106 Report 1 4 Good Draft01

Transition Report
Selected Good Practices
www.pes-benchmarking.eu Report 1.4 June 2009
Synthesis Forschung Gonzagagasse 15/3 1010 Vienna Telefon +43 1 310 63 25 Fax +43 1 310 63 32 E-Mail office@synthesis.co.at http://www.synthesis.co.at
metis Donau-City-Strae 6 1220 Vienna Telephone +43-1-997 1570 Fax +43-1-997 1570-66 E-Mail office@metis-vienna.eu http://www.metis-vienna.eu
Preface
Preface In autumn 2002, representatives of several European public employment services met to set up a Working Group on PES performance indicators; the group mandated the AMS, the Austrian Public Employment Service, to approach the European Commission with respect to financial support. Starting with four public employment services, the Working Group has grown to 15 Participating Members during three stages of project development (each of which has received financial support from the European Commission). The mandate given to the Working Group by the Heads of PES asks the Participating Partners to draw up a list of selected performance indicators, to build a data base for those indicators, to establish a benchmarking procedure bearing the different contexts in mind under which the public employment services operate and to organize an exchange of good practices. In order to achieve their ambitious tasks, the Participating Partners asked the Austrian AMS to assume the responsibility of project leader and secretariat for the Working Group. The project leader, AMS Austria, regularly consulted a Co-ordination Group in which the representatives of VDAB (Belgium/Flanders), UWV (the Netherlands) and ESS (Slovenia) offered their advice. A group of consultants (metis and Synthesis Research) was selected (on the basis of a tender) to prepare the decisions taken by the Participating Partners and to document the results achieved.
Preface
Having achieved the tasks set, the Working Group finds itself in a period of transition: During the previous stages of the project, much effort had to be put into developing a standardized format on how to proceed. Now it is a matter of continuing and of enlarging the membership of the Working Group; ideally, all EU Member States should join the Working Group. So far, the following PES have been represented in the Working Group: Arbeitsmarktservice AMS Austria Brussels Observatorium van de Arbeidsmarkt en Kwalificaties Studiedienst - Actiris Belgium/Brussels Vlaamse Dienst voor Arbeidsbemiddeling en Beroepsopleiding VDAB Belgium/Flanders Croatian Employment Service HZZ Croatia Ministry of Labour Policy Department Finland Ple emploi France Bundesagentur fr Arbeit Germany National Employment and Social Office AFSZ Hungary Foras iseanna Saothair FS Ireland State Employment Agency NVA Latvia Lithuanian Labour Exchange LLE Lithuania UWV WERKbedrijf The Netherlands Central Office of Labour Slovakia Employment Service of Slovenia ESS Slovenia Arbetsmarknadsstyrelsen AMS Sweden
The project disposes of an online platform on http://www.pes-benchmarking.eu The following report does not necessarily reflect in detail the position taken by every single Participating Partner. It rather represents a view which seems acceptable to the Working Group as a whole.
For the team of consultants: Prof. Michael Wagner-Pinter Vienna, June 2009
Preface
Structure of the tranisition report The transition report is organized in a modular way. It consists of several reports. Each report addresses itself to a specific audience:
Overview
Has PES performance improved? (This Overview addresses readers who take a general interest in the project) Report 1.1: Benchmarking of PES Performance Indicators 2006 Report 1.2: Benchmarking of PES Performance Indicators 2007 Report 1.3: Benchmarking procedures: a longitudinal view Report 1.4: Selected Good Practices Report 1.5: Benchmarking of PES Performance Indicators 2006/2007. Indicator Q2 and its variant Reports 1.1 to 1.5 address the Participating Partners and the European Commission) Technical Note 2.1: Operational definition of performance indicators Technical Note 2.2: Measurement procedures (Technical Notes 2.1 to 2.2 address specialists (working with the Participating Partners or the European Commission) who wish to gain detailed insight into the procedures applied) PES Background and Content Information (Tasks 2007, quantitative information 2005 to 2007) (The PES Background and Content Information documents the scope and scale of activities of the participating PES). It should be noted that the Participating Partners reserve the copyright on the numerical information they have forwarded for benchmarking purposes. Whoever wishes to make public use of these data is asked to contact the project leader (AMS Austria) or the respective Participating Partners.
Reports
Technical Notes
Background Information
Copyright
Content
1 AMS Austria 1.1 1.2 1.3 Improving customer satisfaction Early interventions AMS as a learning organisation
7 8 13 17
2 Actiris Belgium/Brussels 2.1 3 HZZ Croatia 3.1 4 Ple emploi France 4.1 5 MEE Finland 5.1 6 FSZ Hungary 6.1 7 FS Ireland 7.1 7.2 8 LLE Lithuania 8.1 Public employment service on the internet Caseload Management External Guidance Support Service One step forward Finnish Public Employment Service Reform CAP VERS LENTREPRISE Analytical bulletin Services to employers
21 22
26 27
31 32
36 37
43 44
49 50 54
58 59
Content
9 UWV The Netherlands 9.1 9.2 9.3 10 ESS Slovenia 10.1 E-Counselling Work to Work mediation Competencies Atlas Talent 45+
63 64 69 74
78 79
Appendix List of Participating Partners Imprint 85 87
1 AMS Austria
1.1 1.2 1.3 Improving customer satisfaction Early interventions AMS as a learning organisation 8 13 17
AMS Austria
1 1.1 Improving customer satisfaction PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice Arbeitsmarktservice Austria Peter Oberbichler
++43 1 33178-507 peter.oberbichler@ams.at
Improving customer satisfaction
What is the goal of the good practice?
When was the good practice introduced?
Description of the good practice
Improving customer satisfaction by a mix of activities Collect the wishes and requirement of the customer regularly in a direct or indirect way measuring the customer satisfaction rate of job seekers and employers, using these results in the steering system, supervise the actions taken by the responsible management on federal and local level. Since the early 90th, the AMS is engaged in the discussion and promotion of activities to improve customer satisfaction Asking customers about there wishes and requirements The AMS has the policy to involve directly customer in important developments of the services (e.g. focus groups). On federal and local levels there are regular meetings with customers especially with employers, but also many examples of meetings with job seekers. These meetings are structured to different topics, the results influences the procedures of the organisation.
AMS Austria
General description of the good practice continued Description of the good practice - continued
An important role has the customer complaint system, the feed back of the customers are analysed and also influences the processes of the customer service Indirect customers are involved by there representatives which take a great part in the strategic decision processes of the AMS. Measuring the customer satisfaction rate The main tool in getting information on customer satisfaction is the CMS (Customer Monitoring System), a telephone survey by a professional independent research institute. The institute takes a random sample of actual customers. The survey consists of a mixture of questions with marks 1 (very good) to 6 (very bad), multiple choice questions and limited open questions. Job Seekers: Every 3 months 30 persons (who had any kind of contact to AMS) per local office (99 local offices) are asked: altogether 11.880 persons (50% women) per year in Austria, representative by age and qualification. Employers: Every 3 months 20 employers per local office (99 offices) who have posted a vacancy are asked (altogether 9.900 employers a year in Austria). The questions are defined along the structured AMS work processes. Additional to the CMS there are some other surveys for example the use of the internet, e-services and vocational guidance. There is a standardized report (for all organization on all levels), also are all results availably to all internal experts and the management. The standardized report contents a lot of statistical exercises (for example: How influenced a specific item the general satisfaction rate). Using the information in the steering system The results of the surveys are placed in the internet, defined important results are placed in the AMS-BSC, the major part of the weight within the BSC is given indicators of the customer survey. We dont measure the customer satisfaction rate within the central customer surveys on a individual basis (but this is done in some of the regions).
