106 report 1 4 good draft01

8/3/2019 106 Report 1 4 Good Draft01

1/87

Transition Report

Selected Good Practices

SynthesisForschungGonzagagasse 15/31010 ViennaTelefon +43 1 310 63 25Fax +43 1 310 63 32E-Mail [email protected]://www.synthesis.co.at

metisDonau-City-Strae 61220 ViennaTelephone +43-1-997 1570Fax +43-1-997 1570-66E-Mail [email protected]://www.metis-vienna.eu

www.pes-benchmarking.eu

Report 1.4June 2009


2/87

Preface

Preface

In autumn 2002, representatives of several European publicemployment services met to set up a Working Group onPES performance indicators; the group mandated the AMS,the Austrian Public Employment Service, to approach theEuropean Commission with respect to financial support.

Starting with four public employment services, the WorkingGroup has grown to 15 Participating Members during three

stages of project development (each of which has receivedfinancial support from the European Commission).

The mandate given to the Working Group by the Heads ofPES asks the Participating Partners to draw up a list of selected performance indicators, to build a data base for those indicators, to establish a benchmarking procedure bearing the

different contexts in mind under which the publicemployment services operate and

to organize an exchange of good practices.

In order to achieve their ambitious tasks, the ParticipatingPartners asked the Austrian AMS to assume the responsibilityof project leader and secretariat for the Working Group.

The project leader, AMS Austria, regularly consulted aCo-ordination Group in which the representatives of VDAB(Belgium/Flanders), UWV (the Netherlands) and ESS(Slovenia) offered their advice.

A group of consultants (metis and Synthesis Research) wasselected (on the basis of a tender) to prepare the decisionstaken by the Participating Partners and to document theresults achieved.


3/87

Preface

Having achieved the tasks set, the Working Group finds itselfin a period of transition: During the previous stages of theproject, much effort had to be put into developing astandardized format on how to proceed. Now it is a matterof continuing and of enlarging the membership of theWorking Group; ideally, all EU Member States should jointhe Working Group. So far, the follow ing PES have beenrepresented in the Working Group:

Arbeitsmarktservice AMS Austria

Brussels Observatorium van de Arbeidsmarkt enKwalificaties Studiedienst - Actiris Belgium/Brussels Vlaamse Dienst voor Arbeidsbemiddeling en

Beroepsopleiding VDAB Belgium/Flanders Croatian Employment Service HZZ Croatia Ministry of Labour Policy Department Finland Ple emploi France Bundesagentur fr Arbeit Germany National Employment and Social Office AFSZ Hungary Foras iseanna Saothair FS Ireland State Employment Agency NVA Latvia Lithuanian Labour Exchange LLE Lithuania UWV WERKbedrijf The Netherlands Central Office of Labour Slovakia Employment Service of Slovenia ESS Slovenia Arbetsmarknadsstyrelsen AMS Sweden

The project disposes of an online platform onhttp://www.pes-benchmarking.eu

The following report does not necessarily reflect in detail theposition taken by every single Participating Partner. It ratherrepresents a view which seems acceptable to the WorkingGroup as a whole.

For the team of consultants:Prof. Michael Wagner-Pinter

Vienna, June 2009


4/87

Preface

Structure of t he tranisit ion report

The transition report is organized in a modular way. Itconsists of several reports. Each report addresses itselfto a specific audience:

Has PES performance improved?(This Overview addresses readers who take a generalinterest in the project)

Report 1.1:Benchmarking of PES Performance Indicators 2006 Report 1.2:

Benchmarking of PES Performance Indicators 2007 Report 1.3:

Benchmarking procedures: a longitudinal view Report 1.4:

Selected Good Practices Report 1.5:

Benchmarking of PES Performance Indicators2006/2007. Indicator Q2 and its variant

Reports 1.1 to 1.5 address the Participating Partners and

the European Commission)

Technical Note 2.1:Operational definition of performance indicators

Technical Note 2.2:Measurement procedures

(Technical Notes 2.1 to 2.2 address specialists (working withthe Participating Partners or the European Commission) whowish to gain detailed insight into the procedures applied)

PES Background and Content Information(Tasks 2007, quantitative information 2005 to 2007)

(The PES Background and Content Information documentsthe scope and scale of activities of the participating PES).

It should be noted that the Participating Partners reservethe copyright on the numerical information they haveforwarded for benchmarking purposes. Whoever wishesto make public use of these data is asked to contact theproject leader (AMS Austria) or the respective ParticipatingPartners.

Overview

Reports

Technical Notes

Background

Information

Copyright


5/87

Content

1.1 Improving customer sat isfact ion 8

1.2 Early intervent ions 13

1.3 AMS as a learning organisat ion 17

2.1 Services to employers 22

3.1 Analyt ical bullet in 27

4.1 CAP VERS LENTREPRISE 32

5.1 Finnish Public Employment Service Ref orm 37

6.1 One step forw ard 44

7.1 Caseload Management 50

7.2 External Guidance Support Service 54

8.1 Public employment service on the internet 59

1AMS Austria 7

2Act iris Belgium/Brussels 21

3HZZ Croat ia 26

4Ple emploi France 31

5MEE Finland 36

6FSZ Hungary 43

7

FS Ireland 49

8LLE Lithuania 58


6/87

Content

9.1 Work to Work mediat ion 64

9.2 Competencies At las 69

9.3 Talent 45+ 74

10.1 E-Counselling 79

Appendix

List of Participating Partners 85Imprint 87

9UWV The Netherlands 63

10ESS Slovenia 78


7/87


7

1.1 Improving customer sat isfact ion 8

1.2 Early intervent ions 13

1.3 AMS as a learning organisat ion 17

1AMS Aust ria


8/87

AMS Austria

8

1.1Improving customer satisfaction

PES contact details

Name of the PES:

Name of the contact person:(Title)

Telephone number:

e-mail:

Arbeitsmarktservice Austria

Peter Oberbichler

++43 1 33178-507

[email protected] descript ion of the good pract ice

Name of the good practice Improving customer satisfaction

What is the goal of the good practice? Improving customer satisfaction by a mix of activities

Collect the wishes and requirement of thecustomer regularly in a direct or indirect way measuring the customer satisfaction rate of job

seekers and employers, using these results in the steering system, supervise the actions taken by the responsible

management on federal and local level.When was the good practice introduced? Since the early 90th, the AMS is engaged in the discussion

and promotion of activities to improve customersatisfaction

Description of the good practice Asking customers about there wishes andrequirements

The AMS has the policy to involve directly customer inimportant developments of the services (e.g. focusgroups). On federal and local levels there are regularmeetings with customers especially with employers, butalso many examples of meetings with job seekers. Thesemeetings are structured to different topics, the resultsinfluences the procedures of the organisation.


