Pole Emploi FINAL FINAL FINAL
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Pole Emploi FINAL FINAL FINAL
Employment case study final report and recommendations Government of the Future Centre 21st April 2010 Employment Case Study Final report and recommendations Employment case study final report and recommendations Academic Year 2009/2010 Employment case study final report and recommendations Accenture/Lisbon Council project College of Europe 2009/2010 Assistants: Elisa MOLINO and Pascal FENDRICH Employment team Background and contact info 1 Employment case study final report and recommendations Karolina KRZYSTEK Age: 27 Nationality: Polish Email: [email protected] Karolina Krzystek obtained in 2005 a Master's Degree in sociology at the Jagiellonian University of Krakow, where she worked for two years as a teaching assistant and a researcher in the Department of Population and Migration Studies. Prior to her studies at the College of Europe she worked for over a year in the European and International Relations Department of the French High Authority against Discrimination and for Equality – la HALDE – in Paris and did a traineeship at the European Commission - DG Employment, Social Affairs and Equal Opportunities, Unit of Social Protection and Social Services. She specializes in the area of migration and anti-discrimination policies and she is currently finishing a doctoral dissertation on the subject of the 'Integration of Female Immigrants'. Riccardo MEZZASALMA Age: 24 Nationality: Italian Email: [email protected] Riccardo Mezzasalma is currently attending a master course in European Political and Administrative Studies at the College of Europe (academic year 2009-2010, Charles Darwin Promotion). He already has a MA degree in Political Sciences (specialisation in European Studies) and a BA degree in International Studies from the University of Turin. He has worked for almost a year (2009) in Turin in the regional Socio-Economic Research Institute (IRES) of the Italian General Confederation of Labour (CGIL), the biggest trade union organisation in Italy. He has worked for a year, between 2008 and 2009, as a intern in the workers' organisation department (ACTRAV) of the International Labour Organisation, dividing my work between the International Training Centre of the ILO, in Turin, and the International Labour Office in Geneva. Finally, he has worked for four years (2904-2008) as a journalist for a local weekly newspaper in Italy (Turin). Anne-Sophie MICHEL Age: 24 Nationality: French Email: [email protected] After five years of studies at the Institute for Political Science of Lyon, Anne-Sophie Michel graduated from the diploma of the school in September 2009. At the same time she got her master in European Affairs with first class honours. Before becoming a student at the College of Europe, she worked seven months at the European Parliament. As an intern in the office of a French Member of the European 2 Employment case study final report and recommendations Parliament, she was entrusted with the task of following the legislative work in the Employment and Social Affairs committee. Roxanne RUA Age : 26 Nationality : French Email: [email protected] After completing a Bachelor in European studies in 2005, Roxanne Rua obtained a Master of Business Administration at the University of North Florida (2006), followed by a Master en Gouvernance et intégration européennes, at the Institut d’Etudes Politiques de Grenoble (2007) and a Master en Economie internationale at the University of Grenoble II (2008). Before becoming a College of Europe student, she carried out various traineeships in the public sector: at the French Embassy to Portugal (Sept. – Dec. 2007), at the General Secretariat of the Council of the European Union - DG External Affairs (Sept. 2008 – Jan. 2009) and at the European Commission - DG Development (March – July 2009). Throughout her postgraduate studies, she wrote two theses more specifically related to employment policies. Hanna SVAE Age: 23 Nationality: Danish Email: [email protected] Hanna Svae was born in Tønsberg Norway, but is a Danish citizen. She has a Bachelor of Science in International Business and Politics from Copenhagen Business School, and is currently completing a double degree combining a Master of Science from Copenhagen Business School & Copenhagen University's Law Faculty in International Law, Economics and Management and a Master of Arts in European Political and Administrative Studies from College of Europe. During her studies she has worked as an executive assistant for the Danish Shipowners’ Association in Copenhagen, as well as for the European Community Shipowners’ Associations in Brussels. 3 Employment case study final report and recommendations Employment Case Study Abstract S ince August 2008, the economic and financial crisis has resulted in a global recession and in massive unemployment. Consequently, employment agencies in developed economies have faced growing pressure to develop solutions aimed at better matching jobseekers with the positions available and at increasing the number of job offers collected. This mission is particularly difficult to pursue for the French historical public employment service, which has been subject to a merger in January 2009 and thus has had to tackle some specific internal difficulties resulting from this major re-organisation. Although this internal change has resulted in temporary obstacles to be overcome, it also represents a valuable opportunity to modernise the internal culture of Pôle emploi and adjust it to a changing global environment. As far as the services offered to enterprises are concerned, Pôle emploi seems to lag behind some of its European counterparts, especially Scandinavian ones, both in terms of quality and of quantity of the services provided. Our objective is therefore to design a strategy that would allow Pôle emploi to improve its existing service offer and to create a whole range of innovative services to better answer the expectations of its client enterprises. In order to achieve this goal, we first conducted a thorough study of the range of services currently offered by Pôle emploi, as well as an analysis of the needs and expectations of client enterprises and an assessment of Pôle emploi’s performance in that regard. Following this first phase where Pôle emploi was our main focus, we extended the scope of our analysis to examine the services offered by public employment services abroad and by private agencies in France. We then tested the first conclusions drawn from this benchmarking exercise by means of interviews conducted with a whole range of stakeholders. Building on the results of our analysis, we elaborated some policy recommendations aiming at helping Pôle emploi address better the needs of its client enterprises. Those recommendations take the form of two alternative scenarios: -the first scenario is one of continuous improvement relying on the consistent deepening of the service offer, with jobseekers remaining Pôle emploi’s prime clients; -the second scenario advocates a much more radical reform, which would entail a rupture with current practices and sets service provision to enterprises at par with service provision to job-seekers. Finally, we demonstrate how our recommendations can fit into a broader European framework and the extent to which they are in line with the recently-launched EU 2020 Strategy. 4 Employment case study final report and recommendations Contents Employment team........................................................................................................... 1 Background and contact info .......................................................................................... 1 Abstract........................................................................................................................... 4 Contents .......................................................................................................................... 5 Introduction .................................................................................................................... 6 1. Overview of Pôle emploi ....................................................................................... 8 1) Missions and core objectives ............................................................................. 8 2) Internal organisation ......................................................................................... 8 3) Main interactions with other institutions ........................................................ 10 2. Methodology, situation analysis ......................................................................... 11 1) Our mission and methodology ......................................................................... 11 2) Existing services offered by Pôle emploi .......................................................... 14 3) Pôle emploi’s performance assessment ........................................................... 15 4) Analysis of users’ needs and expectations ....................................................... 16 3. Policy recommendations ..................................................................................... 17 1) Strategy for implementation of recommendation ........................................... 19 2) Recapitulating tables ....................................................................................... 28 4. Relevance of our findings for the EU level .......................................................... 32 Annexes......................................................................................................................... 34 1) Overview of the benchmarking exercise with Public Employment services ..... 34 2) Overview of the benchmarking exercise with private agencies ....................... 43 3) Overview of the new services and measures proposed ................................... 47 5 Employment case study final report and recommendations Introduction A imed to build a competitive sustainable and inclusive society, the new European strategy “EU 2020” provides the European member states with guidelines so they can face the challenges ahead in a more coherent and efficient way. What is at stake, as José Manuel Barroso claims in this introduction to the strategy, is the creation of new sustainable jobs. challenges in terms of organisation and culture, which are even more complex given the huge external challenge that has emerged at the same time. Indeed, the crisis in which we, as Europeans, are embedded since 2008, has lead to a rising of unemployment: 7 millions of jobs have been lost during 2008 and 2009. In March 2010 the 1999 10% level of unemployment has Dealing with been reached in the job issue is France. “Europe needs to get back on track. Then it must the task of Pôle stay on track. That is the purpose of Europe 2020. Addressing the job emploi, the It's about more jobs and better lives. It shows how issue is thus a new French Europe has the capability to deliver smart, crucial necessity, employment sustainable and inclusive growth, to find the path to not only to face the service. Given create new jobs and to offer a sense of direction to short term its important our societies.” (EU 2020 introduction by JM Barroso) challenges, but also role in this key It's about more jobs and how Europe has the to tackle the aspect for the capability to deliver smart, sustainable and inclusive structural needs. future of growth, path to create new unemployment jobs and to Indeed is not only due to the Europe, it has been chosen as to onefind of the four offer sense of direction crisis. It is also related to the growing case studies developed by athe Lisbon Council to our societies.” in partnership with Accenture and the College of Europe. Interested by the reform of the public sector in Europe and especially by employment and social affairs, we have been entitled with the task of improving the range and quality of services provided to enterprises by Pôle emploi. Pôle emploi is an interesting case study as it is a completely new structure, founded through the merger between the former placement agency (ANPE) and the benefit networks (ASSEDIC) in December 2008. In the midst of a transition period, Pôle emploi is facing internal discrepancy between the skills that people have today and the skills needed in the future. In order to ensure a matching between the demand and the offer there is a strong need for the development of new skills for the new jobs as the European Commission suggests in its initiative1. 