AMS Austria
General description of the good practice continued Description of the good practice - continued Supervision of the actions taken Regions with room for improvement are asked for special programs for improving there results. Also all regions reports regularly about there activities in this field. Also regularly are assessments in the regional head offices and the local offices about there concrete activities in improving customer satisfaction with a contract between the central head and the specific region, if the activities are not convincing. All PES employees (management and staff) in all units on federal and local level with direct or indirect contact with customers are involved in the action taken to improve customer satisfaction. According to the decentralization of the AMS Austria the main responsibility for taking actions is placed in the regions. The responsibility of the central head office is to monitor the activities and to set goals by the steering system. This is done in the Office for the board of directors. All customers of the AMS are addressed. C) All Customers of the AMS are (hopefully positive) affected by the practice
Who are the parties involved in this good practice?
How are the participants (or addressees) of the good practice selected? How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent
Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES?
A) All PES employees (management and staff) in all units B) The main survey (CMS) is carried out by an external institute.
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AMS Austria
Resources affected by the introduction of the good practice Which resources are made available to carry out the good practice as designed?
Beside the external costs for the customer survey (about 200.000 per year for the external research organization) we dont estimate the internal cost in this area. The actions taken by the management and staff are seen as normal work responsibilities.
Impact on core processes How does the good practice fit into the general strategy of the PES? Austria has a very long tradition in measuring customer satisfaction (since the early 90th). The decision on carring out customer surveys was influenced by the intention to build up a comprehensive data base for evaluation of the processes and services. The real importance within the AMS got measuring customer satisfaction with the establishment of quality management in the middle of the 90th. A) A) enhance the quality of a service provided? B) enlarge the customer base? C) cut the costs of the service provided? To some extant also B): Satisfied customers helps the AMS to get new customers especially by employers
The impact of the good practice was to
Consequences of implementing the good practice Has the good practice been evaluated by independent experts? A) yes, by independent experts on basis of an estimation B) yes, by independent experts on basis of data C) yes, by internal experts on basis of an estimation D) yes, by internal experts on basis of data E) no
B) The measurement of the customer satisfaction is seen as the evaluation of the activities carried out by the AMS staff. This measurement is carried out by the external research institute. The method was enhanced several times by feedback of the costumers and the staff and management. There are also checks on the data base (the interviews are recorded).
11
AMS Austria
Consequences of implementing the good practice - continued How have the employees of the PES perceived the introduction of the good practice in terms of their own performance and career?
In general the staff members and also the management on all levels perceive the surveys on customer satisfaction as very important. But some of the staff (years ago without customer targets a lot of the staff) see a contradiction between customer satisfaction and the business goals. Also there is to some extends criticisms of the results (especially if the are negative for these specific local office) but this has been the fact more in the beginning of working with customer surveys, now there is only few critic. The method of measuring customer satisfaction has been improved many times
Has the introduction of the good practice changed the perception of the quality of PES services by A) customers B) political decision makers C) the general public?
A) B) C)
How does the good practice affect directly or indirectly one of the performance indicators? Has there been scepticism among (external or internal) experts vis--vis the good practice?
The results of the customer surveys are performance indicators. See above: How have the employees of the PES perceived . Also some point for scepticism in this area is the fact that the results of customer satisfaction are influenced not only by the direct actions of the staff but also by many other facts not direct influenceable for the staff. Also it takes some time after taking actions that the results chances (quick to the worse but slowly to better results).
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AMS Austria
1.2 Early interventions
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice Arbeitsmarktservice Austria Claudia Galehr
++43 1 33178-508 Claudia.galehr@ams.at
Early interventions
To bring jobseekers as early as possible back to employment To fill vacancies as early as possible To keep spells of unemployment as short as possible To support transitions It was always a goal of AMS to support transitions to employment as early as possible and to keep spells of unemployment as short as possible, but we improved the processes during the last 10 years Early interventions is the mainstream strategy for all processes and organisational aspects regarding services for jobseekers. There have been goals for 10 years to prevent the transition to log-term unemployment. The whole organisation is build up according to the strategy.
13
AMS Austria
General description of the good practice continued Description of the good practice continued All local offices are organised in 3 areas according to the needs of jobseekers and with the aim to identify those with a bigger need for support as early as possible: info area for all those who want to get only information on prospective professions, vocational training, labour markets, vacancies etc without the need to register, als the self-service facilities are in this area. service area zone for all those who are unemployed and must register to claim for unemployment benefits. This is a one-stop-shop where the big majority of unemployed jobseekers get guidance, benefits, etc. according to their individual action plan. Those who are still unemployed after 3 months are transferred to the councelling area where they get more intensive support All staff in the front offices and the management by setting goals: To prevent long term unemployment
How are the participants (or addressees) of the good practice selected?
There is no selection as all jobseekers are adressees. Identifaction of jobready persons versus those in need of more support should be identified at the first interview at the latest one week after registration C) All jobseekers
How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent
Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES? A) as part of PES: the management by setting goals and all advisers in the local offices
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AMS Austria
Most important was the target setting, no extra resources were used. But part of the strategy was the reorganisation of local offices, the definition of coreprocesses and standardisation of sub-processes. for the adaptation of the organisational structure and the definition and identification of processes external support (consultants) were made available, also an evaluation was carried out. Also extra staff training was provided.
Impact on core processes How does the good practice fit into the general strategy of the PES? Early intervention is the strategy of the whole organisation.
The impact of the good practice was to A) enhance the quality of a service provided? B) enlarge the customer base? C) cut the costs of the service provided?
A) to enhance the quality of services provides and B) cut the costs of the service provided as the duration of unemployment spells is decreasing
D) by internal experts on basis of data: duration of spells of unemployment decreased: (2008 88 days on average), Long-term unemployed (over a year) disappeared more or less that we had to change the indicator of long term unemployed some years ago into long-term jobless persons which includes all persons who have not been employed during one year for more than 60 days (without interruption) regardless if they have been in active measures like trainings etc
15
AMS Austria
To act as early as possible was perceived very well as the performance improved. The best offices are awarded every year the staff gets some bonuses. On the other hand there was in the beginning a part of offices and colleagues who forced transitions to useless trainings in order to achieve the targets. Yes by all groups, clients as well as political decision makers and the general public.
How does the good practice affect directly or indirectly one of the performance indicators?
Average spells of unemployment decreased, long-term unemployed more or less disappeared.
Has there been scepticism among (external or internal) experts vis--vis the good practice?
Some internal scepticism to have to few resources for strong activiation services at the very beginning and at the same time for those who really are in need for more intensive support (and in need of more personal and financial resources). Finally we got more staff beginning of 2008
16
AMS Austria
1.3 AMS as a learning organisation
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice
Arbeitsmarktservice Austria Peter Oberbichler
0043 1 33178-507 peter.oberbichler@ams.at
AMS as a learning organisation
Improving the result of the AMS (business results, process efficiency, customer satisfaction, staff satisfaction, better perception of the AMS by the society) by a constant and continues improvement of the management processes and service processes on all levels of the organisation. The different interests of all interest partners (customers, staff, owner, partner, society) are to be adjusted in a balanced way. Since the early 90th, in a structured way since 1999 with the introduction of quality management (EFQM-Model) in the whole organisation All PES employees (management and staff) in all units on federal and local level. According to the decentralization of the AMS Austria the main responsibility for taking actions is placed in the federal regions The responsibility of the central head office is to analyse the situation (regular assessments), set up central projects for improvements, monitor the activities and to set goals for the federal regions by the steering system. The main activities on central level in this field are done in the Office for the board of directors. To some extend external experts are involved in the projects
17
AMS Austria
General description of the good practice continued How are the participants (or addressees) of the good practice selected? How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent A) All PES employees (management and staff) in all units B) To some extend there are extern assessments of the AMS (participation in the Austrian Quality Award according to the EFQM-Model). All customers of the AMS are addressed. C) All Customers of the AMS are (hopefully positive) affected by the practice.
Beside the external costs (in average about 10.000 30.000 per year for the external support) we dont estimate the internal cost in this area. The actions taken by the management and staff are seen as normal work responsibilities.
