

the public administration estimatation).

At present the institution of public administration signal a need to

continue examination in this scope.

12

Usability of selected information sources

Study of graduates’ careers:

The graduates’ careers study must detemine the career paths of schooland university graduates ( usefulness 3.1). A high usfulness is admittedby the entities of public administartion while no usability is claimed by trade and service firms.

That is a statutory task of higher education schools which are obligatedto conduct such analyses, if possible with other entities.

The following groups of graduates have been researched in the Podlasie province: graduates of high schools, vocational schools, highereducation schools as well as the graduates of the chosen departments

( technician and engineer vocations connected with faculty of machinery, construction, information, turism and medicine).

13

Research, prognosis, analyses of

entities in Podlaskie voivodship

Amidst the 42 researched organizations (in-depth interviews)

41,5% claimed that no research, analyses and prognosis of labour

market have been conducted.

The remaining entities frequently indicated the following areas of

the inside research:

analyses of the market demand for vocations,

graduates’ careers research,

analyses of the average salary in a trade,

14

Information sources of economic entities

Statistical information

Indirect contacts and cooperation among enterprises

The press and the specific analysis of trade

Trade organizations and asociations

Centres of research, analysis and information

The remaining: development documents, data bases,

Internet, activity of Labour Office (e.g.: results of the

50+ programme).

15

Usefulness of information about labour market to

residentsTABLE. EVALUATION OF USEFULNESSES OF INFORMATION ASSOCIATED WITH

THE PROFESSIONAL CAREER OR LABOUR MARKET

Type of information Average in the

scale from 1 to 5

The most desirable qualifications of employees in the opinion of employers 4.44

Presently desired professions in labour market 4.29

Professions which will be in demand in the future 4.30

The current level of wages in different occupations 4.25

Occupations best paid in the future 4.24

Occupations sought abroad at present 2.81

Professions which will be in demand abroad in future 2.75

Study programs educating specialists, which will be in great demand in the

future4.23

Future professions, which are prepared by the secondary schools 3.90

Training opportunities in the immediate environment 4.14

Industries in which it is worthwhile to start your own business4.25

16

Information channels concerning the labour market

and the professional career

INFORMATION CHANNELSThe number of

indications N=42

Daily Press 88

A dedicated website 73

Internet municipal portal 58

Regional and local radio and television 53

The information in the municipal offices 35

Announcements in the local labour offices 35

Receiving the e-mail 29

Specially prepared publications, brochures 22

Personal advice at the institutions such as: office work, social services,

schools22

Special meetings, conferences 12

Roundabout announcements by streets 11

17

Information needs of economic entities

as to labour market

As a study result of the information needs of the labour market entities(employers and residents) four major research fields have been indicatedin the region:

Trade analysis: analysis of key sectors of the province, anlysis of the seedsectors with development potential of the province;

Analysis of supply and demand for work and vocations (the Podlaskie Map of Vocations and Qualifiacations – the Podlaskie province; Barometer of vocations – initiated in the Małopolskie province, nation-wide pilotage atpresent); The Podlaskie Map of Vocations and Qualifiacations quantitativeresearch of job offers placed in various information sources: the press, Internet, Labour Office, Voluntary Labour Corps,

Analysis of the education system (e.g.: study of the graduates’ careers)

Wage analysis in the region (the Podlaski Monitor of Wages, quantitative study, phone questionnaire e.g.: medical sector, construction industry) – raports havebeen sent to the interested entities.

18

The Model of the Regional Labour Market Observatory

and Economic Forecast

19

LMI in the view of regulation institutions

The research of the regulation institutions (of the voivodeship

labour offices and marshall offices in charge of creating,

updating and strategy realisation at the regional level) indicates

a need for introduction of the Labour Market Intelligence

system in Poland.

The Labour Market Intelligence system ought to contain inter

alia the following additional areas: demography, migration,

society, cooperation of business, universities and vocational

schools, as well as the units of territorial self-government in the

scope of vocational training, spacial mobility–migration, human

capital, social capital (in order to effectievely suport the process

of decision–taking by different actors of the social and

economic life in Poland).

20

LMI in the view of the regulation institutions

The regulation institutions provide both the descriptive

data, analyses and interpretations, as well as conclusions

and recommendations. However, they require

improvement of distribution channels. Also, potential

users must be informed and aware of their existence.