9/87

AMS Austria

9

General descript ion of the good pract ice -continuedDescription of the good practice - continued An important role has the customer complaint system, the

feed back of the customers are analysed and alsoinfluences the processes of the customer serviceIndirect customers are involved by there representativeswhich take a great part in the strategic decision processesof the AMS.Measuring the customer satisfaction rateThe main tool in gett ing information on customersatisfaction is the CMS (Customer Monitoring System), a

telephone survey by a professional independent researchinstitute. The institute takes a random sample of actualcustomers.The survey consists of a mixture of questions with marks 1(very good) to 6 (very bad), multiple choice questions andlimited open questions.Job Seekers:Every 3 months 30 persons (who had anykind of contact to AMS) per local office (99 local offices)are asked: altogether 11.880 persons (50% women) peryear in Austria, representative by age and qualification.Employers:Every 3 months 20 employers per local office(99 offices) who have posted a vacancy are asked(altogether 9.900 employers a year in Austria).The questions are defined along the structured AMS workprocesses.Additional to the CMS there are some other surveys forexample the use of the internet, e-services and vocationalguidance.There is a standardized report (for all organization on alllevels), also are all results availably to all internal expertsand the management. The standardized report contents alot of statistical exercises (for example: How influenced aspecific item the general satisfaction rate).

Using t he information in t he steering systemThe results of the surveys are placed in the internet,defined important results are placed in the AMS-BSC, themajor part of the weight within the BSC is givenindicators of the customer survey.We dont measure the customer satisfaction rate withinthe central customer surveys on a individual basis (but thisis done in some of the regions).


10/87

AMS Austria

10

General descript ion of the good pract ice -continued

Description of the good practice - continued

Supervision of the actions takenRegions with room for improvement are asked for specialprograms for improving there results. Also all regionsreports regularly about there activities in this field.Also regularly are assessments in the regional head officesand the local offices about there concrete activities in

improving customer satisfaction with a contract betweenthe central head and the specific region, if the activitiesare not convincing.

Who are the parties involved in this goodpractice?

All PES employees (management and staff) in all units onfederal and local level with direct or indirect contact withcustomers are involved in the action taken to improvecustomer satisfaction.According to the decentralization of the AMS Austria themain responsibility for taking actions is placed in theregions.The responsibility of the central head office is to monitorthe activities and to set goals by the steering system. Thisis done in the Office for the board of directors .

How are the participants (or addressees) of thegood practice selected?

All customers of the AMS are addressed.

How large is the share of the participantsaffected by the good practice as a percentageof all customers of the PES?

A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent

C) All Customers of the AMS are (hopefully positive)affected by the practice

Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES?

A) All PES employees (management and staff) in all unitsB) The main survey (CMS) is carried out by an externalinstitute.


11/87

AMS Austria

11

Resources aff ected by the int roduction ofthe good practiceWhich resources are made available to carryout the good practice as designed?

Beside the external costs for the customer survey (about200.000 per year for the external research organization)we dont estimate the internal cost in this area. Theactions taken by the management and staff are seen asnormal work responsibilities.

Impact on core processes

How does the good practice fit into the generalstrategy of the PES?

Austria has a very long tradition in measuring customersatisfaction (since the early 90th). The decision on carringout customer surveys was influenced by the intention tobuild up a comprehensive data base for evaluation of theprocesses and services.The real importance within the AMS got measuringcustomer satisfaction with the establishment of qualitymanagement in the middle of the 90th.

The impact of the good practice was to

A) enhance the quality of a serviceprovided?

B) enlarge the customer base?

C) cut the costs of the serviceprovided?

A)

To some extant also B): Satisfied customers helps the AMSto get new customers especially by employers

Consequences of implementingthe good practiceHas the good practice been evaluated byindependent experts?

A) yes, by independent experts onbasis of an estimation

B) yes, by independent experts on

basis of data C) yes, by internal experts on basis of

an estimation D) yes, by internal experts on basis of

data E) no

B) The measurement of the customer satisfaction is seenas the evaluation of the activities carried out by the AMSstaff. This measurement is carried out by the externalresearch institute. The method was enhanced severaltimes by feedback of the costumers and the staff andmanagement. There are also checks on the data base (the

interviews are recorded).


12/87

AMS Austria

12

Consequences of implementingthe good practice - continuedHow have the employees of the PES perceivedthe introduction of the good practice in termsof their own performance and career?

In general the staff members and also the managementon all levels perceive the surveys on customer satisfactionas very important. But some of the staff (years agowithout customer targets a lot of the staff) see acontradiction between customer satisfaction and thebusiness goals.Also there is to some extends criticisms of the results(especially if the are negative for these specific localoffice) but this has been the fact more in the beginning of

working with customer surveys, now there is only fewcritic. The method of measuring customer satisfaction hasbeen improved many times

Has the introduction of the good practicechanged the perception of the quality of PESservices by

A) customers B) political decision makers C) the general public?

A)

B)

C)

How does the good practice affect directly orindirectly one of the performance indicators?

The results of the customer surveys are performanceindicators.

Has there been scepticism among (external orinternal) experts vis--vis the good practice?

See above: How have the employees of the PESperceived .

Also some point for scepticism in this area is the fact thatthe results of customer satisfaction are influenced notonly by the direct actions of the staff but also by manyother facts not direct influenceable for the staff. Also ittakes some time after taking actions that the results

chances (quick to the worse but slowly to better results).


13/87

AMS Austria

13

1.2Early int ervent ions

PES contact details

Name of the PES:


Telephone number:e-mail:


Claudia Galehr

++43 1 [email protected]

General descript ion of the good pract ice

Name of the good practice Early interventions

What is the goal of the good practice? To bring jobseekers as early as possible back toemploymentTo fill vacancies as early as possibleTo keep spells of unemployment as short as possible

To support transitions

When was the good practice introduced? It was always a goal of AMS to support transitions toemployment as early as possible and to keep spells ofunemployment as short as possible, but we improved theprocesses during the last 10 years

Descript ion of the good practice Early interventions is the mainstream strategy for allprocesses and organisational aspects regarding servicesfor jobseekers. There have been goals for 10 years toprevent the transition to log-term unemployment. Thewhole organisation is build up according to the strategy.