1 European Commission New Skills for New Jobs, Anticipating and matching labour market and skills needs Communication, Brussels, 16/12/1008, COM (2008) 868 final 6 Employment case study final report and recommendations Dealing with a Public Employment Service (PES) is timely in the sense that if we want to achieve the objectives of the EU 2020 strategy and have inclusive growth, we need to build a society of employment2 in which the role of the PES is crucial. The smooth operation of the labour market depends, indeed, on the matching between the demand and the offers but also on the intermediation carried out by the PES on the labour market. Similar attention therefore has to be paid to the two sides of the intermediation, namely the job seekers and the enterprises. Given that the traditional role of Pôle emploi (I) is oriented towards job seekers our focus will be on the improvement of Pôle emploi services towards enterprises. In order to accomplish our mission we have identified the issues Pôle emploi is facing (part II) and conducted a benchmark of the different PES in Europe. Based on the results as well as our interviews with enterprises in France, we have developed a set of recommendations for our client (part III) bearing in mind that some of the ideas could also be implemented at a European level (part IV). 7 2 Traduction de l’expression « société de l’emploi » in BOULANGER, J-M, Contribution à la préparation de la convention tripartite entre l’Etat, l’Unédic et la nouvelle institution créée par la loi du 13 février 2008, Avril 2008 Employment case study final report and recommendations 1. Overview of Pôle emploi P ôleemploi is the Public Employment Service in France, founded on the 19th of December 2008 through the merger between ANPE (Public recruitment agency) and ASSEDIC (Unemployment benefits provider). This new public administration provides recruitment and insurance services to job seekers and assistance services to enterprises. 1) Missions and core objectives The mission of Pôle emploi is a mission of public service which answers a collective need of national interest. Through the utilisation of social engineering Pôle emploi aims at being a tool of intermediation between the job seekers and the employers. Its services are available to all and are free of charge. To provide its services and face the new challenges in the labour market (geographical mobility, youth unemployment, employment of seniors, respecting diversity, sectors in risk etc.) Pôle emploi rests on its core values namely simplicity, equity and efficiency and relies on its presence on all the French territory as well as its central position in networks of partners. Pôle emploi’s first mission is to provide assistance to the 6 312 650 job seekers and employees in their job search, in their mobility management and in the improvement of working conditions. Its second mission deals with the counselling and assistance to the 504 000 enterprises clients in all stages of recruitment. Contrary to some PES which see themselves as the providers of information only, Pôle emploi has a wider ambition, aiming to be the catalyst of the relationship between the jobseeker and the employer. Indeed, Pôle emploi intervenes and even shapes the relationship in order to improve the matching between the demand and the offer. Furthermore, in order to fulfil its public service mission Pôle emploi has dedicated services for identified “vulnerable” groups such as seniors and people lacking professional or academic qualifications. 2) Internal organisation Pôle emploi’s headquarters are in Paris. The organisation is then divided at a regional, departmental and local level leading to more than 950 agencies employing 47 000 staff members. 8 Employment case study final report and recommendations 1. Presentation of the project: scope/client/objectives Creation: 19 December 2008 through the merger of ANPE and Assédic 950 local agencies 46 000 employees 840 000 candidate cvs 112 000 job offers online Historical mission: Assisting job seekers in finding a job and managing their allocations New challenge: Counselling enterprises in the whole recruitment process (from the needs’ assessment up to the integration into the enterprise Our mission Improving the range and quality of the services provided to enterprises Develop Pôle Emploi’s market share on job vacancies’ collection by improving current initiatives Increase the number of services offered to enterprises by Pôle Emploi Extend the scope of services offered to enterprises to include HR management activities Copyright © 2009 Accenture. All rights reserved. The agents in Pôle emploi are multi-taskers and they rotate between different desks. However one of the key principles is also the personalisation of service: each job seeker has one personal counsellor who provides a range of services (insurance, benefits, trainings, recruitment etc.) The idea is to do the same for the enterprises through a dedicated task force of agents called “force de prospection”. Agencies are specialised according to both a geographical and sectoral division of work. Furthermore, the provision of services is organised through multiple channels (phone, internet and face-to-face) and allows the building of a “one-stop-shop” (one phone number and a centralised website). 9 Employment case study final report and recommendations 3) Main interactions with other institutions Pôle emploi is at the core of the network of the organisations dealing with the job issue both in France and in Europe. In order to ensure a smooth functioning on the ground, Pôle emploi aims at being the leader of a network which connects the non state and social actors such as the trade unions, the professional organisations and the business chambers with the local PES providers such as “les maisons de l’emploi” and “les missions locales” and the private actors like the temporary work agencies and the subcontracting companies. Pôle emploi is also connected at a European level with the other PES to exchange best practices and develop a common understanding of the challenges and the answers needed. Finally, in order to ensure efficient governance Pôle emploi has signed a three-party convention with the French government and Unedic3. This convention defines the strategic position taken by Pôle emploi. One of the key lines is, for instance, to increase the market share of Pôle emploi. Our mission, in line with this objective, is explained in the next part below. 10 3 Union nationale Interprofessionnelle pour l’emploi dans l’industrie et le commerce Employment case study final report and recommendations 2.2. General Methodology, situation analysis approach and methodology Brainstorming and preliminary research Approach Intermediate and final deliverables Study of the websites of Public Employment Services (PESs) in Europe Examining of EURES system Definition of methodology and approach with Accenture Consultants Investigation into Pôle Emploi Data collection and strategy definition Field research and interviews Phase1 - Step 1 Phase 1 - Step 2 Phase 2 Analysis of documents provided by Pôle Emploi Interview with Director of International Department Annie Gauvin Preparation of benchmarking table of PESs in Europe Analysis of private employment agencies in France Preparation of 1st visit • Detailed planning of future steps Action plan Benchmarking Table 1st entity visit: interviews with Pole Emploi personnel Contacts with HR departments in private enterprises Identification of possible solutions Recommendations Phase 3 Analysis of data collected • Elaboration of final report Elaboration of the draft report Testing of solutions identified with PE Visit to EURES, Brussels 11 2nd entity visit Examination of data collected Draft report • Final report and powerpoint Evaluation Solutions Final presentation Copyright © 2009 Accenture. All rights reserved. Methodology and situation analysis adopted in order to come up with recommendations: 1) Our mission and methodology Our mission appears to be twofold: Improvement of existing initiatives Extension of the range of services offered Our objective must therefore be both of a qualitative and quantitative nature and the end result we aim at is to increase Pôle emploi’s market share in the collection of job offers. 4 Employment case study final report and recommendations In order to achieve our mission, we developed the following three-phase methodology: Getting to know the client better and define the problem was our first objective To do so, we conducted: An analysis of the documents provided by Pôle emploi An analysis of the range of services offered to enterprises by Pôle emploi An analysis of the needs and expectations Pôle emploi’s client enterprises A performance assessment of the provision of services by Pôle emploi Based on this fourfold analysis, we developed the second phase of our approach which consists in developing new ideas To do so, we relied on different instruments: A benchmarking exercise with Public Employment Services (PES) across Europe (see annex 5.1 for an overview of our results) A benchmarking exercise with private agencies in France (see annex 5.2) Thanks to these two phases, we developed the third phase, namely the finding of the recommendations for our clients 3. Main actions taken Criteria used for theSPEs benchmarking a. Benchmarking exercise (European and FR privateexercise: agencies) 12 Services Offered Recruitment services CV database/Offer database Access (to candidates and enterprises) Size Quality Counselling on recruitment needs Candidate pre-selection Interviews Compatibility tests Simulation Post-recruitment follow-up Segmentation Based on qualifications Based on industry sector Based on contract/time-frame Other Training Services Vocation/professional training Enhancing qualifications Requalification Language training Group-targeted programmes (youth, seniors, long term unemployed) Further Services Preventive Services Partnerships Forums Managing public subsidies Legal counselling Copyright © 2009 Accenture. All rights reserved. Interface Points of special interest Internet Website accessibility Navigation Availability of information Direct client-agency interaction Single contact point Interaction time frames Organization of work Functioning of particular services and special aspects For example: Norwegian Job-rotation service where short term recruitment and training programmes are merged into a job-rotation service English try-before you-hire system Benchmark: -Public Employment Services: => 14 PES across Europe + Canada and Québec for their innovative approaches - Private agencies: => 6 agencies selected according to their positioning on the web Employment case study final report and recommendations Interviews conducted with a variety of stakeholders: 3. Main actions taken b. Interviews conducted Interviews with FR enterprises – non-clients of PE Interviews with FR enterprises – clients of PE Small enterprises: 1. Le Vieux Plongeur: selling of diving items (Marseille) 2. Mise en scène: selling of decoration equipment (Evreux) 3. Micro-ouest: computer equipment (Brest) 1. 2. 3. 4. 5. Flunch EDF La Poste GEIQ Société Générale Medium enterprises: 1. 2. 3. 4. 5. 6. 7. 8. Mathez: transportation (Nice) Chaud devant: delivery of ready meals (Paris) Acadomia: home services (Paris) Symphonia: home services (Paris) Acta-voyages: travel agency (Rennes) Thermes de Saint-Malo: leisure (Saint-Malo) Savéol: fruit production (Brest) Financo: insurance (Rennes) Interviews with providers of employment services in Europe 1. 1. NL: NL: Employment Employment project project coordinator coordinator at at Care Care at at turn, turn, Association/Health Association/Health Care Care Sector Sector (Sustainable (Sustainable employability) employability) 2. 2. DK: DK: 33 Enterprises Enterprises Counselors Counselors in in Danish Danish Public Public Employment Employment Agencies Agencies in in Arhus, Arhus, Odense Odense and and Alborg Alborg 3. 3. NL: NL: Moderator Moderator of of the the Innovative Innovative Ideas Ideas in in Sustainable Sustainable Employability Employability Working Working Group, Group, Employment Employment Agnecy Agnecy (Work (Work Ability Ability Index) Index) 4. 4. IT: IT: Counselor, Counselor, Italian Italian Public Public Employment Employment Agency Agency –– Torino Torino Region Region 5. 5. NO: NO: EURES EURES Representative Representative in in Norwegian Norwegian Public Public Employment Employment Agency Agency Copyright © 2009 Accenture. All rights reserved. 