21

The Best Available databases, data sources and

information in the views of the regulating institutions

The Central Statistical Office -> The Local Database Bank

Regional Statistical Offices

Ministry of Labour and Social Policy

Voivodeship Labour Offices

The Central Bank of Poland

Eurofound

The Selected databases of academic centres, institutes

22

A Layout of strategies in Poland

Long-term National Development Strategy

National Spatial Development Concept

Medium-term National Development Strategy

Strategy for

Innovation andEfficiency of the

Economy (MoE)

Human Capital

Development

Strategy (MoLSP)

Strategy for Energy

Security and the

Environment (MoE)

National Strategy

of Regional

Development

(MoRD)

Transport

Development

Strategy (MoT)

Strategy for

Sustainable

Development of

Rural Areas and

Agriculture (MoARD)

Efficient State

Strategy

(MoAD)

Social Capital

Development

Strategy

(MoCNH)

Strategy for

Development of

the National

Security System

(MoND)

23

STRATEG portal – as an example of the instrument

supporting the strategic management in Poland

STRATEG is a system created by the Central Statistical Office for programming and monitoring of development policy. It is a collection of data derived from different sources and used to monitor the implementation of strategies binding in Poland (at the national, supra-national and voivodship levels) as well as in the European Union (Europe 2020 strategy). Additionally, the system gathers statistical indicators relevant to the implementation of cohesion policy. Apart from numerical data, STRATEG also includes definitions of concepts, methodological explanations, reports and thematic analyses. Along with a highly developed database application, the STRATEG system offers its users functional tools supporting the analysis of socio-economic trends in form of charts and maps.

24

STRATEG portal – as an example of the instrument

supporting the strategic management in Poland

25

SummaryThe concept of Labour Market Intelligence is barely

recognizable in Poland

Institutions have a wide range of data, analysis, interpretation, and recommendations, but these sources are diffuse. There is no coherent system for making strategic decisions.

An example of a system that meets the criteria for LMI is regional projects entitled “Labour Market Observatories”, but most of them ended its activities in connection with the loss of funding from the EU.

Central Statistical Office has the biggest knowledge base. This institution, through innovative attempts, tries to adapt their tools to the needs of users. However, it is based largely on its own data.

26

SummaryEmployers and residents cannot use the available databases

and often do not reveal such a need - it is necessary to adjust

the distribution channels and the language of analytical

studies, reports, studies, strategies to the type of recipient.

Employers rarely conduct their own studies and research, and

those conducting research focus on the following: analyses of

the market demand for vocations, graduates' careers research,

analyses of the average salary in a trade. Employers require a

support from other institutions in this regard.

27

Thank you for your

attention

Marta Sosnowska

Wojewódzki Urząd Pracy w Białymstoku, ul. Pogodna 22, 15-354 Białystok

Tel. +48 85/74 97 246, Fax +48 85 / 74 97 209

e-mail: [email protected]; [email protected]

Michał Staniszewski

Wojewódzki Urząd Pracy w Białymstoku, ul. Pogodna 22, 15-354 Białystok

Tel. +48 85/74 97 246, Fax +48 85 / 74 97 209

e-mail: [email protected]



Increased Polarisation on the

Swedish Labour Market

New Challenges

Andreas Mångs

Analyst

Growing economy but increased

polarisation

• We expect a strong growth in 2015 and 2016

• Labour demand is high

• Strong labour force increase

• Modest reduction in unemployment– From 8,0 % in 2014 to 7,5 % in 2016.

• Unemployed with a vulnerable position on the labour market –identified by on average significantly longer unemploymentspells– Unemployed: born outside Europe and/or with less than secondary

education and/or 55 years or older and/or functionally disabled

• Unemployed with a vulnerable position increase rapidly

Growing economy but increased

polarisation

• Significant changes in the labour force– Many are new to labour market (i.e. immigrants and refugees).

– Demographical changes and challenges

• Increased labour market polarisation– Experience and education = a strong labour market

– Difficult situation for immigrants and refugees and for those with a weaker education

• Labour supply ≠ labour demand– Less efficient matching

– Severe labour shortages in some occupations

Summary

• Increased economic activity 2015-2016

• Strong labour market– But only a slight drop in unemployment due to continued large

increases in labour supply

– Increasing labour shortages in certain occupations

• A growing share of the unemployed belong to vulnerable groups– Many young people with insufficient educational qualifications

– More people born outside Sweden, especially outside Europe

• Increasing labour market polarisation: – “In’s” and “out’s”

Initiatives and policy recomendations

• Goverment initiave – ”Fast track”– Target group: Immigrants w. secondary or tertiary education

– Purpose: Shortening the time from arrival to work

– Early stage identification of skills and compentences

– Unions, employer organisations and government authorities co-op.

• PES: – Broad educational initiative

– Closer and intensified co-operation with employers

• NIER: – Structural changes necessary (adjusted ”minimumwages”)

Thank you for you attention!

Contact:

+46 (0)10 – 488 31 94

[email protected]


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