14/87

AMS Austria

14


Description of the good practice continued All local offices are organised in 3 areas according to theneeds of jobseekers and with the aim to identify thosewith a bigger need for support as early as possible: info area for all those who want to get only

information on prospective professions, vocationaltraining, labour markets, vacancies etc without theneed to register, als the self-service facilities are inthis area.

service area zone for all those who are unemployedand must register to claim for unemploymentbenefits. This is a one-stop-shop where the bigmajority of unemployed jobseekers get guidance,benefits, etc. according to their individual actionplan. Those who are still unemployed after 3 monthsare transferred to the

councelling area where they get more intensivesupport


All staff in the front off ices and the management bysett ing goals:To prevent long term unemployment


There is no selection as all jobseekers are adressees.Identifaction of jobready persons versus those in need ofmore support should be identif ied at the f irst interview atthe latest one week after registration

How large is the share of the participantsaffected by the good practice as a percentage

of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent

C) All jobseekers

Do the units involved operate

A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES?

A) as part of PES: the management by setting goals andall advisers in the local offices


15/87

AMS Austria

15


Most important was the target setting, no extra resourceswere used. But part of the strategy was thereorganisation of local offices, the definition of core-processes and standardisation of sub-processes. for theadaptation of the organisational structure and thedefinition and identification of processes external support(consultants) were made available, also an evaluation wascarried out. Also extra staff training was provided.



Early intervention is the strategy of the wholeorganisation.



B) enlarge the customer base? C) cut the costs of the service

provided?

A) to enhance the quality of services provides andB) cut the costs of the service provided as the duration

of unemployment spells is decreasing



B) yes, by independent experts on

basis of data C) yes, by internal experts on basis of


data E) no

D) by internal experts on basis of data:duration of spells of unemployment decreased: (2008 88days on average), Long-term unemployed (over a year)disappeared more or less that we had to change theindicator of long term unemployed some years ago intolong-term jobless persons which includes all persons whohave not been employed during one year for more than

60 days (without interruption) regardless if they havebeen in active measures like trainings etc


16/87

AMS Austria

16


To act as early as possible was perceived very well as theperformance improved. The best offices are awardedevery year the staff gets some bonuses. On the otherhand there was in the beginning a part of offices andcolleagues who forced transitions to useless trainings inorder to achieve the targets.



Yes by all groups, clients as well as political decisionmakers and the general public.


Average spells of unemployment decreased, long-termunemployed more or less disappeared.

Has there been scepticism among (external or

internal) experts vis--vis the good practice?

Some internal scepticism to have to few resources for

strong activiation services at the very beginning and at thesame time for those who really are in need for moreintensive support (and in need of more personal andfinancial resources). Finally we got more staff beginningof 2008


17/87

AMS Austria

17

1.3AMS as a learning o rganisat ion

PES contact detailsName of the PES:


Telephone number:

e-mail:


Peter Oberbichler

0043 1 33178-507


Name of the good practice AMS as a learning organisation

What is the goal of the good practice? Improving the result of the AMS (business results, process

efficiency, customer satisfaction, staff satisfaction, betterperception of the AMS by the society) by a constant andcontinues improvement of the management processesand service processes on all levels of the organisation. Thedifferent interests of all interest partners (customers, staff,owner, partner, society) are to be adjusted in a balancedway.

When was the good practice introduced? Since the early 90th, in a structured way since 1999 withthe introduction of quality management (EFQM-Model) inthe whole organisation


All PES employees (management and staff) in all units onfederal and local level.

According to the decentralization of the AMS Austria themain responsibility for taking actions is placed in thefederal regionsThe responsibility of the central head office is to analysethe situation (regular assessments), set up central projectsfor improvements, monitor the activities and to set goalsfor the federal regions by the steering system. The mainactivities on central level in this field are done in the Office for the board of directors .To some extend external experts are involved in theprojects


18/87

AMS Austria

18



All customers of the AMS are addressed.



C) All Customers of the AMS are (hopefully positive)affected by the practice.



A) All PES employees (management and staff) in all units

B) To some extend there are extern assessments of theAMS (participation in the Austrian Quality Awardaccording to the EFQM-Model).


Beside the external costs (in average about 10.000 -30.000 per year for the external support) we dontestimate the internal cost in this area. The actions takenby the management and staff are seen as normal workresponsibilities.



The improvement of the AMS by using qualitymanagement tools is part of the written andcontracted Long Term Plan of the AMS as basisfor the actions taken for next 3-4 years.




provided?

A)

B) To some extant also B). Satisfied customers by a betterservice helps the AMS to get new customers especially byemployers


19/87

AMS Austria

19



B) yes, by independent experts onbasis of data

C) yes, by internal experts on basis ofan estimation

D) yes, by internal experts on basis ofdata

E) no

A), B), C), D) There are regularly internal and externalassessments (every two or three years) with a mix ofevidence based date and estimation of the processes.


20/87

AMS Austria

20


At the beginning working with the QM-Model, thescepticism was very great by the middle management ofthe organisation.Many members of the middle management had torethink there role in the organisation, there managementattitude and behaviour. The middle management nowhad to see themselves as part of the management of theorganisation w ith the obligation to execute the centralstrategy. Some members of the management didnt have

the right aptitude for these new task.

The approach of the staff was also very inhomogeneous.Many of the staff didnt see the necessity of changethere way dealing with the customer. In the beginning of1990, there was no external pressure on the AMS to alterthere work procedure (effectiveness and efficiency) andalso to change from a bureaucratic organisation toward aservice organisation (customer instead of clients, customersatisfaction equal to the legislation basis of the work). Butalso a great part of the staff welcomed the changes andworked active in the different projects.



A)

B)

C)


All performance indicators are affected by the goodpractice.

Has there been scepticism among (external or

internal) experts vis--vis the good practice?

See also above: How have the employees

Seeing a organisation as a constant changing formation,always focussing on an improving processes andindicators, systematic implementing and using the tools ofquality management lead to scepticism of external undinternal experts. Many didnt believe it would be possibleto change a public administration agency to a customeroriented service organisation without replacing themanagement and great part of the staff (civil servants).There was also great scepticism for the using the tools ofquality management. This was often seen asimplementation of a new bureaucratic way ofmanagement. (extensively activities on analysis instead ofquick changes).


21/87


21

2.1 Services to employers 22

2Act ir is Belgium/Brussels


22/87

Actiris Belgium/Brussels

22

2.1Services to employers

PES contact details

Name of the PES:


Telephone number:e-mail:

ACTIRIS

Jan TOURLAMAINDirector Services to Employers

00 32 2 505 16 [email protected]


Name of the good practice Services to employers

What is the goal of the good practice? 2 interdependent goals :1. know and to improve fidelity our customer-employers inthe Brussels-Capital Region : define their needs foremployment and give information concerning employmentmatters.2. receive and handle a maximum of jobof fers in theBrussels-Capital Region.