Impact on core processes How does the good practice fit into the general strategy of the PES?
The improvement of the AMS by using quality management tools is part of the written and contracted Long Term Plan of the AMS as basis for the actions taken for next 3-4 years.
A)
B) To some extant also B). Satisfied customers by a better service helps the AMS to get new customers especially by employers
18
AMS Austria
A), B), C), D) There are regularly internal and external assessments (every two or three years) with a mix of evidence based date and estimation of the processes.
19
AMS Austria
At the beginning working with the QM-Model, the scepticism was very great by the middle management of the organisation. Many members of the middle management had to rethink there role in the organisation, there management attitude and behaviour. The middle management now had to see themselves as part of the management of the organisation with the obligation to execute the central strategy. Some members of the management didnt have the right aptitude for these new task. The approach of the staff was also very inhomogeneous. Many of the staff didnt see the necessity of change there way dealing with the customer. In the beginning of 1990, there was no external pressure on the AMS to alter there work procedure (effectiveness and efficiency) and also to change from a bureaucratic organisation toward a service organisation (customer instead of clients, customer satisfaction equal to the legislation basis of the work). But also a great part of the staff welcomed the changes and worked active in the different projects.
A) B) C)
How does the good practice affect directly or indirectly one of the performance indicators? Has there been scepticism among (external or internal) experts vis--vis the good practice?
All performance indicators are affected by the good practice. See also above: How have the employees Seeing a organisation as a constant changing formation, always focussing on an improving processes and indicators, systematic implementing and using the tools of quality management lead to scepticism of external und internal experts. Many didnt believe it would be possible to change a public administration agency to a customer oriented service organisation without replacing the management and great part of the staff (civil servants). There was also great scepticism for the using the tools of quality management. This was often seen as implementation of a new bureaucratic way of management. (extensively activities on analysis instead of quick changes).
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2 Actiris Belgium/Brussels
2.1 Services to employers 22
21
Actiris Belgium/Brussels
2 2.1 Services to employers
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice What is the goal of the good practice? ACTIRIS Jan TOURLAMAIN Director Services to Employers 00 32 2 505 16 73 jtourlamain@actiris.be
Services to employers 2 interdependent goals : 1. know and to improve fidelity our customer-employers in the Brussels-Capital Region : define their needs for employment and give information concerning employment matters. 2. receive and handle a maximum of joboffers in the Brussels-Capital Region. The good practice was introduced in 1989. The current form of these services to employers was introduced in June 2007 ACTIRIS services to employers, offer a customised service to Brussels based employers. - The Multi Channel Services (MCS) is the incoming contact centre for employers. MCS receives all incoming contacts handles these requests or directs the request to the right service. - In the account management department, consultants have a designated account-wallet. They follow-up and prospect these customers. They inform there customers about employment-plans, provide help in making job descriptions, offer solutions for meeting the best candidates
22
General description of the good practice continued - The jobmanagement department assures a qualitative handling of joboffers taking in account the specific demands for these offers : - check candidate profiles for jobs diffused without employer contact and forward checked candidates to employer - preselection of candidates among the available customer-jobseekers in our database and presentation of this candidates to the employer - language-level tests - grouping of CVs for the employers Who are the parties involved in this good practice? How are the participants (or addressees) of the good practice selected? All the agents in the Services to Employers.
* A pro-active and segmented approach to Brussels based customer-employers with a minimum of 5 staff. The segments : - SME ( 5 - 100 staff) - key accounts (+ 100 staff) - public institutions * a reactive approach to Brussels employers with less than 5 staff.
C) more than 50 per cent.
A) as part of the PES
23
Current management. No additional resources.
Impact on core processes How does the good practice fit into the general strategy of the PES? The PES is subject to the management-contract of march 2006 witch contains the general strategy of the institution and the goals of the good practice.
B) enlarge the customer base
E) no
24
Customers : customer-employers appreciate the proactivity of the services, though the name is still quiet low, a lot of communication still needs to be done Political decision makers: yes, the perception was greatly improved, the decision makers support the practice fully.
It has a direct impact on the numbers of received vacancies.
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3 HZZ Croatia
3.1 Analytical bulletin 27
26
HZZ Croatia
3.1 Analytical bulletin PES contact details Name of the PES: Name of the contact person: Croatian Employment Service (HZZ) Darko Oracic, Head of Dept. of Analysis
Telephone number: e-mail: darko.oracic@hzz.hr General description of the good practice Name of the good practice Analytical bulletin
To provide analytical information on the labour market situation and developments.
In the year 1999.
Analytical Bulletin is published quarterly and it provides deeper analytical infromation on labour market situation and previous and expected developments. It also presents international comparisons of labour market indicators.
The Bulletin is produced by the Dept. of Analysis and sent to government bodies, research institutes, organizations of social partners, newspapers and other media.
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HZZ Croatia
General description of the good practice continued How are the participants (or addressees) of the good practice selected? The addressees are opinion-makers, policy-makers and main stakeholders in labour market issues.
The addressees are not direct customers of the PES.
The Bulletin is produced by a PES department.
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HZZ Croatia
Human resources of the Dept. of Analysis and there are costs of printing the publication.
Impact on core processes How does the good practice fit into the general strategy of the PES? The PES is legally obliged to provide research and analysis of LM phenomena and developments and to affect LM policy making.
The Bulletin is supposed to enhance the quality of the above service.
Formally no, but there have been informal assessments by some external experts/users.
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HZZ Croatia
The publication of the Bulletin has helped to set and maintain a high level of quality of analytical reports.
There is some evidence that the publication of the Bulletin has helped the PES staff to be percieved as qualified experts by the relevant public.
Better analytical insights are supposed to improve LM policymaking and thus performance, but the link is rather indirect. There has been no scepticism vis-a-vis the good practice.
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4 Ple emploi France

4.1 CAP VERS LENTREPRISE 32
31
Ple emploi France
4.1 CAP VERS LENTREPRISE PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice Ple emploi.(FRANCE) ANNIE GAUVIN
01-49-31-79-49 annie.gauvin@pole-emploi.fr
CAP VERS LENTREPRISE
- ACCELERATE THE RETURN TO EMPLOYMENT OF JOBSEEKERS WHO HAVE A RISK OF LONG TERM UNEMPLOYMENT AND IMPROVE THE QUALITY OF JOBS - POSITION PES IN AN OPEN MARKET WITH PRIVATE OPERATORS 2007
CONSISTS IN AN INTENSIVE FOLLOW UP OF THE JOBSEEKERS BY A PERSONAL ADVISER DURING 6 MONTHS WITH EMPHASIS ON DIRECT CONTACT WITH LABOUR MARKET WAS INTRODUCED AS AN EXPERIMENT WITH A STRONG PROCESS OF ASSESSMENT SPECIFIC ADVISERS FROM ANPE FOR ASSESSMENT PROCESS : SCIENTIFICS AND UNEDIC (organism in charge of giving benefits)
32
Ple emploi France
General description of the good practice continued How are the participants (or addressees) of the good practice selected? JOBSEEKERS DIAGNOSED AS HAVING A RISK OF LONG TERM UNEMPLOYMENT AND TO NEED SUPPORT. IN THE FRAMEWORK OF EXPERIMENT THE JOBSEEKERS WERE RANDOMLY SELECTED A) Less dans 10%
A) As part of PES
33
Ple emploi France
ABOUT 300 ADVISERS WERE ALLOCATED TO CAP VERS LENTREPRISE
Impact on core processes How does the good practice fit into the general strategy of the PES? FITS INTO GENERAL STRATEGY IN THE WAY OF GIVING A MORE PERSONALIZED AND ADAPTED TO SPECIFIC NEEDS SERVICE FITS INTO LOGIC OF ADAPTED PATHWAY IN BASIS OF ESTIMATION OF LONG TERM UNEMPLOYMENT RISK
The impact of the good practice was to ENHANCES THE QUALITY OF SERVICE A) enhance the quality of a service provided? B) enlarge the customer base? C) cut the costs of the service provided?