13 Employment case study final report and recommendations 2) Existing services offered by Pôle emploi The range of services offered to enterprises by Pôle emploi can be synthesised as follows: As it appears in the table, the services offered by Pôle emploi are much more developed in the prerecruitment and recruitment phases than in the post-recruitment one. Moreover, all services offered fit into a specific category and there are no real links between services belonging to different categories. If Pôle emploi intends to improve and increase its range of services to enterprises, it needs to follow a twofold strategy: - broaden the range of services offered by focusing more on the post-recruitment phase - integrate the whole range of services into a more global approach in order to better suit the needs of client enterprises. Pre-recruitment phase Information to enterprises o Evolution of the labour market o Legal information o Available financial and technical assistance Assistance in formulating and editing job offers Counselling in the recruitment process Organisation of employment forums Counselling in business creation Recruitment phase Assistance in recruitment o Free consultation of online CV-bank o Candidate preselection o Méthode de recrutement par simulation(MRS) o Sectoral specialisation Temporary measures to encourage recruitment of young people and long-term unemployed Post-recruitment phase Stable partnerships with client enterprises Follow-up of recruited employees 14 Employment case study final report and recommendations 3) Pôle emploi’s performance assessment Pôle emploi’s performance assessment is synthesised in the SWOT analysis below: Strengths Wide range of services offered to enterprises Proximity with customer ensured through strong regional implantation Long-dating experience and expertise Synergies expected from the recent merger of ANPE and ASSEDIC Opportunities Weaknesses Development of a European network of employment agencies, which could foster exchange of experience and best practices Threats 15 Image to be improved Organisational difficulties linked to the merger Change of culture needed: - greater service-oriented attitude - new focus on enterprises rather than jobseekers only Limited flexibility resulting from the size of the agency Lengthy procedures Economic and financial crisis putting PE personnel under pressure Rising unemployment for unskilled labour force and vulnerable groups (young people, seniors, long-term unemployed) Diminishing number of offers collected Employment case study final report and recommendations 4) Analysis of users’ needs and expectations In order to define better the nature of the problem at stake, we interviewed the end beneficiaries of our mission, namely enterprises. As revealed by the interviews carried out, enterprises’ needs can be defined as follows: - Enterprises emphasize the need for a qualitybased relationship with Pôle emploi. They need to deal with skilled agents who know about the job market dynamics, the different sectors but also enterprises’ specific activities. PE agents should also be expert in legal The needs and expectations expressed by enterprises were the basis of our broader reflection on how Pôle emploi could improve its provision of services. According to the interviewees, Pôle emploi should be more proactive by anticipating the skills which will be needed in the future, by developing segmented services in order to better match enterprises’ needs, by creating a file for each enterprise in order to gather all the useful information on the client, and keeping it updated, among others. counselling (providing information on the measures implemented by the government in the employment field). - Enterprises insist on the importance of having a personal counsellor who can show proactivity as well as readiness to quickly meet their expectations. The aim is therefore to develop the quality and coherence of Pôle emploi’s relationship with its client enterprises. Pôle emploi is expected to establish regular contacts with its clients, in order to build a long-term relationship. Finally, Pôle emploi should take the initiative to launch networks and foster interaction between enterprises facing similar challenges. - The service itself has to be coherent and efficient. For instance, enterprises need applications which are adapted to their needs. They would also appreciate follow-up measures once the service has been provided. - Both PE agents and the services they propose should be adaptable: there is a strong need for flexibility. The identification of possible solutions constitutes the third phase of our project. On the basis of the different analyses conducted, the benchmarking exercises, the interviews with enterprises and numerous team brainstorming sessions, we have elaborated the recommendations presented in the following part. 16 Employment case study final report and recommendations 3. Policy recommendations In line with our objective/mission, our recommendations follow a two-stringed logic: 1) how to improve the quality of services offered to enterprises by Pôle emploi. 2) how to increase the range of services offered by Pôle emploi. 1)Improvement of the provision of services Three principles have been identified as essential in improving the provision of services offered to enterprises by the client. Firstly, it is necessary to establish a continuous service-based clientrelationship with enterprises, which would allow for a pro-active interaction with enterprises aiming at job-creation rather than job-collection. Secondly, the provision of services to enterprises should be personalized to ensure the most effective, efficient and sustainable service provision. Lastly, improve the communication of the service offer internally and externally. 2) New Services to enterprises to be developed/Increased Range of Services offered to enterprises 17 Our second set of recommendations are that the range of services offered by Pôle emploi has to go beyond a narrow focus on matching job-seekers with vacancies. Rather it seems that a significantly more efficient way to reduce unemployment is to take an integrated approach to employers’ needs and develop Pôle emploi’s service offer on the basis of the employers’ entire Human-ResourceManagement cycle. Employment case study final report and recommendations 18 On the basis of this model we have developed a fan of new services to be proposed to enterprises in three phases: 1) The pre-recruitment phase where future enterprise human resource needs are defined or anticipated and the appropriate skills of the labour force developed. 2) The recruitment phase where individual job-seekers capabilities and the enterprise requirements are matched. 3) The post-recruitment phase where employment is sustained and exit from the labour market prevented. Employment case study final report and recommendations 1) Strategy for implementation of recommendation Against the background of the client's assessment, the recommendations proposed are organised in two clusters based on two following criteria regarding the strategy of implementation (a) the recognition that our client’s raison d’être is to intermediate between job-seekers and employers, thus job-creation is a necessary precondition for successful placements; and (b) the recognition of budgetary, political and resource constraints, especially in the context of the current crisis: SCENARIO 1 SCENARIO 2 A scenario of continuous improvement in which the current service offer to enterprises is consistently widened and deepened, but the job-seeker remains the prime client. A scenario of radical reform, which entails a rupture with current practices and sets service provision to enterprises at par with service provision to jobseekers. Although these scenarios represent two alternative approaches to achieving our twofold objective, the outcome is a different level of services to enterprises. The implementation of each scenario will be elaborated below. For a detailed description of each proposed measure we refer to Annex X. 19 Employment case study final report and recommendations ACCUMULATED SERVICE LEVEL Scenario 1: Continous Improvement 20 Healthy Working Envi. Consultant Follow-Up Services Single Contact Point Couns. on Business Creation Sectoral Enterprise Network Facilitation of Temporary Internal Training Programme Work Electronic Tool Flexiblity of Services Sectoral-Regional Labour Market Database Cooperation Categorization Enterprise Consultants Communication Code Of Conduct 0 1 2 3 4 5 6 TIME HORIZON (YEARS) 7 8 9 10 Employment case study final report and recommendations Scenario 2: Radical Reform Social Dimension Regional Sectoral Cooperation Counselling on HRM/Business Creation ACCUMULATED SERVICE LEVEL Healthy Working Env. Hotline Healthy Working Environment Partnership Consultancy for enterprises in difficulty (expr.) Sectoral Enterprise Networks Generalization of Work Ability Index 21 21 Scheduling Tool Temp. Services Single Contact Point Flexibility of Services Advanced Electronic Tool Internal Training Programme Work-Ability Index (expr.) Online Idea-Bank Follow-Up Mentor Function Enterprise Labour Market Database Consultants Categorization Communication Code Of Conduct 0 1 2 3 4 5 TIME HORIZON (YEARS) 6 7 8 9 10 Employment case study final report and recommendations SCENARIO 1 Continuous improvement In this scenario Pôleemploi is expected to deepen the existing services offer by improving the quality of service provision and develop the services it currently offers to enterprises. In this approach the implementation of each measure is phased according to its immediate feasibility, starting from the ones that will have the smallest impact on the current organisational structure and are relatively easy to implement up to those that will bring about a broader change to the working culture of Pôleemploi or require more time for technical development. Firstly, in order to establish a stronger and more personalized client-relationship with enterprises in the immediate time horizon, we recommend the following four measures 4: Short Term 4 The implementation of a Common Code of Conduct, which guides agents in their interaction with enterprises. The code could, for instance, indicate with what frequency client enterprises should be contacted and provide a check-list of standard actions/questions local agents should ask in order to ensure a smooth follow-up of the employer's job offers (e.g. briefing on the status of pending offers, monitoring of already-placed candidates). Better and Systematized Communication of existing services offer internally and externally. This internal communication about the service offer to enterprises is strengthened, to ensure consistent and proactive communication externally. Categorization of Clients according to different functional criteria, such as their size, the existence of a HR department, the frequency with which they use Pôle emploi's services, the typical professional profiles they look for, etc. This segmentation facilitates swift adaptation of the service offer to the specific current and future needs of the enterprise, thereby increasing the overall efficiency of the Pôle emploi's agents in relation to enterprises. For further details on each measure and service proposed throughout scenarios 1 and 2, please refer to the synthetic sheets provided in annex 5.3. 22 Employment case study final report and recommendations Specialized Full-Time Enterprise Consultants. This entails the generalization of the experimentation that Pôle emploi already has in place in the area and entails a distribution of enterprise portfolios to agent to provide client enterprises with a clearly recognizable interlocutor on the side of the PES throughout the recruitment process. In the long term consultants could specialize for increased efficacy. Secondly, in order to broaden the scope of services provided to enterprises towards the prerecruitment phase suggest that some services, which are currently or partially in place, be significantly strengthened and better communicated: User-friendly Labour Market Information Database for client enterprises who need to rapidly access to systematized sector-specific labour market information to draw up their job offers. Sectoral-regional cooperation in which Pôle emploi acts as a moderator and facilitator of networks to anticipation of long term labour market needs and identify future challenges. In this way sustainable employment is supported especially in sectors expected to face labour-shortage in the future. Medium Term In a medium term time span, it is possible to further strengthen the quality of the service provision and broaden the range of offered services. With respect to improving the quality, we propose the following: The strengthening of Pôle emploi's internal electronic system to include the development of an automatic alert system for enterprise consultants. This new tool keeps track of the status of each enterprise’s dossier and notifies consultants in timely manner before an action needs to be taken towards an enterprise client. The adaptation of services offered to enterprises to grant more flexibility to the agents/consultants in tailoring the services offered depending on the needs. Examples are the definition of time spans, coverage percentages or possibility to combine multiple measures. Lastly, an internal training programme of Pôle emploi agents is set in place in collaboration with professional organisations, to provide enterprise consultants a with state-of-the-art knowledge and understanding of the requirements of the labour market. Secondly, we propose that the provision of services in the more immediate pre-recruitment phase be further strengthened by the following measures: 23 Employment case study final report and