When was the good practice introduced? The good practice was introduced in 1989. The currentform of these services to employers was introduced inJune 2007

Description of the good practice ACTIRIS services to employers, offer a customised serviceto Brussels based employers.- The Multi Channel Services (MCS) is the incomingcontact centre for employers. MCS receives all incomingcontacts handles these requests or directs the request tothe right service.- In the account management department,

consultants have a designated account-wallet. Theyfollow-up and prospect these customers. They informthere customers about employment-plans, provide help inmaking job descriptions, of fer solutions for meeting thebest candidates


23/87


23


- The jobmanagement department assures aqualitative handling of joboffers taking in account thespecific demands for these offers :

- check candidate profiles for jobs diffused withoutemployer contact and forward checked candidatesto employer- preselection of candidates among the available

customer-jobseekers in our database and presentationof this candidates to the employer- language-level tests- grouping of CVs for the employers


All the agents in the Services to Employers.


* A pro-active and segmented approach to Brussels basedcustomer-employers with a minimum of 5 staff. Thesegments :

- SME ( 5 - 100 staff)

- key accounts (+ 100 staff)- public institutions

* a reactive approach to Brussels employers with less than5 staff.


A) less than 10 per cent

B)11 to 50 per cent C) more than 50 per cent

C) more than 50 per cent.



A) as part of the PES


24/87


24


Current management. No additional resources.



The PES is subject to the management-contract of march2006 witch contains the general strategy of theinstitution and the goals of the good practice.




provided?

B) enlarge the customer base



B) yes, by independent experts onbasis of data C) yes, by internal experts on basis of


data E) no

E) no


25/87


25




Customers : customer-employers appreciate the pro-activity of the services, though the name is still quiet low,a lot of communication still needs to be done

Political decision makers: yes, the perception was greatlyimproved, the decision makers support the practice fully.


It has a direct impact on the numbers of receivedvacancies.



26/87


26

3.1 Analyt ical bullet in 27

3HZZ Croat ia


27/87

HZZ Croatia

27

3.1Analytical bulletin

PES contact details

Name of the PES:

Name of the contact person:

Telephone number:

e-mail:

Croatian Employment Service (HZZ)

Darko Oracic, Head of Dept. of Analysis


Name of the good practice Analytical bulletin

What is the goal of the good practice? To provide analytical information on the labour marketsituation and developments.

When was the good practice introduced? In the year 1999.

Descript ion of the good practice Analyt ical Bullet in is published quarterly and it providesdeeper analytical infromation on labour market situation

and previous and expected developments. It also presentsinternational comparisons of labour market indicators.


The Bulletin is produced by the Dept. of Analysis and sentto government bodies, research institutes, organizationsof social partners, newspapers and other media.


28/87

HZZ Croatia

28



The addressees are opinion-makers, policy-makers andmain stakeholders in labour market issues.


of all customers of the PES?


The addressees are not direct customers of the PES.



The Bulletin is produced by a PES department.


29/87

HZZ Croatia

29


Human resources of the Dept. of Analysis and there arecosts of printing the publication.



The PES is legally obliged to provide research and analysisof LM phenomena and developments and to affect LMpolicy making.




provided?

The Bulletin is supposed to enhance the quality of theabove service.





data E) no

Formally no, but there have been informal assessments bysome external experts/users.


30/87

HZZ Croatia

30


The publication of the Bulletin has helped to set andmaintain a high level of quality of analytical reports.



There is some evidence that the publication of the Bulletinhas helped the PES staff to be percieved as qualif iedexperts by the relevant public.


Better analytical insights are supposed to improve LMpolicymaking and thus performance, but the link is ratherindirect.


There has been no scepticism vis-a-vis the good practice.


31/87


31

4.1 CAP VERS LENTREPRISE 32

4Ple emploi France


32/87

Ple emploi France

32

4.1CAP VERS LENTREPRISE

PES contact details

Name of the PES:


Telephone number:

e-mail:

Ple emploi.(FRANCE)

ANNIE GAUVIN

01-49-31-79-49


Name of the good practice CAP VERS LENTREPRISE

What is the goal of the good practice? - ACCELERATE THE RETURN TO EMPLOYMENT OFJOBSEEKERS WHO HAVE A RISK OF LONG TERMUNEMPLOYMENT AND IMPROVE THE QUALITY OF JOBS- POSITION PES IN AN OPEN MARKET WITH PRIVATEOPERATORS

When was the good practice introduced? 2007

Description of the good practice CONSISTS IN AN INTENSIVE FOLLOW UP OF THEJOBSEEKERS BY A PERSONAL ADVISER DURING 6MONTHS WITH EMPHASIS ON DIRECT CONTACT WITH

LABOUR MARKETWAS INTRODUCED AS AN EXPERIMENT WITH A STRONGPROCESS OF ASSESSMENT


SPECIFIC ADVISERS FROM ANPEFOR ASSESSMENT PROCESS : SCIENTIFICS AND UNEDIC(organism in charge of giving benefits)


33/87

Ple emploi France

33



JOBSEEKERS DIAGNOSED AS HAVING A RISK OF LONGTERM UNEMPLOYMENT AND TO NEED SUPPORT.IN THE FRAMEWORK OF EXPERIMENT THE JOBSEEKERSWERE RANDOMLY SELECTED


of all customers of the PES?


A) Less dans 10%



A) As part of PES


34/87

Ple emploi France

34


ABOUT 300 ADVISERS WERE ALLOCATED TO CAP VERSLENTREPRISE



FITS INTO GENERAL STRATEGY IN THE WAY OF GIVING AMORE PERSONALIZED AND ADAPTED TO SPECIFIC NEEDSSERVICEFITS INTO LOGIC OF ADAPTED PATHWAY IN BASIS OFESTIMATION OF LONG TERM UNEMPLOYMENT RISK




provided?