B) yes, by independent experts on basis of data
34
Ple emploi France
THE PERCEPTION IS QUITE POSITIVE
A) CUSTOMERS WHO PARTICIPATES SEEMS TO BE QUITE SATISFIED
C) WE DONT KNOW ALREADY WHAT KIND OF PERCEPTION HAS THE GENERAL PUBLIC BUT THE MEDIA USE THE FIRST RESULTS OF ASSESSMENTS IN A VERY POSITIVE WAY FOR ANPE FOR THE MOMENT WE CAN SAY THAT THE GOOD PRACTICE IMPROVES THE RATE OF TRANSITION INTO EMPLOYMENT (Q1) AND SATISFACTION OF JOBSEEKERS WHO ENTER THIS PROGRAM (Q6) NOT SCEPTICISM BUT SOME DIFFICULTIES TO MAKE UNDERSTAND AND ACCEPT BY THE ADVISERS THE PROCESS OF RANDOM ALLOCATION
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5 MEE Finland
5.1 Finnish Public Employment Service Reform 37
36
MEE Finland
5.1 5 Finnish Public Employment Service Reform

MEE Finland
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: The Ministry of Employment and the Economy Heikki Risnen Dr., Adjunct Professor, Research Director +358 10 607 5959 heikki.raisanen@tem.fi Ilkka Nio Ministerial Adviser +358 10 604 8069 ilkka.nio@tem.fi
General description of the good practice Name of the good practice Finnish Public Employment Service Reform
The goals of the reform have been to (1) prevent long term unemployment (2) Secure the availability of qualified labour to meet demand (3) Lower structural unemployment. The reform was implemented as a part of the governmental cross-sectoral Employment Programme 2003-2007. The reform was comprised of the renewal of services in public employment offices (PES) and setting up a new form of joint service for disabled unemployed and those applicants that are employed with difficulty. The new joint service is called Labour Force Service Centre (LAFOS). Where the PES focus on job-brokerage and open markets, the LAFOS is intended as a special multiprofessional service for people facing multiple problems in entering or re-entering labour market. In this sense, the reform had two strands, an open market strand and a structural unemployment strand.
PES, municipal social and health services and the Social Insurance Institution (KELA).
37
MEE Finland
General description of the good practice continued How are the participants (or addressees) of the good practice selected? The customers are sent to the LAFOS by local employment office or by municipal social services on the basis of their service needs: primarily those with serious difficulties to enter the labour market (over 500 days of passive labour market support), - secondary those whose unemployment period is expected to be prolonged and for whom the basic PES services are considered inadequate, - customers who need multi-professional services and are expected to benefit from additional services. How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent
C) In principle, the reform affects all customers of PES. Thanks to the created division of labour the employment offices are able to concentrate on their job mediation task more strongly than before.
The new service model consists of a combination of services provided by the parent organisation (main employment office) and additional services bought from the other expert organisations. Each partner devotes personnel to this new service while retaining their basic services. The municipalities and PES share the costs arising from the operation of the LAFOS (50 % - 50 %). Setting up LAFOS Centres is based on voluntary commitments by the parties.
Which resources are made available to carry out the good practice as designed?
38
MEE Finland
Each partner devotes personnel to this new service while retaining their basic services. The municipalities and PES share the costs arising from the operation of the LAFOS (50 % - 50 %). Setting up LAFOS Centres is based on voluntary commitments by the parties.
Impact on core processes How does the good practice fit into the general strategy of the PES? The differentiation of services which is in accordance with the service reform looks like a strategically suitable modus operandi especially in the new situation in which, on the one hand, the management of the hard core of the unemployment requires special measures and, on the other hand, securing of the supply of skilled labour requires focused and tailored education and training and employer services.
The impact of the good practice was to A) enhance the quality of a service provided? B) enlarge the customer base? C) cut the costs of the service provided? A) Multi-professional co-operation enhances the quality of PES services in many terms: -Assessment of the physical and mental health, medical health care and vocational rehabilitation, individual activation activities by the social service, labour market measures. -Expert services are provided by nurses, doctors, dept advisers, social workers, training advisers, vocational guidance psychologists, career planners, individual coaches and employment advisers. -Main employment office can better focus on the open labour market.
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MEE Finland
Yes, A and B. In addition, also evaluations and estimations by internal experts (C and D). Both quantitative and qualitative analysis and evaluation methods have been used. The implementation method of evaluation has been strongly material-based. Statistics based on customer database (URA), inquiries directed to officials of the employment service centres and employment offices as well as interviews of the authorities formed the basic material.
How have the employees of the PES perceived the introduction of the good practice in terms of their own performance and career?
The general estimate of evaluation studies concerning the internal effectiveness of the reform proves that both customers and the staff of PES have been satisfied with the reform. It is yet difficult to say anything definite, although the reform has thus far been sufficiently successful. The development dynamics of PES reform include the fact that the ways of action do not change instantly but that they develop gradually and at different times in different offices. The reform must indeed be understood as one of the sequential reforms of employment services going on continuously, the impacts of which are often seen after several years. Consequently, the perception of the quality of PES services by customers, politicians and general public also change gradually.
40
MEE Finland
Consequences of implementing the good practice - continued How does the good practice affect directly or indirectly one of the performance indicators?
On the basis of evaluation, strategically right operations have been done in the reform and the changes in the service process that have been accomplished with reforms lead to the intended direction. The most successful achievements of the reform have been a stronger and more active start of customer service in the PES, contributing to lower both unemployment and long term unemployment. In the employment offices, especially the early intervention and developing of internet based services have had a clear causal connection to the prevention of unemployment. Also the reform has succeeded moderately well in the reduction of structural unemployment. Also the LAFOS, as a multi-professional service has been a success building better co-operation between the state and municipalities, and a broader network. However, it is premature to estimate their effects for example on the structural unemployment. The LAFOS have operated for a relatively short time and their customer volumes have been small in relation to the total number of disabled and those employed with difficulty. Moreover, statistical data is incomplete of the effects concerning reaching of the labour policy and social policy objectives. In summary, the labour market in Finland has improved considerably since launching the reform and this change has to a great extent challenged the reform. The evaluators emphasize that the observations of evaluation studies on impacts of the reforms and the significance of the differentiation of services must be understood as intermediate evaluation of ongoing processes rather than final results concerning the broader impacts of the reforms.
41
MEE Finland
Consequences of implementing the good practice - continued Has there been scepticism among (external or internal) experts vis--vis the good practice?
As always, the evaluators are critical too. The reform has not been sufficiently successful in meeting the new demand and further reforming connections to working life and employers have not been satisfactory. Also the connections between the two strands of reform, the PES and LAFOS, have been unsatisfactory. There is still challenge in how to activate the most difficulty employable persons and how to place them in the working life. The differentiation of the customers and services has led to the fact that interchange does not take place between LAFOS and employment office and barriers complicating customer service have been created. The threat is that the service centres may remain the far end apart from the functions of the employment offices and from the basic tasks of the employment services. The evaluation recommends that overall, the PES, together with their networks and partners, need to take new decisive steps towards better working life and customer orientation, clearer goal-setting in service, and a better integration of the services both at the better and more challenging end of the labour market. New indicators should be developed to measure the impact of the LAFOS on welfare and employment.