recommendations Simplification of administrative procedures for short term contract workers. This measure allows job-seekers to stay in touch with the labour market while unemployed, upgrade skills and gives access to informal recruitment channels. Sectoral Enterprise Networks organized by Pôle emploi to facilitate informal meetings and exchanges of best practices between enterprises within the same sector. This gives Pôle emploi access to informal networks, which results in better collection of job offers and consequently better placement of job seekers. Counselling on Business Creation. Broadening of current counselling and support services to target recently established enterprises. Long Term In the long term, it is possible to capitalize on the already quite developed client relationship with enterprises, which makes a final move towards personalized and tailor-made services possible: The assignment of each Pôle emploi agent to a segmented portfolio of clients, to provide a single contact point in Pôle emploi. This further facilitates a pro-active relationship, which fosters efficient offer collection and creation. In addition it allows for the building of a role of Pôle emploi in the post-recruitment phase: Post-recruitment follow-up services. This service builds on the previously established tools, such as the code of conduct and the electronic alert tool to allow for a close follow-up on recruited candidates to ensure their successful integration into the enterprise. It allows an agent to tackle any potential problems up-front as well as obtain feedback on recruitment practices. A healthy working environment specialization among enterprise consultants. The service aims at helping enterprises to create a better working environment for the benefit of both jobseekers and employers. Vulnerable employees, e.g. seniors, mothers or employees developing work-related health problems are less easily expulsed from the job-market, whereas employers avoid high costs of turnover and loss of experienced employees. 24 Employment case study final report and recommendations SCENARIO 2 Radical reform/Rupture This scenario entails a more ambitious reform strategy, in which Pôleemploi profoundly deepens the existing service offer by revolutionizing the quality of service provision as well as expands its services offer to enterprises by reinforcing particularly the pre- and postrecruitment phases of the Human-Resource Management Cycle. The scenario aims at a fundamental re-balancing of priorities in terms of services offered to enterprises. This is based on the full recognition that the ultimate pre-condition for a successful placement of a job seeker is the establishment of a corresponding vacancy and the ability to meet the requirements of the labour market. This in turn requires a fundamental change of culture both in Pôleemploi internally and externally among employers. Short Term Firstly, we propose that the same four measures as described above (see Scenario 1, short term) aiming at establishing a stronger and more personalized client-relationship with enterprises are implemented immediately5: Code of Conduct Better and Systematized Communication Categorization of Clients Specialized Enterprise Consultants In addition the client should immediately establish services in both the pre- and post-recruitment phases: 5 User-Friendly Labour Market Information Database Follow-Up Throughout scenario 2, all the services and measures already mentioned in scenario 1 are identified with the same number as in scenario 1. For further details on each service, please refer to the synthetic sheets provided in annex 5.3. 25 Employment case study final report and recommendations Online Idea Bank on healthy working environment and HRM consists in a web site through which Pôle emploi communicates examples of implementation of HRM-measures, innovative services, state-of-the-art knowledge and expertise in the field. Work Ability Index is an electronic tool used for the assessment of employees' ability to perform their duties. Pôle emploi can offer the software and its customisation, initially on the basis of experimentation in two selected sectors. Eventually it could constitute an integral part of the offer to all sectors and types of enterprises. Mentor-function is a service addressed particularly at SMEs who do not have HR services. The role of Pôle emploi is to finance either the release from other duties of a current employee to act as a mentor in integrating a new employee into the work-place. For very small enterprises or in case of large-scale hiring, an external consultant could fulfil the role of mentor. Medium Term In a medium term time span, the final quality improvement measures are implemented. Although the measures are based on the same tool as in Scenario 1, the service level is significantly expanded: Strengthening of the internal electronic system through a more advanced and further reaching version of the alert tool described above. Tailor-made services/flexibility Internal training programmes Single contact point in Pôle emploi The range of services is also broadened to comprise more advanced services in the pre-recruitment and post recruitment phase: Sectoral Enterprise Network: Entails the measures described in Scenario 1, medium term, but entails further collection of information, capitalisation of the results and effective communication of best practices to the enterprises. Scheduling tool in temporary work services, a more advanced and further reaching version of the measure aiming at facilitating short-term contract work for job seekers (See Scenario 1), and similarly aims at preventing vulnerable workers from being kept out of the labour market for an excessively long time. Experimentation with personal consultant for enterprises in difficulty, who makes on sitevisits to support employees in risk of lay-off. This measure, after having been tested in this particular area is to be generalised for all customers of Pôle emploi. 26 Employment case study final report and recommendations Long Term Finally the services to be implemented In the long term are conditioned upon a prior quality improvement; strengthening of capabilities of the enterprise counsellors; reliant upon a change in the internal culture of Pôle emploi; reliant on a changed perception of Pôle emploi externally; or have specifically long implementation horizons: Generalization of the Work Ability Index Healthy Working Environment Partnership in which the the HWE consultant assists the enterprise in developing binding working environment goals to be achieved by the enterprise. Healthy Working Environment Hotline: A services which helps solve conflicts and difficulties at work and prevent expulsion form the labour market through a hot line staffed with trained consultants in the field of HRM. Employers (and employees) can call and ask questions about difficult work-related situations. Counselling on HRM/Business Creation. Broadening of current counselling and support services for business start-ups to focus more on their sustainability in the long term i.e. the initial 5-year life span of the enterprise to support job-creation. Regional- Sectoral Cooperation. Further development of the cooperation proposed in Scenario 1, but in which the role of Pôle emploi also includes an active role in promoting certain educations where there is a risk of labour shortage, through a partnership with the Ministry of Education. Services with a social dimension aims at facilitating the access of the most vulnerable workers to the labour market through a Match Group Assessment System. This mechanism allows to evaluate working capacities of job seekers and to identify training needs in view of matching the skills with the requirements of the labour market. This activity should then be awarded a particular recognition by Pôle emploi in the form of a “social branding”, that could be advertised as a CSR tool by the client enterprises. 27 Employment case study final report and recommendations 2) Recapitulating tables SCENARIO 1: IMPROVEMENT OF EXISTING SERVICES Time horizon Objective SHORT Improving internal organisation Recruit -ment phase Measures/services Trans Common Code of Conduct Trans Better and Systematized Communication of existing services Trans Categorization of Client Groups Trans Specialised Enterprise Consultants Strengthening of current services MEDIUM Improving internal organisation Pre User-friendly Labour Market Information Database Pre Sectoral-regional network for the anticipation of long term labour market needs Trans Strengthening Pôle emploi's internal electronic system Trans Adaptation and flexibility of services provided by local agents Trans Internal training programme of PE agents Strengthening of current services LONG Improving internal During Simplification of administrative procedures for short term contract workers Pre Sectoral networks between client enterprises, professional organisations and public labour market institutions Pre Broadening of current counselling and support services for business start-ups Trans Assignment of each PE agent to a limited portfolio of clients 28 Employment case study final report and recommendations SCENARIO 1: IMPROVEMENT OF EXISTING SERVICES organisation Strengthening of current services Post Post-recruitment follow-up services Post Healthy Working environment specialisation among enterprise consultants Pre: pre-recruitment phase During: recruitment phase Post: post-recruitment phase Trans: transversal 29 Employment case study final report and recommendations SCENARIO 2: RADICAL REFORM/RUPTURE Time horizon Objective SHORT Deepening service offer Recrui tment phase Measures/services Trans Common Code of Conduct Trans Better and Systematized Communication of existing services Trans Categorization of Client Groups Trans Specialised Enterprise Consultants Pre User-friendly Labour Market Information Database Pre Sectoral-regional network for the anticipation of long term labour market needs Trans Better communication of follow-up services Widening service offer MEDIUM Deepening service offer Post Online Idea bank on healthy working environment and HRM Post Work Ability Index Post Mentoring for candidates placed in client enterprises Trans Strengthening Pôle emploi's internal electronic system Trans Adaptation and flexibility of services provided by local agents Trans Internal training programme of PE agents Trans Assignment of each PE agent to a limited portfolio of clients Widening service offer LONG Widening service offer During Scheduling tool in temporary work services Post Personal consultant for enterprises in difficulty Pre Regional/sectoral partnership with Ministry of Education to anticipate long term labour market 30 Employment case study final report and recommendations needs Post Healthy Working environment consultant Post Healthy Working Environment hotline Pre Counselling on HRM/Business creation and sustainability of start-ups Pre Services with a social dimension (Match Group Assessment System and Social Branding) Pre: pre-recruitment phase During: recruitment phase Post: post-recruitment phase Trans: transversal 31 Employment case study final report and recommendations 4. Relevance of our findings for the EU level I n the context of the current financial crisis, the integrated economies of Europe are facing a significant number of common challenges and problems. Unemployment has risen in all Member States, reaching dramatically high levels in some countries, e.g. Lativa (21,7%) and Estonia (19%). Those figures are expected to rise even further in the coming years. Unemployment can quickly lead to poverty, social exclusion, homelessness or mental health problems related to stress or indebtedness. There is thus an urgent need to solve this problem, and the instruments at the disposal of the European Union in the area of employment are limited. In the absence of legally binding instruments at the European level, the EU2020 targets of increasing employment rates and tackling the risk of poverty, the primary responsibility relies in the Public Employment Services providers on the national level. Our benchmarking exercise identified several common problems shared among the European Public Employment Services (PES). Most notably, the disconnection of the Public Employment Services from one of their two client segments, the employers. Few of them are able to build stable relationships with the employers, they suffer from a poor image and a lack of recognition among the enterprises, both to the detriment of the ability of Public Employment Services to find stable employment for job seekers. The model recommended (see figure below) to our client, the French Public Employment Agency, proposes a solution to this problem. It outlines a way in which to strengthen the Public Employment Services’ relationship with employers, while placing the Public 32 Employment case study final report and recommendations Employment Agencies' raison