ENHANCES THE QUALITY OF SERVICE





data E) no

B) yes, by independent experts on basis of data


35/87

Ple emploi France

35


THE PERCEPTION IS QUITE POSITIVE



A) CUSTOMERS WHO PARTICIPATES SEEMS TO BEQUITE SATISFIED

C) WE DONT KNOW ALREADY WHAT KIND OFPERCEPTION HAS THE GENERAL PUBLIC BUT THEMEDIA USE THE FIRST RESULTS OF ASSESSMENTS INA VERY POSITIVE WAY FOR ANPE


FOR THE MOMENT WE CAN SAY THAT THE GOODPRACTICE IMPROVES THE RATE OF TRANSITION INTOEMPLOYMENT (Q1) AND SATISFACTION OF JOBSEEKERSWHO ENTER THIS PROGRAM (Q6)


NOT SCEPTICISM BUT SOME DIFFICULTIES TO MAKEUNDERSTAND AND ACCEPT BY THE ADVISERS THEPROCESS OF RANDOM ALLOCATION


36/87


36

5.1 Finnish Public Employment Service Ref orm 37

5MEE Finland


37/87

MEE Finland

37

MEEFinland5.1Finnish Publ ic Employment Service Reform

PES contact details

Name of the PES:


Telephone number:

e-mail:

The Ministry of Employment and the Economy

Heikki RisnenDr., Adjunct Professor, Research Director

+358 10 607 5959

[email protected]

Ilkka Nio

Ministerial Adviser

+358 10 604 8069

[email protected]


Name of the good practice Finnish Public Employment Service Reform

What is the goal of the good practice? The goals of the reform have been to (1) prevent longterm unemployment (2) Secure the availability of qualifiedlabour to meet demand (3) Lower structuralunemployment.

When was the good practice introduced? The reform was implemented as a part of thegovernmental cross-sectoral Employment Programme2003-2007.

Descript ion of the good practice The reform was comprised of the renewal of services inpublic employment offices (PES) and setting up a newform of joint service for disabled unemployed and thoseapplicants that are employed with dif ficulty.

The new joint service is called Labour Force Service Centre(LAFOS). Where the PES focus on job-brokerage and openmarkets, the LAFOS is intended as a special multi-professional service for people facing multiple problems inentering or re-entering labour market. In this sense, thereform had two strands , an open market strand and astructural unemployment strand.


PES, municipal social and health services and the SocialInsurance Institut ion (KELA).


38/87

MEE Finland

38



The customers are sent to the LAFOS by local employmentoffice or by municipal social services on the basis of theirservice needs:

- primarily those with serious difficulties to enterthe labour market (over 500 days of passive labour

market support),- secondary those whose unemployment period is

expected to be prolonged and for whom the basicPES services are considered inadequate,

- customers who need mult i-professional services andare expected to benefit from additional services.



C) In principle, the reform affects all customers of PES.Thanks to the created division of labour the employmentoffices are able to concentrate on their job mediation taskmore strongly than before.


A) as part of the PES? B) on a contractual basis with the

PES? C) independently of the PES?

The new service model consists of a combination ofservices provided by the parent organisation (mainemployment office) and additional services bought fromthe other expert organisations.

Which resources are made available to carryout the good practice as designed?

Each partner devotes personnel to this new service whileretaining their basic services.

The municipalities and PES share the costs arising from

the operation of the LAFOS (50 % - 50 %).

Setting up LAFOS Centres is based on voluntarycommitments by the parties.


39/87

MEE Finland

39


Each partner devotes personnel to this new service whileretaining their basic services.

The municipalities and PES share the costs arising fromthe operation of the LAFOS (50 % - 50 %).

Setting up LAFOS Centres is based on voluntarycommitments by the parties.



The differentiation of services which is in accordance withthe service reform looks like a strategically suitable modusoperandi especially in the new situation in which, on theone hand, the management of the hard core of theunemployment requires special measures and, on theother hand, securing of the supply of skilled labourrequires focused and tailored education and training andemployer services.




provided?

A) Multi-professional co-operation enhances the quality ofPES services in many terms:

-Assessment of the physical and mental health, medicalhealth care and vocational rehabilitation, individualactivation activities by the social service, labour marketmeasures.

-Expert services are provided by nurses, doctors, deptadvisers, social workers, training advisers, vocationalguidance psychologists, career planners, individualcoaches and employment advisers.

-Main employment office can better focus on the openlabour market.


40/87

MEE Finland

40

Consequences of implementingthe good practice

Has the good practice been evaluated byindependent experts?



C) yes, by internal experts on basis of


data E) no

Yes, A and B. In addition, also evaluations and estimationsby internal experts (C and D).

Both quantitative and qualitative analysis and evaluationmethods have been used. The implementation method ofevaluation has been strongly material-based. Statisticsbased on customer database (URA), inquiries directed toofficials of the employment service centres and

employment offices as well as interviews of theauthorities formed the basic material.

How have the employees of the PES perceivedthe introduction of the good practice in termsof their own performance and career?

The general estimate of evaluation studies concerning theinternal effectiveness of the reform proves that bothcustomers and the staff of PES have been satisfied withthe reform.

Has the introduction of the good practicechanged the perception of the quality of PES

services by


It is yet difficult to say anything definite, although thereform has thus far been sufficiently successful. The

development dynamics of PES reform include the fact thatthe ways of action do not change instantly but that theydevelop gradually and at different times in differentoffices. The reform must indeed be understood as one ofthe sequential reforms of employment services going oncontinuously, the impacts of which are often seen afterseveral years. Consequently, the perception of the qualityof PES services by customers, politicians and generalpublic also change gradually.


41/87

MEE Finland

41

Consequences of implementingthe good practice - continued


On the basis of evaluation, strategically right operationshave been done in the reform and the changes in theservice process that have been accomplished with reformslead to the intended direction. The most successfulachievements of the reform have been a stronger andmore active start of customer service in the PES,contributing to lower both unemployment and long termunemployment.

In the employment offices, especially the earlyintervention and developing of internet based serviceshave had a clear causal connection to the prevention ofunemployment. Also the reform has succeededmoderately well in the reduction of structuralunemployment.

Also the LAFOS, as a multi-professional service has been asuccess building better co-operation between the stateand municipalities, and a broader network. However, it ispremature to estimate their effects for example on thestructural unemployment. The LAFOS have operated for a

relatively short time and their customer volumes havebeen small in relation to the total number of disabled andthose employed with difficulty. Moreover, statistical datais incomplete of the effects concerning reaching of thelabour policy and social policy objectives.

In summary, the labour market in Finland has improvedconsiderably since launching the reform and this changehas to a great extent challenged the reform. Theevaluators emphasize that the observations of evaluationstudies on impacts of the reforms and the significance ofthe differentiation of services must be understood asintermediate evaluation of ongoing processes rather thanfinal results concerning the broader impacts of thereforms.


42/87

MEE Finland

42

Consequences of implementingthe good practice - continued

Has there been scepticism among (external orinternal) experts vis--vis the good practice? As always, the evaluators are critical too. The reform has

not been sufficiently successful in meeting the newdemand and further reforming connections to working lifand employers have not been satisfactory. Also theconnections between the two strands of reform, thePES and LAFOS, have been unsatisfactory. There is stillchallenge in how to activate the most diff icultyemployable persons and how to place them in the

working life.The differentiation of the customers and services has ledto the fact that interchange does not take place betweenLAFOS and employment office and barriers complicatingcustomer service have been created. The threat is that theservice centres may remain the far end apart from thefunctions of the employment offices and from the basictasks of the employment services.