42
6 FSZ Hungary
6.1 One step forward 44
43
FSZ Hungary
6.1 6 One step forward

FSZ Hungary
PES contact details Name of the PES: National Employment and Social Office, Department of Adult Training Programmes Dr. SOS, Adrianna Deputy Director General +36-1-323-2012 soosa@lab.hu
Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice
One Step Forward
The goal of the priority project is to train adults with low schooling or without vocational skills, who cannot be reached or can only be reached to a limited extent through the traditional training programmes due partly to the absence of motivation and incentives, and partly to their special training needs. The programme offers them a possibility acquire primary level qualification, the precondition of participation in vocational training, free of charge, and to acquire vocational qualification matching the labour market demand. Further goal of the priority project: To help the participants acquire higher-level vocational skills than their actual qualification/school qualification level, To expand the possibilities of lifelong learning, improve their accessibility and quality, To contribute to providing skilled labour of the quantity required by the economy and better adjusted to the requirements of the employers, To promote the successful and permanent labour market integration of employees at a disadvantage due to their low qualification or obsolete vocational qualification
44
FSZ Hungary
General description of the good practice continued When was the good practice introduced? 21.12.2005
In the framework of the priority project, the members of the target group can master competitive skills matching the labour market demand in a manner matching their individual situation, knowledge level and the labour market needs. The members of the target group take part free of charge in the training programmes indicated below. The exact system of conditions is to be worked out by the project owner. The priority project can have one of the following outcomes: Persons who failed to complete primary education in compulsory schooling age and have a certificate of completion of the 6th grade may take part in vocational training on the basis of the knowledge and skills acquired this way. Those who cannot finish primary school within the programme period can master the competencies needed to start vocational training, if that gives them a chance to enter vocational training. On the basis of the acquired skills, they can join in vocational training. Persons having the school qualification needed to start vocational training can acquire vocational qualification in an adult training course recognised or accredited by the state. In that context, they can first of all master such vocations as are in demand on the labour market according to the available information. Unskilled adults having GCSE can acquire vocational qualification for which there is a demand in the labour market. Adults who already have some kind of vocational prequalification are given a possibility to acquire vocational training to master a higher-level shortage vocation. The programme gives adults with obsolete qualification an opportunity to acquire a new vocational qualification for which there is a demand in the labour market.
45
FSZ Hungary
General description of the good practice continued Who are the parties involved in this good practice?
The staff members of the National Employment and Social Office administer the applications, manage financial disbursements, and carry out the administrative tasks. 2 mentors per county do trainee recruiting and briefing. The local Labour Centres contribute to the dissemination of information. They are adults with maximum secondary-level qualification and no or obsolete vocational skills, or adults with pre-qualification in case of shortage vocations (especially those with maximum primary-level qualification). Within the context of the project, adults are persons defined as adults in the Act on Adult Education (Act CI of 2001) (physical person taking part in adult training having completed compulsory schooling as specified by a special act). The project target group includes jobless persons, inactive persons and adults in employment or subject to some other legal relationship pertaining to work. To make it possible to join the training programme in every region of the country, and to put regions in a more disadvantageous situation in terms of vocational qualifications into a more favourable position, regional quotas must be defined in the programme planning phase, taking into account the regional rates of employed and skilled persons. Targets: at least 70% of training participants must be unskilled, and at least 60% of trainees must have maximum primary school qualification.
How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent A) (The number of supported clients: 10 800 + 12 000 persons.)
Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES? C) (Independently of PES.)
46
FSZ Hungary
Implementation is co-financed by the European Union and the Hungarian state
Impact on core processes How does the good practice fit into the general strategy of the PES?
The project fits organically into the general strategy of PES, one of the main pillars of which is to improve the employability and accommodation capacity of jobseekers.
In the framework of the project, adults with adequate school pre-qualification but no vocational qualification can acquire vocational qualification through adult training programmes recognised or accredited by the state. They primarily master vocational skills in demand on the labour market according to the available information. Persons with obsolete vocational qualifications can acquire new, marketable, vocational qualification. Project participants can master competitive skills matching the relevant labour market demand as becomes their individual situation, level of knowledge and the labour market demand. By raising the qualification level of persons defined as adults in the Act on Adult Education, the project enhances the competitiveness of Hungary. By raising the number of persons trained for shortage vocations, it contributes to supplying skilled labour to the employers. It offers the possibility of faster financial and professional progress to training participants.
The impact of the good practice was to A) enhance the quality of a service provided? B) enlarge the customer base? C) cut the costs of the service provided? B) (It has improved the labour market position of jobseekers/employees.)
47
FSZ Hungary
Consequences of implementing the good practice Has the good practice been evaluated by independent experts? A) yes, by independent experts on basis of an estimation B) yes, by independent experts on basis of data C) yes, by internal experts on basis of an estimation D) yes, by internal experts on basis of data E) no B (Yes, independent experts, relying on the database.)
The operative tasks performed in relation to the programme developed their problem solving skills, and co-operation with the contributing organisations enhanced the co-operation skills.
Has the introduction of the good practice changed the perception of the quality of PES services by A (Yes, client satisfaction increased.) A) customers B) political decision makers C) the general public?
a/ Programme participants have better chances to preserve their job and can get a new job under more favourable conditions. B/ The placement chances of the jobseekers increase. no
48
7 FS Ireland
7.1 7.2 Caseload Management External Guidance Support Service 50 54
49
FS Ireland
7.1 7 Caseload Management

FS Ireland
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice FS The Training & Employment Authority Nessan Vaughan Manager, Employment Services Support +353.1.6070590 Nessan.vaughan@fas.ie
Caseload Management
To track the progression of clients through the provision of adult guidance using a Caseload Management System.
When was the good practice introduced? Description of the good practice
September 2005 The Caseload Management System (CMS) supports the adult guidance model (Ali & Graham) uses by FAS Employment Services. The IT Caseload Management System supports the business process using best practice/operational guidelines. The Caseload Management System replicates the guidance model and has three active phases where a client is engaged with an Officer who works towards an agreed action plan. The three phases are Action Planning (career path planning), Implementation (training/education/upskilling) and Evaluation (reviewing/revising the action plan/job placement etc). These phases represent the beginning, middle and end of the process. Caseload Management is an important part of the Employment Services and provides Officers with tools to work with a client, to record and monitor progress throughout the guidance process and to action steps agreed with the client towards the ultimate goal of employment.
50
FS Ireland
General description of the good practice continued Who are the parties involved in this good practice? FS Employment Services Officers and Local Employment Services (LES) Mediators supported by the Employment Services Support Unit, HO.
Clients may present to the services voluntarily or are selected and referred to FS by the Department of Social and Family Affairs (DSFA). Referrals may also be made through the Department of Justice. B 11 50 %
A. FS is the PES in Ireland and has 64 Employment Services Offices B. LES operate on a contractual Basis with PES with 25 Offices. All FAS and LES Officers undertake the Certificate of Adult Guidance certified by the National University of Ireland, Maynooth funded by the PES. A number of Officers also undertake the Diploma and Degree programmes.
Which resources are made available to carry out the good practice as designed?
51
FS Ireland
Impact on core processes How does the good practice fit into the general strategy of the PES? It is an integral part of the FS Statement of Strategy 2006 2009 indicated under the Key Goal, Entry into the Labour Market, which is the provision of a range of proactive job-related services, supports and programmes to assist individuals enter/re-enter the labour market. Caseload Management is therefore core to the business of the PES in Ireland. Management Information from the Client Services System, which incorporates the caseload, is used to form the basis of reports to Government. The introduction of a new caseload Business Process and system was to:A. Enhance the quality of the service provided to FAS clients B. Increase activation of unemployed clients from the Department of Social & Family Affairs. C. Although this is difficult to determine, being able to use staff resources more efficiently, reduce administrative tasks and free up Officers to deal with clients result in increased utilisation.
No, however, the main client group who are referred under the Employment Action Programme are a major part of the Caseload Management Process and this process (EAP) has been independently evaluated with positive findings.