d’être at its centre: to ensure increased employment rates by effectively intermediating between supply and demand of labour. The mission of the Public Services is to serve the people and therefore the leading principles behind their work should be promotion of equal opportunities in all phases of recruitment, promotion of Healthy Working environment and Active Inclusion. Although our analysis draws extensively on European best practices identified by our benchmarking exercise, the recommendations and implementation strategy are developed on the basis of the French institutional context, the French labour market situation and French employers needs. This implies that although the basic principles of our model is estimated to be of value to European PES’ in solving current challenges, a differentiated implementation strategy containing different concrete measures to achieve the final objective would have to be development for the very heterogeneous national contexts. Figure: Unemployment rates in EU Member States in March 2010, Source: Eurostat 33 Employment case study final report and recommendations Annexes 1) Overview of the benchmarking exercise with Public Employment services Countries covered: - - Belgium Brussels region Wallonia Canada Denmark France Germany Ireland Italy Netherlands Norway Poland Slovakia Spain Sweden Switzerland United Kingdom 34 Employment case study final report and recommendations Belgium – Brussels region - Actiris Services offered before recruitment Counselling On labour market; On government subsidies On recruitment needs Legal advice Support in HRM Advice on editing Job add Training Language training Skills training in enterprises Services related to recruitment Services offered after recruitment CV Data Base – 85 000 CVs on line Online matching of CVs and offers Pre selection of candidates Based on screening of CVs and personal Interviews Segmentation of services: Focus on low skilled jobs Focus on recruitment of foreigners (BIJOB international Centre) Copyright © 2009 Accenture. All rights reserved. 35 Belgium – Wallonia - Forem Services offered before recruitment Counselling: On obtaining scarce labour On HRM Individual counselling on launching and developing a business Labour Market Statistics and Analysis Strong focus on training: Online catalogue of training offers Training in centres, enterprises or online – a range of possibilities Training in case of restructuration or economic unemployment Language training Copyright © 2009 Accenture. All rights reserved. Services related to recruitment Online CV data base Online diffusion of job offers Segmentation of services according to contract (temporary workers, interns, young graduated people) Services offered after recruitment Employment case study final report and recommendations Canada Services offered before recruitment Counseling: Legal counseling to entreprises HR, insurance conditions, employment of people with disabilities or benefirciaries of group-targeted programmes Employment enhancing services: Canada Business –platform for regional, trans-sectoral cooperation btw companies to create jobs Employment Roadmap – tool for employers to in SME wanting to hire internationally Canada summer jobs – platform Temporary Foreign Worker Programme Services related to recruitment Job bank – CV/Offers Database: Repartition through sectors, group tailored, online tools: resumé builder, career navigators Employment Assistance Service: comprehensive recruitment assistance: pre-selection of candidates, interviews, Small Business Internship Programe Job Creation Partnerships Employment Fora: sectorial, group-targeted Group targeted programmes: Aboriginal people, Disabled people, Immigrants, Youth and Students, Veterans Service Canada centres for Youth Services offered after recruitment Post-recruitement follow-up: Part of the Employment Assistance Services Work force reduction programme: Service for companies planning to downsize, assistance in accomodating the emplyees Work sharing programmes: Adjustment programmes – income support to workers to avoid layoffs, reduced time work Recorda of employment: Database of information re wages, labour shortages, supply, working conditions Copyright © 2009 Accenture. All rights reserved. 36 Denmark Services offered before recruitment Apprenticeships for jobseekers <25. Partially subsidized Job Rotation Unemployed work as substitute for current employees in in-service training. Subsidized 20€ per Hour. Targeted upgrading of skills e.g. use of excel or driving licence for trucks Copyright © 2009 Accenture. All rights reserved. Services related to recruitment CV/Offer Database. Post adds or search. Save CVs, manage e-mail communication, establish search criteria template, receive alerts when new CVs matches template. International recruitment (EURES) Counselling on editing adds and interview technique & evaluation Services offered after recruitment Measures to keep physically disabled in work incl. adaptation of work place or personal assistant. Measures to keep employees prone to sick-leave at work incl. round-table dialogues, flex job etc. Candidate proposals Counselling on sick-leave policy and experience sharing Emergency Recruitment for urgent short term jobs Requalification in connection with large firing rounds Employment case study final report and recommendations France - POLE EMPLOI - Services offered before recruitment Services related to recruitment Services offered after recruitment Legal counselling CV database (801 842 CVs) Personalized integration plan Up-grading of qualifications to meet enterprise requirements Personalized web account for enterprises Counselling on introductory training for newly recruited employee Candidate pre-selection after first direct job interviews Partnerships with local and national media /institutions (ex. les Missions Locales jeunes, Cap Emploi pour les personnes handicapées, l'Apec pour le recrutement des cadres) Recruitment by simulation Copyright © 2009 Accenture. All rights reserved. 37 Germany Services offered before recruitment Counselling: On labour market; On organisation of working time and conditions; On vocational training and lifelong learning; On integration of trainees and workers; On professional promotion. Counselling on enterprise performance: individual, qualified service to suit the client’s needs, a.o. in the case of restructuring or social plans. Strong focus on vocation / professional training; grouptargeted programmes (senior, long- term unemployed, etc.) Copyright © 2009 Accenture. All rights reserved. . Services related to recruitment CV database: Easy access (specific tab on homepage for direct access to job stock exchange) Over 3.870.000 candidate profiles, 350.000 offers and 165.000 training Offers Job stock exchange search page available in various languages: DE, EN, FR, IT, RU, TU. Candidate pre-selection through interviews with a strong focus on psychology in order to facilitate the integration of the new Employee Counselling on public subsidies available Services offered after recruitment Employment case study final report and recommendations Ireland Services offered before recruitment Legal counselling Huge focus on training: Specially designed training programs allow Apprentices to qualify as craftspeople. Training to assist re-entry into the labour market: Courses, such as Specific Skills Training and Traineeships, evening classes, online courses… Services related to recruitment CV / Job offers data base An online market Segmentation of services: Towards young graduates Apprentices People who want to re entry the Labour market Services offered after recruitment Human Resources Management : « Excellence through People » national quality standard. Aims at providing a HRframework for enterprises to enhance performances by conceptualizing people as a key source of competitive advantage. Copyright © 2009 Accenture. All rights reserved. Italy 38 Services offered before recruitment Legal counselling Audit of enterprises' needs Services related to recruitment CV database w/ newsletter on selected CV profiles Online forum for enterprises Job placement for imprisoned people (in partnership with social enterprises and cooperatives) Candidate pre-selection from CV database Specialized job counsellor according to sector of activity Job placement of people with disabilities Placement of highly-skilled workers Copyright © 2009 Accenture. All rights reserved. Services offered after recruitment Control and feedback on candidates provided to enterprises Monitoring of candidates during the first stages of job placement Regional Database of vocational training courses and institutes Subsidy for retraining of dismissed workers (max 85% of the cost of the training) Employment case study final report and recommendations The Netherlands Services offered before recruitment Counseling: Decentralised system: UWV employment agency provides counseling to companies re legal conditions of employment, insurance conditions, employment of disabled people UWV carries out preliminary interviews to direct a job seeker to an appropriate “re-integration company” Training: carried out by partners through outsourcing. UWV reimbourses the costs of training if applicable Sectorial regional partnerships ie. Health care, Retail Business etc. Services related to recruitment Re-integration programs Core of the Dutch employment system. PES agency certifies private companies which are in charge of carrying out the entire recruitment process. Their services are reimboursed by the Agency. Sectoral segmentation of the Reintegration companies Employment counselor – independant body, not related to the Public Employment Agency; Confidential interviews and assistance in identifying a suitable re-integration company Services offered after recruitment Evaluation of the Re-integration companies - possibility to assess the effectivness of the companies through a global website given to job seekers Conditional reimboursement of the re-integration services – reintegration companies are subjected to evaluation by the UWV and cost reimboursement depends on the success of the recruitment – full reimboursement only in case of stable employment Sustainable employability scheme – cooperation between different actors to adopt a longterm strategy Copyright © 2009 Accenture. All rights reserved. Norway Services offered before recruitment Internship for work experience. Flexible duration, partially subsidized. Requalification/subsidized education Testing of work capacity under adapted conditions 39 Services offered during recruitment Services offered after recruitment CV/Offer Database. Post adds or search. Save CVs, manage e-mail communication. Online userguide. Support in integrating vulnerable new employees in up to 3 years Substitute database for employers and employees w/info on schedules International recruitment (EURES) with full time travelling consultants Candidate proposals Job forums for large-scale recruitments (seasonal/short term and permanent) Targeted upgrading of skills Flex Job Subsidized salary Copyright © 2009 Accenture. All rights reserved. Courses for employers in psychological health and good work environment Idea Bank – inter-enterprise platform for exchange of good HR-practices Inclusive Working Life Partnership w/ an individual consultant and financial tools for the establishment of dialogues, adaptation of tasks and working environment, development of sick-leave policy, subsidized psychological treatments, physiotherapist or other expert evaluation of work place etc. Requalification and rehabilitation programmes Employment case study final report and recommendations Poland Services offered before recruitment Counseling to entreprises Human Resources management, legal counseling, insurance conditions, group targeted programmes Services related to recruitment Services offered after recruitment Assisted recruitement services Candidate pre-selection, Interviews, skills assesment Employment Fora Professional and vocational trainings Skill enhancing trainings Programs enhancing professional activity – group tailored in partnership with training companies, NGOs and local municipalities Labour market analysis Copyright © 2009 Accenture. All rights reserved. Slovakia Services offered before recruitment Counseling No counseling re HR management and recruitement, information available re recruitment procedures, tips, legal conditions of employment, disabled workers (possibility to accomodate the work post) Partnerships: With private companies in Slovakia and abroad, particularily with regard to seasonal workers Vocational and professional trainings – in partnerships with secondary and post-secondary schools E-learning tools also available Copyright © 2009 Accenture. All rights reserved. 