The evaluation recommends that overall, the PES,together with their networks and partners, need to takenew decisive steps towards better working life and

customer orientation, clearer goal-setting in service, and abetter integration of the services both at the better andmore challenging end of the labour market. Newindicators should be developed to measure the impact ofthe LAFOS on welfare and employment.


43/87


43

6.1 One step forw ard 44

6FSZ Hungary


44/87

FSZ Hungary

44

FSZHungary6.1One step forw ard

PES contact details

Name of the PES:


Telephone number:

e-mail:

National Employment and Social Office, Department ofAdult Training Programmes

Dr. SOS, AdriannaDeputy Director General

+36-1-323-2012


Name of the good practice One Step Forward

What is the goal of the good practice? The goal of the priority project is to train adults with lowschooling or without vocational skills, who cannot bereached or can only be reached to a limited extentthrough the traditional training programmes due partly tothe absence of motivation and incentives, and partly totheir special t raining needs.The programme offers them a possibility acquire primarylevel qualification, the precondition of participation invocational training, free of charge,and to acquire vocational qualification matching thelabour market demand.

Further goal of t he priority project:To help the participants acquire higher-level vocationalskills than their actual qualification/school qualificationlevel,To expand the possibilities of lifelong learning,improve their accessibilit y and quality,To contribute to providing skilled labour of the quantityrequired by the economy and better adjusted to therequirements of the employers,To promote the successful and permanent labour marketintegration of employees at a disadvantage due to theirlow qualification or obsolete vocational qualification


45/87

FSZ Hungary

45


When was the good practice introduced? 21.12.2005

Descript ion of the good practice In the framework of the priority project, the members ofthe target group can master competitive skills matchingthe labour market demand in a manner matching their

individual situation, knowledge level and the labourmarket needs.The members of the target group take part free of chargein the training programmes indicated below.The exact system of conditions is to be worked out by theproject owner.The priority project can have one of the followingoutcomes: Persons who failed to complete primary education incompulsory schooling age and have a certificate ofcompletion of the 6th grade may take part in vocationaltraining on the basis of the knowledge and skills acquired

this way. Those who cannot finish primary school within theprogramme period can master the competencies neededto start vocational training, if that gives them a chance toenter vocational training. On the basis of the acquiredskills, they can join in vocational training. Persons having the school qualification needed to startvocational training can acquire vocational qualification inan adult training course recognised or accredited by thestate. In that context, they can first of all master suchvocations as are in demand on the labour market

according to the available information. Unskilled adults having GCSE can acquire vocationalqualification for which there is a demand in the labourmarket. Adults who already have some kind of vocational pre-qualification are given a possibility to acquire vocationaltraining to master a higher-level shortage vocation. The programme gives adults with obsolete qualificationan opportunity to acquire a new vocational qualificationfor which there is a demand in the labour market.


46/87

FSZ Hungary

46

General descript ion of the good pract ice -continuedWho are the parties involved in this goodpractice?

The staff members of the National Employment and SocialOffice administer the applications, manage financialdisbursements, and carry out the administrative tasks.2 mentors per county do trainee recruiting and briefing.The local Labour Centres contribute to the dissemination

of information.


They are adults with maximum secondary-levelqualification and no or obsolete vocational skills, or adultswith pre-qualification in case of shortage vocations(especially those with maximum primary-levelqualification).Within the context of the project, adults are personsdefined as adults in the Act on Adult Education (Act CI of2001) (physical person taking part in adult training havingcompleted compulsory schooling as specified by a specialact).The project target group includes jobless persons, inactive

persons and adults in employment or subject to someother legal relationship pertaining to work.To make it possible to join the training programme inevery region of the country, and to put regions in a moredisadvantageous situation in terms of vocationalqualifications into a more favourable position, regionalquotas must be defined in the programme planningphase, taking into account the regional rates of employedand skilled persons.Targets: at least 70% of training participants must beunskilled, and at least 60% of trainees must havemaximum primary school qualification.



A) (The number of supported clients: 10 800 + 12 000persons.)



C) (Independently of PES.)


47/87

FSZ Hungary

47


Implementation is co-f inanced by the European Unionand the Hungarian state



The project fits organically into the general strategyof PES, one of the main pillars of which is to improve

the employability and accommodation capacity ofjobseekers.

In the framework of the project, adults with adequateschool pre-qualification but no vocational qualificationcan acquire vocational qualification through adult trainingprogrammes recognised or accredited by the state. Theyprimarily master vocational skills in demand on the labourmarket according to the available information.Persons with obsolete vocational qualifications canacquire new, marketable, vocational qualification.Project participants can master competitive skills matchingthe relevant labour market demand as becomes their

individual situation, level of knowledge and the labourmarket demand.By raising the qualification level of persons defined asadults in the Act on Adult Education, the projectenhances the competitiveness of Hungary.By raising the number of persons trained for shortagevocations, it contributes to supplying skilled labour to theemployers.It offers the possibility of faster financial and professionalprogress to training participants.




provided?

B) (It has improved the labour market position ofjobseekers/employees.)


48/87

FSZ Hungary

48




C) yes, by internal experts on basis of


data E) no

B (Yes, independent experts, relying on the database.)

How have the employees of the PES perceivedthe introduction of the good practice in termsof their own performance and career?

The operative tasks performed in relation to theprogramme developed their problem solving skills, andco-operation with the contributing organisationsenhanced the co-operation skills.

Has the introduction of the good practicechanged the perception of the quality of PES

services by


A (Yes, client satisfaction increased.)


a/ Programme participants have better chances topreserve their job and can get a new job under morefavourable conditions.B/ The placement chances of the jobseekers increase.

Has there been scepticism among (external orinternal) experts vis--vis the good practice? no


49/87


49

7.1 Caseload Management 50

7.2 External Guidance Support Service 54

7FS Ireland


50/87

FS Ireland

50

FSIreland7.1Caseload Management

PES contact details

Name of the PES:


Telephone number:

e-mail:

FS The Training & Employment Authority

Nessan VaughanManager, Employment Services Support

+353.1.6070590


Name of the good practice Caseload Management

What is the goal of the good practice? To track the progression of clients through the provisionof adult guidance using a Caseload Management System.