52
FS Ireland
Feedback has been extremely positive from Officers. The system continues to evolve based on user feedback. Training is provided for new staff and system review consultations take place twice yearly. This is difficult to clearly attribute as the client may be unaware of the difference however:A. Client is offered an electronic registration form which contains pre-recorded information which saves the person completing multiple applications at each visit. B. MIS/Caseload gives useful information to order to make policy decisions based on statistics and client profiling. C. Not directly Affects several KPIs, e.g. number of clients placed into employment, training, further education, Customer Satisfaction. A very small number of Officers may be concerned about the level of information captured by the caseload.
53
FS Ireland
7.2 External Guidance Support Service PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice FS The Training & Employment Authority Nessan Vaughan Manager, Employment Services Support +353.1.6070590 Nessan.vaughan@fas.ie
External Guidance Support Service (supervision) to Employment Services Officers (ESOs).
To ensure that ESOs are appropriately addressing the needs of clients within an agreed framework and boundaries. March 2007.
The Guidance Support Service provides support to ESOs through the provision of group guidance, technical support and telephone access service, in case of emergency. It is a structured process which provides a non-judgemental and safe space for ESOs to: - Reflect on and further develop professional client practice - Learn and apply appropriate guidance skills and techniques - Appreciate other perspectives-client, organisation, etc - Focus on self-care and well-being - Provide and receive support to/from colleagues.
54
FS Ireland
General description of the good practice continued Who are the parties involved in this good practice? FS Employment Services Officers with external support (supervision).
All ESOs are invited and encouraged to participate, although participation is voluntary.
C- indirectly.
C.
55
FS Ireland
This service is provided on an external contract basis, following a competitive tendering process. ESOs are given time to attend the sessions, many of which are held in non-FS locations.
Impact on core processes How does the good practice fit into the general strategy of the PES? It supports the aim to provide a professional guidance service to job-seeking clients while, at the same time, providing ongoing professional development for ESOs
D. It should result in the provision of a better guidance service to our clients.
No, however, evaluations are conducted in respect of each group session provided. The feedback from participants is consistently and overwhelmingly positive. Employment Services Managers have also reported positively on the programme. It is planned to commission an external evaluation within the next two years.
56
FS Ireland
Feedback has been extremely positive from Officers, as mentioned above.
D. This is difficult to capture and it is probably too early to discern, although Customer Satisfaction Surveys are positive in overall terms.
It supports the development of meaningful Client Action Plans.
There has been very little, if any, discernible scepticism encountered Participation level is around 80%.
57
8 LLE Lithuania
8.1 Public employment service on the internet 58
58
LLE Lithuania
8.1 8 Public employment service on the internet

LLE Lithuania
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice What is the goal of the good practice? Lithuanian Labour exchange
Audron Butkien +370 5 260781 Audrone.butkiene@ldb.lt
Public employment service on the internet Expand the services for jobseekers and employers and enhance the quality of services, do that it could use more person The first public employment service on the internet was created in 2001. Later system was improved and created new electronic services Direct registration of vacancies and jobseekers on the internet. The module of quick search for jobs and seekers in the bank of jobseekers and vacancies on the internet by professions or location; Talent bank direct registration of students, graduates and other high quality specialists on the internet The bank of Seniors it is the data bank of retired individuals looking for a job; Provision of information on newly registered job offers in the form of SMS messages or in the form of e-mail. Computerised search for employees supplying CVs of appropriate candidates to the employers by e-mail; Personal information this is the possibility to check on the internet the periods of unemployment insurance benefits and participation in active labour market policy measures and ordering of references/certificaties about it on the internet; Making appointments the possibility to agree the time of an appointment with the mediator on internet;
59
LLE Lithuania
General description of the good practice continued Who are the parties involved in this good practices? The public Employment Service on the Internet involve: - Jobseekers who are already registered as in the local employment services and those who are not registered - Employers who is registering vacancies or looking for employees Every jobseekers and employers
How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent Employers C) Unemployed B)
Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES? A)
60
LLE Lithuania
Impact on core processes How does the good practice fit into the general strategy of the PES? It guarantees new quality of client services, when jobseekers and employers can find information independently without registration in PES. Ensure possibility get services whatever time (24 hour per day and 7 day per week). It helps to implement LLE mission: to increase the jobseekers abilities to compete in the labour market, help them to find a job and help employers to find necessary labour force when evaluating on going structural changes in the countrys economy A) B)
Consequences of implementing the good practice Has the good practice been evaluated by independent experts? A) yes, by independent experts on basis of an estimation B) yes, by independent experts on basis of data C) yes, by internal experts on basis of an estimation D) yes, by internal experts on basis of data E) no A)
61
LLE Lithuania
Employers and LLE consultants can devote more time and attention to not motivated unemployed who doesnt have qualification, experience
Has the introduction of the good practice changed the perception of the quality of PES services by A) customers B) political decision makers C) the general public? C)
It is difficult to say because jobseekers can find job and employers can get employees without registration.
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9 UWV The Netherlands

9.1 9.2 9.3 Work to Work mediation Competencies Atlas Talent 45+ 64 69 74
63
UWV The Netherlands
9.1 9 Work to Work mediation

UWV The Netherlands
PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: 00 31 20 7515066 e-mail: theo.keulen@cwinet.nl General description of the good practice Name of the good practice Work to Work mediation, in particular the project Mobility Centre Automotive To avoid unemployment of employees in the automotive sector. The concrete target was to replace 80% of the employees who were made redundant by their employer Nedcar,in the timeframe of the project (June 2006 December 2007) In December 85% of the registered employees had found new employment within a great variety of sectors. The project started in June 2006 UWV WERKbedrijf (former Central Organisation Work and Income (CWI)) Drs.Th.J.J. Keulen
An integrated service delivery to the individual employee including information, registration, transfer of their portfolio on competences by the employer. The service included furthermore: competencies tests, awarding informal acquired competences, jobhunting, training etc. One may say a tailormade service corresponding the individual situation. To understand the situation better: it concerns mostly older employees ( over 45 years) who had a longstanding work experience in the company and hardly any diplomas. These people hadnt also any experience in the field of job search or applying for a job. The establishment of the mobility centre was one of the elements of social plan which was concluded between the employer and trade unions.
64
UWV The Netherlands
General description of the good practice continued Description of the good practice Individual tailormade service was the motto. The starting point for actions were the competences of the individual. Another characteristic of the mobility centre was the joint operations of different professionals under a strong leadership, less rules, less bureaucracy and enterpreneural behaviour. The operations has a short cycle: plan-do check and act Critical success factors were: Support by the company Involvement of local and regional authorities Visibility Quick start Clear financial arrangements ( own budget) Shared interests Pro-activity ( sense of urgency) Defined as a project with a defined outcome As already stated the mobility centre was a joint activity in which the following parties were involved: Ministery of Social Affairs and Employment CWI UWV ( employee insurance agency) Municipality Province Limburg Knowledge centres vocational training Temporary work agencies Private reintegration companies The participants were the employees of Nedcar and supply companies who were threatened by unemployment. In the beginning the number was estimated on 2000. In the end 1571 employees were registered.
As this was a service delivery in the framework of a specific mobility it doesnt make sense to make a calculation
65
UWV The Netherlands
General description of the good practice continued Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES? Independently of PES but under leadership of the manager of the local office of CWI. The mobility centre was located in own accommodation with an own logo
The resources in the project concern: Extra staff costs of CWI and UWV Costs of the contracted private providers Additional operational costs ( housing, ict equipment, etc) These costs were additionally financed by the Ministery of Social Affiars and Employment, province of Limburg, UWV and Nedcar.