40 Services related to recruitment CV/Offers database and notice boards in local agencies Assisted recruitement: Candidate pre-selection, both at the initiative of employers and agencies Interviews and skills assesment Services offered after recruitment Employment case study final report and recommendations Spain Services offered before recruitment Vocational training: regional list of training institutes available on line Legal counselling Services related to recruitment Services offered after recruitment Online CV database. 1433 job offers on RedTradaj@ Video tutorials to assist enterprises on using the CV Database and recruitment strategies Assistance and legal counselling on recruitment of non-national workers Candidate selection Job placement of people with disabilities Web application to notify employment contracts (Contrat@) Copyright © 2009 Accenture. All rights reserved. Sweden Services offered before recruitment Internship. Max 6 months. Not subsidized. Work training for max 6 moths. Enterprise helps training jobseeker to fulfil tasks against subsidies. 41 Services related to recruitment CV/Offer Database. Post adds or search among 150.000 CVs. Upload logo, manage e-mail communication, see no of add views Internship for employees in danger of being fired. Substitute database Support in adaptation of work tasks for employees with reduced working capacity Keep in touch programmes. Enterprise offers temporary place to jobseeker to prevent exclusion from labour market. Subsidized. Max. 6 months. Culture and Event database Testing of work capacity under adapted conditions. Subsidized. Max 12 months. International Recruitment Sector-targeted education if scarce labour. Enterprise can chose candidates if guaranteed recruitment. Arts and Graphics database Shipping/Offshore database Job Forums general or with w/ preselected candidates Subsidized salary for jobseekers that have been unemployed more than 12 moths Flex job and subsidized salary Copyright © 2009 Accenture. All rights reserved. Services offered after recruitment Requalification in connection with large firing rounds Employment case study final report and recommendations Switzerland Services offered before recruitment Legal counselling Apprenticeships organised by RPOs Placement of candidates on trial period (6 months) Services related to recruitment Services offered after recruitment CVthèque (5395 offers). Regional Placement Offices: handling of job offers published by enterprises Specialized counsellors segmented according to job profile qualification; sector of activity; duration of employment contract Cash incentive to enterprises to hire workers (max 6 months, 40% of the salary paid by the Region on a regressive basis) Placement of short term candidates Copyright © 2009 Accenture. All rights reserved. 42 The United Kingdom Services offered before recruitment Counselling on recruitment need on legal matters Training support : NEW DEAL The employee has a personal adviser who provides support until he is ready for work. The adviser assesses the skills and experience and provides career advice and practical help. The aim is to ensure he is employable, motivated and right for the job Services related to recruitment CV/Job offer data base 1,500,000 job searches/ day An enterprise can advertise its job offer through internet with “employer direct online” or the phone. The employer has the total control of his offers. Segmentation Cash incentive depending on the sector: adult social care and hospitality, leisure and tourism, and retail. Special services directed to help with redundancies Try before you hire: The UK has a system of work trial – The employer can try an employee for a month before deciding to hire him or not Copyright © 2009 Accenture. All rights reserved. Services offered after recruitment Local Employment Partnerships: A deal between Government and business to tackle the increasing recruitment needs and skills challenges of the labour market and economy Employment case study final report and recommendations 2) Overview of the benchmarking exercise with private agencies Private agencies covered: - Cadremploi Experteer Keljob Manpower Monster Randstad Cadremploi 43 Services proposés en amont du recrutement Services liés au recrutement CVthèque CVaden regroupant l’ensemble des CV de demandeurs d’emploi déposés sur Cadremploi.fr et Keljob.com (àpd 390€ pour 50 CV) Dépôt d’offre en ligne (annonce express : 820€ HT) Multidiffusion: toute offre publiée sur Cadremploi.fr est diffusée dans la rubrique Emploi de sites partenaires (LeFigaro.fr, LExpress.fr, etc.) Diffusion régionale ou Nationale E-mailing ciblé Assistance aux recrutements internationaux grâce à un réseau de sites partenaires Copyright © 2009 Accenture. All rights reserved. Services proposés en aval du recrutement Service d’assurance de la période d’essai du candidat nouvellement recruté contre une éventuelle rupture de contrat Employment case study final report and recommendations Experteer Services proposés en amont du recrutement Services liés au recrutement Services proposés en aval du recrutement Après inscription, accès gratuit à 400 000 profils de candidats à travers l’Europe Profils de haut niveau: cadres, managers, ingénieurs… (rémunération espérée par le candidat: minimum 50K€/an) Diffusion d’offres d’emploi sans frais à l’échelle nationale et internationale Copyright © 2009 Accenture. All rights reserved. Keljob 44 Services proposés en amont du recrutement Kelformation.fr Moteur de recherche des offres de formation, 40000 formations disponibles (Site lié au Keljob) - Formation initiale - Formation continue - Formation en alternance Listes des organismes de formation, écoles et universités, centres d'alternance Services liés au recrutement Dépôt d'offre en ligne, prix variables selon les conditions d'accès (offres spéciales pour grande nombre des offres) Multidiffusion – keljob.fr et les sites partenaires (media électronique, papier etc.) Consultation de CVs – l'accès varie selon le prix (890 – 24000EUROS) Communication des offres. Diversifié selon des modalités choisis Kelstage.fr – site spécialisé dans les offres de stage Copyright © 2009 Accenture. All rights reserved. Services proposés en aval du recrutement Employment case study final report and recommendations Manpower Services proposés en amont du recrutement Services liés au recrutement FILIALES MANPOWER Manpower Professional Égalité des chances: Accompagnement des personnes éloignées de l'emploi Recrutement par approche directe de cadres supérieurs: Nouvelles compétences: Développement des compétences par la formation: Formations packagées Formations spécifiques Formations personnalisables Formations d'intégration Formations d'évaluation Services proposés en aval du recrutement Manpower Right Management: Outplacement et accompagnement Reporting hebdomadaire de l’avancée de la recherche Développer les compétences présentes et futures Alignement stratégique Pilotage de la stratégie de recherche ajustable à tout moment Optimiser l'adhésion, l'engagement et l'efficacité des collaborateurs Orientation & Transition Séminaire de développement personnel pour les candidats recrutés Copyright © 2009 Accenture. All rights reserved. Monster Services proposés en amont du recrutement Gestion des candidatures Gestion de carrière Coaching Données du marché du travail 45 Services liés au recrutement Accès à la Cvthèque national et régional Outils de classification des offres dans les dossiers et sousdossiers Audience+ - diffusion des offres auprès d'audience ciblée Gestion de RH, guides en ligne Méthode de teste d'évaluation des compétences Travail des handicapés Copyright © 2009 Accenture. All rights reserved. Services proposés en aval du recrutement Gestion de RH Guides en ligne Conseil légal en cas de licenciements Employment case study final report and recommendations Randstad Services proposés en amont du recrutement Services liés au recrutement Audit des besoins de recrutement de l'entreprise Consultants spécialisés par métier ou par secteur d'activité Conseils sur méthode pour un recrutement optimisé Annonce, approche directe ou exploitation de Cvthèque Pack Sourcing (=gamme complète de supports presse et Internet régionaux ou nationaux, pour attirer les meillleurs candidats + support à la rédaction de l'annonce par un spécialiste du sourcing) Rapport hebdomadaire écrit de l'état d'avancement de la mission Pilotage multi-sites (=Centralisation des commandes en un point de traitement unique suivi par une équipe dédiée) Services proposés en aval du recrutement Controle du bon déroulement de l'intégration du nouveau collaborateur à travers des points réguliers avec lui et avec l'entreprise Accompagnement des entreprises dans l'évaluation de leurs collaborateurs dans le cadre de mobilité interne E-flex (=gestion en ligne du recrutement des intérimaires) Copyright © 2009 Accenture. All rights reserved. 46 Employment case study final report and recommendations 3) Overview of the new services and measures proposed DEVELOPMENT AND IMPROVEMENT OF SERVICES TO ENTERPRISES CLIENT ORIENTATION MAINSTREAMING OF SERVICES (1/4) MEASURE: Common Code of Conduct & Electronic tool for internal use Scope: Transversal. Source and rationale: Seminars on Services to Enterprises organised in the framework of Working Group of PES by the European Commission in 2008 and 2009. The need was identified to improve and strengthen the relations and communication between clients and PESs in view of professionalization (commercialization) of relations with the client through continuous communication and follow-up. Enterprise benefit: - Stable and continuous contact with Pôle emploi - Benefit from follow-up checks-up of the job seekers placed - Access to competitive free-of-charge services PES benefit: - Improvement of the image and legitimacy among enterprises to create/collect more job-offers - Better implementation of services - Avoiding redundancies and inefficiencies in the work of various PES consultants - Building and maintaining long-term and stable relationships with clients/better access to informal networks Details and Tools: - Common code of conduct for counsellors in their relations with the clients. The code should provide a common framework for all Pôle emploi employers in all of their undertakings with the enterprises and at all stages of services they offer - Electronic tool for internal use – to be filled in along the contacts Each enterprise has one file, very detailed with: o Knowledge on the sector and specific facts on the enterprise o List of all the contacts / name of counsellor in charge / what has be done o After a recruitment: A reminder to tell the counsellor that he has to call the client back in order to do the follow up and few months later another reminder in order to keep the link with the enterprise (know about the perspective of recruitment) by e mail or phone call Feasibility/time horizon: Short term for code of conduct – Medium/Long term for electronic tool (need for developing a new tool) 47 Employment case study final report and recommendations CLIENT ORIENTATION MAINSTREAMING OF SERVICES (2/4) MEASURE: Better and Systematized Communication of existing services Scope: Transversal. Source and rationale: Measure developed to respond to one of the biggest challenges of the Pôle emploi – negative image and insufficient communication of the services offered. Enterprise benefit: - recognition and better awareness of the offer of services constitutes an incentive for enterprises to use free of charge services offered by Pôle emploi PES benefit: - Improvement of the image and legitimacy among enterprises to create/collect more job-offers - Gaining a larger share of the market - More effective collection of offers Details and Tools: - Better communication of actually service offer to agents internally, production of clear manuals which gives a clear overview, and allows to study the detailed modalities of individual services. - Strengthening of the marketing and communication strategy externally via a multichannel strategy. 