When was the good practice introduced? September 2005

Descript ion of the good practice The Caseload Management System (CMS) supports theadult guidance model (Ali & Graham) uses by FASEmployment Services. The IT Caseload ManagementSystem supports the business process using bestpractice/operational guidelines. The CaseloadManagement System replicates the guidance model andhas three active phases where a client is engaged with anOfficer who works towards an agreed action plan. Thethree phases are Action Planning (career path planning),

Implementation (training/education/upskilling) andEvaluation (reviewing/revising the action plan/jobplacement etc). These phases represent the beginning,middle and end of the process. Caseload Management isan important part of the Employment Services andprovides Officers with tools to work with a client, torecord and monitor progress throughout the guidanceprocess and to action steps agreed with the clienttowards the ult imate goal of employment.


51/87

FS Ireland

51



FS Employment Services Officers and Local EmploymentServices (LES) Mediators supported by the EmploymentServices Support Unit, HO.


Clients may present to the services voluntarily or areselected and referred to FS by the Department of Socialand Family Affairs (DSFA). Referrals may also be made

through the Department of Justice.



B 11 50 %



A. FS is the PES in Ireland and has 64 EmploymentServices Offices

B. LES operate on a contractual Basis with PES with25 Off ices.


All FAS and LES Officers undertake the Certificate ofAdult Guidance certified by the National University ofIreland, Maynooth funded by the PES. A number ofOfficers also undertake the Diploma and Degreeprogrammes.


52/87

FS Ireland

52



It is an integral part of the FS Statement of Strategy2006 2009 indicated under the Key Goal, Entry into theLabour Market, which is the provision of a range ofproactive job-related services, supports and programmesto assist individuals enter/re-enter the labour market.Caseload Management is therefore core to the businessof the PES in Ireland. Management Information from theClient Services System, which incorporates the caseload, is

used to form the basis of reports to Government.The impact of the good practice was to



provided?

The introduction of a new caseload Business Process andsystem was to:-

A. Enhance the quality of the service provided toFAS clients

B. Increase activation of unemployed clients fromthe Department of Social & Family Affairs.

C. Although this is diff icult to determine, being ableto use staff resources more efficiently, reduceadministrative tasks and free up Off icers to dealwith clients result in increased utilisation.

Consequences of implementing

the good practiceHas the good practice been evaluated byindependent experts?




D) yes, by internal experts on basis of

data E) no

No, however, the main client group who are referredunder the Employment Action Programme are a majorpart of the Caseload Management Process and thisprocess (EAP) has been independently evaluated withpositive findings.


53/87

FS Ireland

53


Feedback has been extremely positive from Off icers. Thesystem continues to evolve based on user feedback.Training is provided for new staff and system reviewconsultations take place tw ice yearly.



This is difficult to clearly attribute as the client may beunaware of the difference however:-

A. Client is offered an electronic registration form

which contains pre-recorded information whichsaves the person completing multiple applicationsat each visit.

B. MIS/Caseload gives useful information to order tomake policy decisions based on statistics andclient profiling.

C. Not directlyHow does the good practice affect directly orindirectly one of the performance indicators?

Affects several KPIs, e.g. number of clients placed intoemployment, training, further education, CustomerSatisfaction.

Has there been scepticism among (external orinternal) experts vis--vis the good practice? A very small number of Officers may be concerned aboutthe level of information captured by the caseload.


54/87

FS Ireland

54

7.2External Guidance Support Service

PES contact details

Name of the PES:


Telephone number:

e-mail:

FS The Training & Employment Authority

Nessan VaughanManager, Employment Services Support

+353.1.6070590


Name of the good pract ice External Guidance Support Service ( supervision) toEmployment Services Officers (ESOs).

What is the goal of the good practice? To ensure that ESOs are appropriately addressing theneeds of clients within an agreed framework andboundaries.

When was the good practice introduced? March 2007.

Description of the good practice The Guidance Support Service provides support to ESOsthrough the provision of group guidance, technicalsupport and telephone access service, in case ofemergency. It is a structured process which provides anon-judgemental and safe space for ESOs to:

-Reflect on and further develop professional clientpractice

-Learn and apply appropriate guidance skills andtechniques

-Appreciate other perspectives-client, organisation,etc

-Focus on self-care and well-being-Provide and receive support to/from colleagues.


55/87

FS Ireland

55



FS Employment Services Officers with external support(supervision).


All ESOs are invited and encouraged to participate,although participation is voluntary.



C- indirectly.



C.


56/87

FS Ireland

56


This service is provided on an external contract basis,following a competitive tendering process. ESOs are giventime to attend the sessions, many of which are held innon-FS locations.



It supports the aim to provide a professional guidanceservice to job-seeking clients while, at the same time,providing ongoing professional development for ESOs




provided?

D. It should result in the provision of a betterguidance service to our clients.





data E) no

No, however, evaluations are conducted in respect ofeach group session provided. The feedback fromparticipants is consistent ly and overwhelmingly positive.Employment Services Managers have also reportedpositively on the programme. It is planned to commissionan external evaluation within the next two years.


57/87

FS Ireland

57


Feedback has been extremely positive from Officers, asmentioned above.



D. This is difficult to capture and it is probably tooearly to discern, although Customer SatisfactionSurveys are positive in overall terms.


It supports the development of meaningful Client ActionPlans.


There has been very little, if any, discernible scepticismencountered Participation level is around 80%.


58/87


58

8.1 Public employment service on the internet 58

8LLE Lithuania


59/87

LLE Lithuania

59

LLELithuania8.1Public employment service on t he internet

PES contact details

Name of the PES:


Telephone number:

e-mail:

Lithuanian Labour exchange

AudronButkien

+370 5 260781


Name of the good practice Public employment service on the internet

What is the goal of the good practice? Expand the services for jobseekers and employers andenhance the quality of services, do that it could use moreperson

When was the good practice introduced? The first public employment service on the internet was

created in 2001. Later system was improved and creatednew electronic servicesDescript ion of the good practice Direct registrat ion of vacancies and jobseekers on the

internet. The module of quick search for jobs and seekersin the bank of jobseekers and vacancies on the internetby professions or location;Talent bank direct registration of students, graduatesand other high quality specialists on the internetThe bank of Seniors it is the data bank of retiredindividuals looking for a job;Provision of information on newly registered job offers inthe form of SMS messages or in the form of e-mail.

Computerised search for employees supplying CVs ofappropriate candidates to the employers by e-mail;Personal information this is the possibilit y to check onthe internet the periods of unemployment insurancebenefits and participation in active labour market policymeasures and ordering of references/certif icaties about iton the internet;Making appointments the possibility to agree the timeof an appointment with the mediator on internet;


60/87

LLE Lithuania

60


Who are the parties involved in this goodpractices?