Impact on core processes How does the good practice fit into the general strategy of the PES? This practice fits in the general policy to avoid dependency on benefits. CWI is assigned to prevent unemployment. One of the key performance indicators concerns the prevention ratio( leaving the register before applying for a benefit). The service delivery of CWI may start 4 months before the individual unemployment spell will start ( regulated in the Unemployment Law). The role of CWI in the framework of Work to Work mediation is facilitating. CWI will not compete with private providers which may also play an important role in this field. This approach services the personal interest ( applying for a job j is easier as one is still employed), societal interest by avoiding benefit expenses and is meaningful in maintaining the quality on the labour market. Based on the experiences and results of this project work to Work Mediation is one of the spearheads in the activity plan 2008 and belongs as such to the basic service delivery system. To complete the picture the official advisory board ( Council for Work and Income) to the Ministery has published in June an advisory report concerning the Work to Work mediation. Finally it also fits in the general policy concerning flexicurity.
66
UWV The Netherlands
Impact on core processes - continued The impact of the good practice was to A) enhance the quality of a service provided? B) enlarge the customer base? C) cut the costs of the service provided? The impact was at the one hand improving the profile of our organisation and at the other hand it may offer opportunities for a larger customer base. The results of this are widely spread also by the Ministery as a good practice.
An independent research institute, assigned by the Minisitery, has described the whole project from the very early beginning until the end of the project. It has listed the learning moments and the critical success factors. This report has been published by the Ministery.
67
UWV The Netherlands
As new mobility centres have been set up one may say that this approach is positively perceived. The efforts rely strongly on their professionalism. The outcome is clearly measurable. It also fits in the process of more integrated services delivery including also reintegration by CWI/UWV and Municipalities. To develop more employers steered services CWI employs since 2007 38 company advisors ( account tmanagers) on a super local level.
Has the introduction of the good practice changed the perception of the quality of PES services by All A) customers B) political decision makers C) the general public?
It contributes to the key performance indicator Prevention ratio
no
68
UWV The Netherlands
9.2 Competencies Atlas PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: UWV WERKbedrijf (former Central Organisation Work and Income (CWI)) Drs.Th.J.J. Keulen Tel: +31207505006 theo.keulen@uwv.nl
General description of the good practice Name of the good practice Competencies Atlas- self service, free accessible on website www.werk.nl
The goal of this practice is to inform people on their questions: I know what I can but what are my opportunities/possibilities on the labour market I know what I want but what are my opportunities / possibilities on the labour market. It was developed in the recent years and has been launched on the web at the beginning of this year.
69
UWV The Netherlands
General description of the good practicecontinued Description of the good practice On the website of CWI everybody may use the Competencies Atlas. Everybody may use this tool by clicking one or more listed competencies which suits / fits to the customer and furthermore indicating in which sector of economic activity and on what level he intends to look for a job. The result of this search activity is a list of occupations. It shows also the extent to which the listed competencies comply with the competencies belonging to the listed occupations. Visitors of hat application, who have made a competencies test in the CWI can put in the results of the tests. It is also possible to explore your chances on the labour market for that type of occupations and to see the real time vacancies which are registered in our vacancies database. In describing the competencies we have used the definitions of an internationally operating consulting company in the field of HRM. Ministery of Education, Association of Knowledge Centres Vocational Education and Business, Sectors and Branches
There is no selection because of free access on the web
How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent Not available
70
UWV The Netherlands
General description of the good practice Continued Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES? It is an integral part of our e-services
This application was developed internally by own staff ( 3 persons). It took one year to develop.
71
UWV The Netherlands
Impact on core processes How does the good practice fit into the general strategy of the PES? The competencies atlas is one of the components of the policy with regard to working with competencies. Working with competencies is a spearhead in improving the link between supply and demand on the labour market. Using competencies has become a more general applied approach. In the education field we face the introduction of competencies targeted education. Also in companies competencies management is introduced more and more. It is also used in the field of recruitment and selection. CWI sees possibilities to increase the bandwidth in which a match can be made. Working with competencies is important because flexibility is vital in a labour market where jobs and circumstances change rapidly and where organisations and companies need to adapt to the market.. General competencies are gaining importance at the expense of job-specific. This doesnt mean that knowledge is no longer important , but general competencies are increasingly necessary to cash and increase the value of knowledge and job-specific competencies on the labour market. Against this background Competencies testing centres were installed in every CWI. This process started in 2004 by having some pilots. Another feature in this framework is the beginning of the practice of awarding informally acquired competencies on a wider scale This may lead to so-called experience certificates. This approach may also indicate the need for additional training / education
A and B and in the end C
72
UWV The Netherlands
No.
Introducing working with competencies in CWI was highly appreciated because it meets the professionalism of the advisor. We have trained dedicated advisors to support the process of testing. The instrument is used in the daily workprocess
Has the introduction of the good practice changed the perception of the quality of PES services by all A) customers B) political decision makers C) the general public?
Positively because it contributes to better performance on matching and therefore in the outflow figures.
no
73
UWV The Netherlands
9.3 Talent 45+ PES contact details UWV WERKbedrijf (former Central Organisation Work and Income (CWI)) Drs.Th.J.J. Keulen / Peter Stoks
Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice
Tel: +31207505006 theo.keulen@uwv.nl
Talent 45 Plus
To contribute to the objective of the Action Plan to reduce the unemployment of jobseekers aged 45 and over by at least 1,1% in the period 2007-2008. Concretely : to help extra 30.000 older jobseekers at work. This project contributes to the objective of outflow of jobseekers as well as to reduce social costs and filling vacancies. The project started in January 2007
CWI has nominated 300 dedicated advisors. They were trained via special modules to improve the knowledge about older workers and to change the traditional attitude towards this client group. These advisors offered a variety of services to jobseekers to empower these persons and to enhance their talents. They also promoted self activation of the jobseekers .With regard to employers a special mission was to convince them of the talents of these jobseekers and negating prejudices.
74
UWV The Netherlands
General description of the good practice continued Description of the good practice The services to jobseekers included: Supporting networks 45 + ( groups of allies to increase e.g their individual network, exchange of information ) Competencies tests Recognition of non formal acquired skills Personalised video presentation Workshops ( e.g. experience that works!!) Special support to knowledge workers On the job training (dual) Especially the formula network 45 + was rather successful. Concerning the employers a lot of attention was given to information meetings for employers and their associations. Special matching events were organised like speeddating and jobfairs. Arrangements were made with employers. And work to work mediation ( e.g. Nedcar)
Our chain partners: Benefit agency (UWV) and municipalities Temporary Work agencies Reintegration Companies Educational sector Employers associations This practice concerns all the jobseekers aged over 45 and employers who offer vacancies.
C , the number of registered non working jobseekers over 45 amounted ca 265.000 out of ca 500.000 at the end of 2007
75
UWV The Netherlands
General description of the good practice continued Do the units involved operate A) as part of the PES? B) on a contractual basis with the PES? C) independently of the PES? A : The dedicated advisors were working in the local offices
The costs of the advisors were paid out of the regular budget of CWI ( which probably might have been cut). The resources for additional reintegration activities were covered by the budget of the partners.
Impact on core processes How does the good practice fit into the general strategy of the PES? This project fits precisely into the strategy of CWI. This strategy is contributing to the dynamics of the economics as well improving the participation. One may also say shortening dependency on benefits and connecting supply and demand as well as utilising talents on the labour market A : because special attention was given to a customers group which needed extra attention.
76
UWV The Netherlands
E: progress of this project was monitored two weekly and was included in the Management information system
The results were positive ( in March 2008 the objective for the two year period was reached). The employees perceived this project as calling upon their professionalism to meet the individual needs of the customer
Has the introduction of the good practice changed the perception of the quality of PES services by All A) customers B) political decision makers C) the general public?