1) agents are aware of the service offer and can communicate it consistently and proactively in person and via phone 2) a clear presentation of the services on the webpage 3) more pro-active measures as brochures/posters etc. - Development of sustainable networks between employers Feasibility/time horizon: Implementation starting from short term, but mainstreaming through medium and longterm 48 Employment case study final report and recommendations CLIENT ORIENTATION MAINSTREAMING OF SERVICES (3/4) MEASURE: Categorization of client groups Scope: pre-recruitment, recruitment phase and post-recruitment Source and rationale: Based on findings from the Seminars on Services to Enterprises organised in the framework of Working Group of PES by the European Commission in 2008 and 2009. The need was identified take into account for all services offered to enterprises specific needs: categorization going beyond the industry sector in which they operate and to tailor them accordingly. Enterprise benefit: - Services offered better adapted to the specific needs of the enterprise - Anticipation of future employment and training needs PES benefit: - Increased efficiency in service provision/job-collection - Expertise building - Better anticipation of the labour-market needs → better effects in fighting unemployment and preventing lay-offs Details and Tools: Segmentation based on e.g. following criteria: - Size /existence of an HRM- department - Reach-out (nationwide operating employers vs. local employer, - Frequent users vs. potential customers - The labour market situation (sufficient skilled supply versus shortage of skilled workforce). Feasibility/time horizon: Medium term 49 Employment case study final report and recommendations CLIENT ORIENTATION MAINSTREAMING OF SERVICES (4/4) MEASURE: Flexibility of agents and tailor-made tools Scope: Transversal. Source and rationale: General practice in Scandinavian countries. Enterprise benefit: Access to tailor-made, effective and relevant services. PES benefit: - Attract enterprises and job-offers for all groups of job-seekers - Ensure effective use of resources Details and Tools: - PES consultants have autonomy in adapting time-lines, amount of subsidies within predefined ranges, amount of follow up towards specific enterprises, combining various types of services in tailor-made programmes etc. Feasibility/time horizon: Medium term 50 Employment case study final report and recommendations ENTERPRISE CONSULTANTS MEASURE: Specialized Full-Time Enterprise Consultants Scope: Transversal. Source and rationale: Danish and Norwegian PES put in place mobile teams dedicated exclusively to dealing with enterprises. Enterprise benefit: - Increased efficiency and speed in contacts with PES - Access to more relevant services - Better understanding of recruitment and other needs in PES - Employers prefer a fixed contact person within the PES - offering account managers on regional and/or sectoral level PES benefit: - Better efficiency - Focus on collection of offers - Assures that the enterprise-service function is not crowded out by provision of services to job-seekers Details and Tools: - Enterprise Consultants dedicated to servicing enterprises on a full time basis - Consultants coached in enterprise relationships (and possibly sectorspecifically)/recruited with private sector background - Assignment of consultants to related sectors according to demand/regional presence (in charge of both incoming offers/requests and contacting “Entreprises dormants” - Personalization of enterprise relationship as far as possible – assignment of a main responsible consultant for each enterprise. - Launching of a “Force de prospection” which supports sector specialization and a regional reach e.g. mobile enterprise-consultants who visit enterprises to propose services/establish contacts or partnerships/collect offers/place the job seekers (CVs provided by local agencies according to sector)/promote poleemploi. - Possibility to allocate personalised consultants to the enterprises in difficulty Feasibility/time horizon: Medium term 51 Employment case study final report and recommendations SPECIALIZATION OF CONSULTANTS MEASURE: Internal Training Programmes for Counsellors by Professional Organizations Scope: Pre-recruitment phase. Source and rationale: Need for specialization of the counsellors and of increasing their knowledge of different professions across sectors in the feature of the Dutch employment services. It's one of the findings of the two Seminars on Services to Enterprises organized in the framework of Working Group of PES by the European Commission in 2008 and 2009. Enterprise benefit: - Counsellors who “speak the language of the enterprises” - Better matching of the skills of the job-seekers and those sought for by the employers - Better matching of the trainings and re-skilling offered by the Pôle emploi PES benefit: - Better understanding of the specific sector requirements → more successful and sustainable placement - Improvement of credibility and legitimacy of Pôle emploi → development of more sustainable contacts with enterprises - Increasing market share Details and Tools: Trainings for the counsellors of Pôle emploi on the different professions to be provided for by the Professional Organizations or Chambers de Métiers Feasibility/time horizon: Short term 52 Employment case study final report and recommendations NEW SERVICES TO ENTERPRISES REGIONAL AND SECTOR BASED SERVICES (1/3) SERVICE: User-Friendly Labour Market information Database Scope: Pre-recruitment phase. Source and rationale: Inspired byemploi Québec online service. Enterprise benefit: - Enterprises are able to more easily formulate their job offer and stipulate requirements based on available skills information - Enterprises can better determine the salary to offer - Enterprises can easily verify the formal requirements to exercising a given profession - Enterprises can easily find out about training opportunities in their region PES benefit: - One stop shop – good quality of information provided makes provision of services more efficient and saves time of counsellors - Better informed employers post offers which match better the profiles of jobseekers - Preventive measure Details and Tools: - An online database bringing together, in a user-friendly, aggregated and systematized way all data on the labour market - E.g. demographic information; labour-force information; skills and educational information; formal and professional requirements for a given profession/ region etc. - Data available is presented in an accessible way to non experts and is up to date. Feasibility/time horizon: Link with sectoral platforms – short term 53 Employment case study final report and recommendations REGIONAL AND SECTOR BASED SERVICES (2/3) SERVICE: Organization of Regional-Sectoral Cooperation for Sustainable Employment and Anticipation of Long-Term Labour Market Needs Scope: Transversal with emphasis on pre-recruitment. Source/rationale: Idea based on local/sectoral cooperation initiatives in the Netherlands. Enterprise benefit: - Access to high-quality labour market analyses on employment situation, conditions and prospects in a given region - Network building with other actors concerned, fostering agency of employers - Possibility to identify and make the employment and training needs be heard and tackled - Enterprises benefit from adjustment and training measures offered PES benefit: - Sustainable employment, particularly in sectors expected to face labour-shortage in the future - Development of client networks in a locality - Gaining expertise in the labour market sector - Strengthening of local presence Details and Tools: - PES acts as organizer and moderator of cooperation between all actors concerned from one sector in a given region o E.g. Health care, Retail etc. o E.g. local PES agency, local employers, professional organisations, chambers of commerce, educational facilities and statistical offices - The appropriate unit carries out research: gathers statistics, demographic analyses, organizes focus groups with employers to identify their needs, organizes focus groups with employers, professional organisations and training facilities to establish a common strategy. - Based on research HRM counselling could be developed - PES also works in partnership with the ministry of education in order to think about the qualifications needed in the future. PES intervenes in schools (secondary/professional level) with enterprises to provide information on the labour market needs. Feasibility/time horizon: Need to develop partnerships – Medium term (long term for partnership with the ministry of education) 54 Employment case study final report and recommendations REGIONAL AND SECTOR BASED SERVICES (3/3) SERVICE: Sectoral Enterprise Network Scope: Pre-recruitment phase. Source and rationale: Several enterprises identified this as potentially benefiting, especially SMEs who do not have an HR-department. Enterprise benefit: - Network for exchange of best practices and expertise - Access to qualified labour via informal channels PES benefit: - Organisation of platforms for enterprises gives Pôle emploi access to networks and results in better collection of offers and consequently better placement of job seekers - Fostering of pro-activity and agency of job-seekers by promoting development of social networks Details and Tools: - Organize meetings on a sector basis / Seminars to bring the employers together - Developing tools on internet: JOB FORUMS on internet for young people and SMEs which don’t have a website - Offer a page for enterprises on the PE website – give the possibility for the enterprise to present themselves, what they are doing, maybe describe the jobs they offer Feasibility/time horizon: Enhance PE ability to be a group moderator -Short term 55 Employment case study final report and recommendations TEMPORARY WORK SERVICES (1/2) SERVICE: Simplification of administrative procedures for short term contract workers or substitutes to enterprises Scope: Pre-recruitment phase/Recruitment phase. Source and rationale: Many PMEs identify temporary work agencies as their main recruitment channel. Similar services are provided in Denmark and Norway. Enterprise benefit: - Support to cover temporary labour needs - A flexible and highly valued recruitment channel, which allows for an authentic assessment of a potential employee. PES benefit: - Jobseekers maintain contact with the labour market - Jobseekers can improve their qualifications/ experience and collect recommendations while looking for a permanent job (incl. students with relevant education but no working experience) - Jobseekers get access to the informal recruitment channel Details and Tools: Simplification and rationalisation of the procedures for temporary workers in specific sectors in which urgent recruitment is needed such as the building and the hospitality sectors Improve the communication on the existing simplified service and develop it with tools like texts sent by mobile phone in order to alert the job seeker of a new offer. Feasibility/time horizon: Short term 56 Employment case study final report and recommendations TEMPORARY WORK SERVICES (2/2) SERVICE: Provision of online scheduling tool for employers of substitutes, temporary and part-time workers Scope: Pre-recruitment phase/Recruitment phase. Source/Rationale: A service provided in Norway. Enterprise benefit: - Support to anticipate and prevent temporary labour needs - Easy access to pool of qualified temporary workers - Reduction of work load of current employees PES benefit: - Jobseekers maintain contact with the labour market - Jobseekers can improve their qualifications while looking for a permanent job (incl. obtain recommendations) - Jobseekers get access to the informal recruitment channel Details and Tools: - Provision of online scheduling system for sectors with a high degree of part-time workers or rota systems where full time employees, part time employees and qualified job-seekers get access to fill in availabilities/book working hours. - Especially suitable for the health-sector, retirement homes, kindergartens etc. Feasibility/time horizon: Problematic for specific sectors - Medium term 57 Employment case study final report and recommendations POST RECRUITMENT FOLLOW-UP (1/2) SERVICE: Pro-active follow-up and support services Scope: Post-recruitment phase. Source and rationale: Services provided in Scandinavian countries. Enterprise benefit: - Reduced costs by ensuring fast and successful integration of new employee (especially for SMEs) PES benefit: - Ensures sustainable recruitment – helps retaining newly employed in work. - Prevents weakening of job-seekers self-confidence by fast return to unemployment. - A feedback mechanism for future recruitments. Details and Tools: - Follow-up is planned depending on individual needs of employer/employee. - Consultant contacts enterprise on the second working day; on this basis further follow-up is planned. - PES consultant is proactive in solving any emerging problems and provides needbased assistance in various forms (see Financial and Support Services for vulnerable groups for a fan of tools) - Consultant contacts enterprise 3-6 months after successful follow-up period is finished. Feasibility/time horizon: Budget and time (need to redefine counsellors’ tasks) constraints – skills updatedeveloping new tools - Long term 58 Employment case study final report and recommendations POST RECRUITMENT FOLLOW-UP (2/2) SERVICE: Mentor function Scope: Post-recruitment phase. Source and rationale: Service provided in Denmark. Enterprise benefit: - Reduced costs of ensuring fast and successful integration of new employee (especially for SMEs) - Ensures sustainable recruitment – helps retaining newly employed in work. - Prevents weakening of job-seekers self-confidence by fast return to unemployment. PES benefit: - Ensures sustainable recruitment – helps retaining newly employed in work. - Prevents weakening of job-seekers self-confidence by fast return to unemployment. Details and Tools: - PES covers expenses of assigning an internal mentor or hiring an external consultant (especially for PMEs with few free hands) who assists in integration and training of a new employee beyond what is normally expected by the enterprise. Feasibility/time horizon: Fewer constraints than in the previous one- Medium term 59 Employment case study final report and recommendations HRM COUNSELLING SERVICES (1/6) SERVICE: Work Ability Index - Online survey on working conditions, perspectives, problems faced Scope: Post-recruitment phase. Source and rationale: Sustainable employment measure first created in Finland. Work Ability Index is in use in the Netherlands, particularly in the sectors with labour market shortage and applied to seniors. Enterprise benefit: - Better management of HR and improvement of working conditions, efficiency in view of achieving sustainable employment - Quick identification of training and re-organisational needs - Conflict solving measure and internal communication tool, anonymous and easy and accessible - Doesn't require additional financial or staff resources PES benefit: - cheap and easy to adapt tool which could lead to lay-off prevention, sustainable employment → lower unemployment (preventive measure) Details and Tools: Online survey tool easily accessible, anonymous and open to all employees. Tool has to be adapted to the conditions and needs of employer generates reports on training and accommodation needs especially re seniors employers or in dynamic labour sectors. Feasibility/time horizon: PE non legitimate to act alone: has to lead a network of partners - Short term for experimentation in two sectors having difficulties and medium/long term for generalization – 60 Employment case study final report and recommendations HRM COUNSELLING SERVICES (2/6) SERVICE: Online idea bank on state of the art HRM and Healthy Working Environment Scope: Post-recruitment phase (with indirect pre-recruitment benefits) Source/Rationale: Well developed initiative from Norway. Guided tour: www.idebanken.org Enterprise benefit: A service to help enterprises (especially SMEs) create a better working environment and thereby: - avoid loss of experienced employees - avoid costs of high turnover - increase productivity of employees - improve their CSR image Details and Tools: - An online site and search engine, which gives enterprises access to experience based and research based knowledge on HRM and how to create an inclusive working life in the form of best practices, fact sheets, research reports, enterprise examples and implementation plans. Systematized according to: o Sectors w/ enterprise examples links to related research, themes, other similar projects etc. o Regions w/enterprise examples links to related research, themes, other similar projects etc. o General themes (working environment; ethnical plurality; physical activity; pregnancy; psychological health; disabilities; senior policy; sick leave) –> links to related research, themes, enterprise examples etc. - PES is responsible for o Collecting the experience and research based knowledge via visits to enterprises, internet search, publications, information and reporting systems of the social partners,, reports from experiments and research projects o Evaluating and systematizing the experience and research based knowledge o Communicating the experience and research based knowledge via internet, conferences and seminars, industry magazines, e-mails Feasibility/time horizon: Short term but need for enterprises’ involvment 61 Employment case study final report and recommendations HRM COUNSELLING SERVICES (3/6) SERVICE: “Personal” consultants in Healthy Working Environment Partnerships Scope: Transversal. Source/Rationale: Successful partnership agreement from Norway. 58 % of all Norwegian employees work for a partnership-enterprise, 36% in the private sector. Personalization of consultants can also be found in Denmark w/o partnership conditionality. Enterprise benefit: A service to help enterprises (especially SMEs) create a better working environment and thereby: - avoid loss of experienced employees - avoid costs of high turnover - increase productivity of employees - improve their CSR image PES benefit: - A service which helps prevent expulsion from the labour market - Improvement of tangible macro-economic goals - Vulnerable groups are kept in the labour market incl. physically/mentally ill, disabled, employees with reduced working capacity, seniors etc. - Flexible solutions and support for current employees might reduce barriers to hiring new employees with similar « compensated disadvantages Details and Tools: All partnership enterprises get an individual consultant from a specialized regional PES center for Healthy Working Environment who: - assists the enterprises in defining individual goals and action plans to achieve a better and more inclusive working life - organizes and follows up on any initiative taken within the framework of the partnership e.g. developing a senior policy for senior employees, hiring employees from vulnerable groups etc. Feasibility/time horizon: Need for change of culture - Medium/long term 62 Employment case study final report and recommendations HRM COUNSELLING SERVICES (4/6) SERVICE: Healthy Working Environment Hot Line Scope: Post-recruitment phase. Source and rationale: A service provided in Norway. Enterprise benefit: - Immediate access to professional advice on difficult situations in the enterprise. - Helps enterprises avoid loosing experienced employees, avoid costs of high turnover, and improve employee satisfaction/productivity. PES benefit: A service which helps solve conflicts and difficulties at work and prevent expulsion from the labour market. Details and Tools: - A hot Line staffed by trained consultants with professional experience (possibly outsourced service - Targets employers (and employees) with questions about difficult situations relating to e.g. conflicts or harassment among employee; employees with psychological or health issues, employees who suffer from burn-out, employees who are late or unreliable; firing rounds, etc. - Counselling on daily situations or more generally about rules and legislation. - Extensive opening hours e.g. all Monday - Thursday Feasibility/time horizon: Need for skills update - Medium term 63 Employment case study final report and recommendations HRM COUNSELLING SERVICES (5/6) SERVICE: Counselling and support services for business start-ups Scope: Pre-recruitment phase. Source and rationale:emploi Québec (Coaching de gestion). Help future employers to start their own enterprise and devise it in a sustainable way. The idea is for it to survive the 5 years average life period of start-ups. Enterprise benefit: - The entrepreneur can benefit from counselling provided on how to streamline the organization of their enterprises and ensure their sustainability; - Access to multidimensional experience of Poleemploi counsellors and PES's information resources on the local labour market. PES benefit: - Achievement of tangible macro unemployment/increased employment economic goals of reduced Details and Tools: - Counselling to candidates who want to set up their own enterprise (i.e. assistance in the development of a business plan) - Counselling to employers who face organizational problems threatening the long term sustainability of the company (eg. Counselling on RH, strategic planning) - Create partnerships between employers to overcome temporary difficulties (eg. foster contacts and exchange of experiences between self-employed entrepreneurs) Feasibility/time horizon: Need for skills update and new tools – Medium/long term 64 Employment case study final report and recommendations HRM COUNSELLING SERVICES (6/6) SERVICE: Counselling on Human Resources Management Scope: Post-recruitment phase. Source and rationale:emploi Québec . Establish trusty and durable relationship with the client enterprises. Enterprise benefit: The enterprise is being helped in developing a strategic organizational plan to manage its workforce and ensure the current employees stay in the company. PES benefit: PE makes sure already placed employees keep their jobs, thus improving the public image of the organization (both in the face of candidates and client employers). Details and Tools: Service primarily targeted to SMEs that do not have a RH department. It can be divided in the following: - enterprise assessment - strategic planning - design of implementation plan The expertise provided by PES counsellors should revolve around the following themes: - work organization (description of job profiles, the relationships between them and their structure; roles and responsibilities; leadership and decision-making) - improve work performance (management of workload, working teams cohesion, motivation of the workforce) - planning and delivery of recruitment procedures (needs assessment, long-term HR management, integration in the workplace, provision of training, planning of turnovers) - improve working conditions (work environment, communications to employees) This service can expand to providing assistance on how to set up a HR department (or a Head of HR) within the enterprises Feasibility/time horizon: Need for skills update and new tools – Medium/long term 65 Employment case study final report and recommendations SERVICES WITH A SOCIAL DIMENSION (1/2) SERVICE: Match group assessment system - financial and support services to enterprises hiring or retaining “vulnerable” employees Scope: Recruitment- phase/ Post-recruitment phase. Source and rationale: Services provided in Scandinavia. Enterprise benefit: - Logic of compensation: making the « worth » of hiring a vulnerable employee on par or above that of hiring a « normal » employee. - Marketing, branding and CSR value for the enterprise by facilitating a socially responsible hiring policy PES benefit: - Preventing exclusion from the labour market and ensuring sustainable recruitment of vulnerable employees, i.e. physically/mentally ill, disabled, employees with reduced working capacity, seniors etc. - Improvement of tangible macro-economic goals - Flexible solutions and support for current employees might reduce barriers to hiring new employees with similar « compensated disadvantages Details and Tools: - PES guarantees coverage of any costs and the provision of necessary assistance to compensate any « mismatch « between an employee and the requirements of the labour market. - ONE contact person responsible for the tailor-made preparation and follow up - Based on a systematic identification and assessment of a job-seekers’ working capacity and need for assistance to obtain/retain sustainable employment. o Match-Group Assessment System : how well does the job-seeker match the labour market and what is needed to create a match ? - A tailor made programme which combines flexible tools adjusted towards individual needs is designed: o Financing of adaptation of physical environment o Coverage of all expenses and organization of medical treatment or rehabilitation, internal or external mentor, and of occupational therapist making workplace visits and assessing potential adaptation measures, preparatory coaching, job training, qualification training in work-related and social skills, language courses, etc. o Advice and guidance to employer o Gradated or active sick leave pay o Grants for coaching for companies in restructuring or structural problems Feasibility/time horizon: Emphasizing the existing services and a change of scope – Long term 66 Employment case study final report and recommendations SERVICES WITH A SOCIAL DIMENSION (2/2) SERVICE: Financial and support services to enterprises providing temporary jobs for “vulnerable” employees Scope: Pre-recruitment phase. Source and rationale: Services provided in Scandinavia. Enterprise benefit: - « Cheap labour » - CSR, Marketing and Branding value of participating in social programmes - Possibility to « test » before hiring PES benefit: - Enable vulnerable job-seekers to better match labour market by obtaining experience and/or recommendations, improving qualifications, gaining selfconfidence at work etc. - Access to informal recruitment networks - Allows vulnerable job-seekers to test their working capacity Details and Tools: - Organization of various types of temporary jobs for job-seekers or employees on sick-leave. o Internships, Apprenticeships, Test places etc. - Development of a tailor-made plan for the learning objectives of the temporary employee with the assistance of a PES consultant. - The PES consultant evaluates and ends any collaboration with an enterprise if there are signs of abuse. - A tailor made programme is designed combining flexible tools adjusted towards individual needs: o For example of tools see “Financial and support services to enterprises hiring or retaining “vulnerable” employees” Feasibility and time horizon: Emphasizing the existing services but also a change of scope – Long term 67