The public Employment Service on the Internet involve:- Jobseekers who are already registered as in the local

employment services and those who are notregistered

- Employers who is registering vacancies or looking foremployees

How are the participants (or addressees) of thegood practice selected? Every jobseekers and employers



Employers C)Unemployed B)



A)



61/87

LLE Lithuania

61



It guarantees new quality of client services, whenjobseekers and employers can f ind informationindependently without registration in PES. Ensurepossibilit y get services whatever t ime (24 hour per dayand 7 day per week). It helps to implement LLE mission:to increase the jobseekers abilities to compete in thelabour market, help them to f ind a job and helpemployers to find necessary labour force when evaluating

on going structural changes in the countrys economyThe impact of the good practice was to



provided?

A)B)

Consequences of implementingthe good practice

Has the good practice been evaluated byindependent experts?





E) no

A)


62/87

LLE Lithuania

62


Employers and LLE consultants can devote more time andattention to not motivated unemployed who doesnt havequalification, experience



C)


It is dif ficult t o say because jobseekers can find job andemployers can get employees without registration.


-


63/87


63

9.1 Work to Work mediat ion 64

9.2 Competencies At las 69

9.3 Talent 45+ 74

9UWV The Netherlands


64/87

UWV The Netherlands

64

UWVTheNetherlands9.1Work to Work mediation

PES contact details

Name of the PES:


Telephone number:

e-mail:

UWV WERKbedrijf(former Central Organisation Work and Income (CWI))

Drs.Th.J.J. Keulen

00 31 20 7515066


Name of the good practice Work to Work mediation, in particular the project Mobility Centre Automotive

What is the goal of the good practice? To avoid unemployment of employees in the automotivesector. The concrete target was to replace 80% of theemployees who were made redundant by their employer

Nedcar,in the timeframe of the project (June 2006 December 2007)In December 85% of the registered employees had foundnew employment within a great variety of sectors.

When was the good practice introduced? The project started in June 2006

Descript ion of the good practice An integrated service delivery to the individual employeeincluding information, registration, transfer of theirport folio on competences by the employer. The serviceincluded furthermore: competencies tests, awardinginformal acquired competences, jobhunting, training etc.

One may say a tailormade service corresponding theindividual situation.To understand the situation better: it concerns mostlyolder employees ( over 45 years) who had a longstandingwork experience in the company and hardly any diplomas.These people hadnt also any experience in the field of jobsearch or applying for a job.The establishment of the mobility centre was one of theelements of social plan which was concluded between theemployer and trade unions.


65/87

UWV The Netherlands

65


Descript ion of the good practice Individual tailormade service was the motto. The start ingpoint for actions were the competences of the individual.Another characteristic of the mobility centre was the jointoperations of different professionals under a strongleadership, less rules, less bureaucracy and enterpreneuralbehaviour.The operations has a short cycle: plan-do check and act

Critical success factors were:Support by the companyInvolvement of local and regional authoritiesVisibilityQuick startClear financial arrangements ( own budget)Shared interestsPro-activity ( sense of urgency)Defined as a project with a defined outcome


As already stated the mobility centre was a joint activity inwhich the following parties were involved:

Ministery of Social Affairs and EmploymentCWIUWV ( employee insurance agency)MunicipalityProvince LimburgKnowledge centres vocational trainingTemporary work agenciesPrivate reintegration companies


The participants were the employees of Nedcar andsupply companies who were threatened byunemployment. In the beginning the number wasestimated on 2000. In the end 1571 employees wereregistered.



As this was a service delivery in the framework of aspecific mobility it doesnt make sense to make acalculation


66/87

UWV The Netherlands

66




Independently of PES but under leadership of themanager of the local office of CWI. The mobility centrewas located in own accommodation with an own logo

Resources aff ected by the int roduction ofthe good practice


The resources in the project concern:Extra staff costs of CWI and UWVCosts of the contracted private providersAdditional operational costs ( housing, ict

equipment, etc)

These costs were additionally financed by the Ministery ofSocial Affiars and Employment, province of Limburg,UWV and Nedcar.



This practice fits in the general policy to avoiddependency on benefits. CWI is assigned to preventunemployment. One of the key performance indicatorsconcerns the prevention ratio ( leaving the registerbefore applying for a benefit). The service delivery of CWImay start 4 months before the individual unemploymentspell will start ( regulated in the Unemployment Law).The role of CWI in the framework of Work to Workmediation is facilitating. CWI will not compete withprivate providers which may also play an important role inthis field.This approach services the personal interest ( applying fora job j is easier as one is still employed), societal interest

by avoiding benefit expenses and is meaningful inmaintaining the quality on the labour market.Based on the experiences and results of this project workto Work Mediation is one of the spearheads in theactivity plan 2008 and belongs as such to the basic servicedelivery system.To complete the picture the official advisory board (Council for Work and Income) to the Ministery haspublished in June an advisory report concerning theWork to Work mediation.Finally it also f its in the general policy concerningflexicurity.


67/87

UWV The Netherlands

67

Impact on core processes - cont inued




provided?

The impact was at the one hand improving the profile ofour organisation and at the other hand it may offeropportunit ies for a larger customer base. The results ofthis are widely spread also by the Ministery as a goodpractice.






E) no

An independent research institute, assigned by theMinisitery, has described the whole project from the veryearly beginning until the end of the project. It has listedthe learning moments and the critical success factors.This report has been published by the Ministery.


68/87

UWV The Netherlands

68


As new mobility centres have been set up one may saythat this approach is positively perceived. The efforts relystrongly on their professionalism. The outcome is clearlymeasurable. It also fits in the process of more integratedservices delivery including also reintegration by CWI/UWVand Municipalities.To develop more employers steered services CWI employssince 2007 38 company advisors ( account tmanagers)

on a super local level.Has the introduction of the good practicechanged the perception of the quality of PESservices by


All


It contributes to the key performance indicator Prevention ratio


no


69/87

UWV The Netherlands

69

9.2Competencies Atlas

PES contact details

Name of the PES:


Telephone number:

e-mail:

UWV WERKbedrijf(former Central Organisation Work and Income (CWI))

Drs.Th.J.J. Keulen

Tel: +31207505006

[email protected]


Name of the good practice Competencies Atlas - self service, free accessible onwebsite www.werk.nl

What is the goal of the good practice? The goal of this practice is to inform people on theirquestions:

I know what I can but what are myopportunities/possibilities on the labour market

I know what I want but what are myopportunit ies / possibilit ies on the labourmarket.

When was the good practice introduced? It was developed in the recent years and has beenlaunched on the web at the beginning of this year.

8/3/2019 106 Report 1 4

106 report 1 4 good draft01

Documents