It contributes to the key performance indicator Outflow ratio and Filling vacancies
no
77
10 ESS Slovenia
10.1 E-Counselling 79
78
ESS Slovenia
10.1 E-Counselling PES contact details Name of the PES: Name of the contact person: (Title) Telephone number: e-mail: General description of the good practice Name of the good practice Employment Service of Slovenia (ESS) Mag.Dorotea Vera
00386 1 4790945 Dorotea.versa@ess.gov.si
E-Counselling
In order to adapt ESS services to user needs, to ensure higher accessibility of services and integration of up-todate information-communication technology into the provisions of these services, ESS is developing a multichannel customer services. The e-counselling is an attempt towards the realization of multi-channel strategy by introducing new Internet service for job seekers; it offers easily accessible and user friendly set of information and practical tools for vocational guidance and job seeking information integrated in a consistent counselling process. Strategic guidelines for the development of ecounselling were: Development of multi-channel customer services Development of web services for all job seekers Implementation of the EU strategy of vocational orientation vocational orientation for all Realisation of the ESS doctrine of work with the unemployed and employers The e-counselling vas introduced in November 2008.
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ESS Slovenia
General description of the good practicecontinued Description of the good practice
E-counselling is a new Internet accessible service for job seekers which offers easily accessible and user friendly set of information and practical tools for vocational guidance and support of the job searching activities; information and tools are integrated in a consistent counselling process. Objective of the e-counselling is to facilitate individuals in decisions about their career paths and job searching activities, making both available on the Internet. E-counselling is accessible on the ESS web-site and is integrated into e-services already existing on the web site. E-counselling may be used in several ways: by following the recommended steps or browsing the contents according to user's selection and needs. Users can use Ecounselling directly, without registration or to register. Registered users may use additional services, such as My port-folio saving test results, contents, selected interesting occupations, plan of activities - and personal ecounsellor offering help by e-mail and facilitating needs of job-seekers during their career planning or job-search activities. E-counselling contains four modules, which are also four substantive sets as follows: In module Self-assessment the user assesses his/her occupational situation with the help of quality information, instructions and questionnaires. In module Employment objectives the user examines employment opportunities by getting to know different occupations and their characteristics, by the help of the tools he/she can select interesting occupations and find those which are defined as his/her employment objectives (taking in account his/her education, interests, competences, etc.) In module Job-searching skills the user gets to know different ways/methods of searching for employment, finds forms to prepare applications and CV, gets instructions about job interviews and a set of advice for successful job application. In module Labour market the user looks for his/her employment opportunities among current vacancies; there is also information about the position of individual occupations and education on the labour market (past and current situation). This module includes sub-module Employers which is as a special tool in counselling process - available only to the Employment Service employees (they can get the name of employers that were looking for workers in particular occupations, branches and geographical recently and in the past.
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ESS Slovenia
General description of the good practice continued Who are the parties involved in this good practice? How are the participants (or addressees) of the good practice selected? The e-counselling was developed by Employment Service of Slovenia and is maintained by ESS as well. E-counselling is available on the Internet (ESS web-side) free of charge and without any restriction to all interested users. The main target groups of users of the e-counselling are: - All computer-literate job seekers (at least some literacy is required). - Young job seekers who are coming from education to labour market (first job seekers). How large is the share of the participants affected by the good practice as a percentage of all customers of the PES? A) less than 10 per cent B)11 to 50 per cent C) more than 50 per cent Around 15.000 users have visited the e-counselling service in the period form November 2008 to April 2009. We can only estimate that among all e-counselling users around 20 % are registered unemployed persons (B).
E-counselling is a regular task of Employment Service of Slovenia and it is maintained by ESS staff in Central Office..
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ESS Slovenia
The development of the e-counselling was carried out with the co-financing from the national budget and from the sources of the EC for the modernisation of the public employment services.
Impact on core processes How does the good practice fit into the general strategy of the PES? The e-counselling is an example which contributes to the ESS multi-channel delivery of services approach. It is available to job seekers and offers easily accessible and user friendly set of information and practical tools for vocational guidance and job seeking information, integrated in a consistent counselling process. Strategic guidelines for the development of e-counselling service are Development of multi-channel customer services Development of web services for all job seekers Implementation of the EU strategy of vocational orientation vocational orientation for all Realisation of the ESS doctrine of work with the unemployed and employers The main impact of the e-counselling service is to enhance the quality of the service provided by: Maki it available for all job seekers Make it Self-service, accessible on the Internet Integration of counselling process elements Make it accessible to people with special needs
E-counselling service has been implemented 7 months ago and therefore special evaluation hasnt been carriedout.
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ESS Slovenia
All interested ESS staff has been informed about the introduction of the e-counselling and it was well accepted. Special attention (presentations, information) was given to the employment counsellors since this group of ESS staff is to promote new services among users and to use it in the counselling process. At the time of introduction of e-counselling, all national media was informed about new possibilities for jobseekers in order to promote it among them and among general public. On the base of the monitoring of visits the e-counselling we can assess that clients/job-seekers are interested in the new service. The information about e-counselling is integrated into the Information seminars for newly-registered unemployed and employment advisors accept this new tool as very useful for their work with customers. We can assume that it has indirect influence on Q1 and Q2 .
Same concern were directed to the complexity of the services and that the users could find it as too complex for use.
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Appendix Appendix A 1: List of Participating Partners Imprint 85 87
84
Report 1.4: Selected Good Practices
Appendix A 1: List of Participating Partners
Organization/ Member State/ Country AMS Austria1
Name
Tel/Fax/E-mail
Address
Johann Burgstaller Gudrun Nachtschatt Peter Oberbichler
+43 1 33178 634 johann.burgstaller@ams.at +43 1 33178 521 Gudrun.Nachtschatt@ams.at +43 1 33178 508 Peter.Oberbichler@ams.at +32 2 5051648 svanrechem@actiris.be +38516926090 darko.oracic@hzz.hr
Treustrasse 35 43 1200 Vienna
Actiris Brussels2
Sandy Van Rechem
Anspachlaan 65 1000 - Brussels 1 Radnicka cesta 10 000 - Zagreb
HZZ Croatia3
Darko Oracic
Ple Emploi France MEE Finland2
Danielle Greco Ilkka Nio
+33-149317540 4 rue Galile danielle.greco@pole-emploi.fr 93198 - Noisy Le Grand +35 8503960098 PO Box 34 FIN-0023 - Helsinki ilkka.nio@tem.fi +32 475 362 777 ljorisse@vdab.be Keizerslaan 11 1000 - Brussels Regensburger Str. 104 90478 - Nuremberg
VDAB Flanders1
Ludo Jorissen
BA Germany1
Georg Becker
AFSZ Hungary3
+49 911 179 4115 georg.becker@arbeitsagentur. de +49 911 179 4620 Dirk Richter dirk.richter4@arbeitsagentur. de Irn Busch +36 30 2393493 buschi@lab.hu +353-16070590 nessan.vaughan@fas.ie
Klvria tr 7 1089 - Budapest 27-33 Upper Baggot Street Dublin 4
FS Ireland
Nessan Vaughan
. Member of the
Member of the
. Member of the
Working Group since project stage 1.
85
Appendix A 2: List of Participating Partners Organization/ Member State/ Country 2 NVA Latvia Name Tel/Fax/E-mail Address
Gundars Ignats
+37 167021829 gundars.ignats@nva.gov.lv +37 052360771 audrone.butkiene@ldb.lt Tel: +31207505006 theo.keulen@uwv.nl katarina.hudecova@upsvar.sk +386 1 4790286 sonja.pirher@ess.gov.si +46706471608 claes-goran.lock@ arbetsformedlingen.se
Kr.Valdemra iela 38 1010 - Riga Gelezinio Vilko Str. 3A 2600 - Vilnius P.O. Box 58285 1040 HG - Amsterdam Zupne nam. 5 6 812 67 - Bratislava Rona dolina, Cesta IX/ 6 1000 - Ljubljana Hlsingegatan 38 11 399 - Stockholm
LLE Lithuania
Audrone Butkiene
UWV The Netherlands1 UPSVAR Slovakia2 ESS Slovenia2
Theo Keulen
Katarina Hudecova Sonja Pirher
AMS Sweden1
Claes-Gran Lock
. Member of the
Member of the
. Member of the
86
Imprint
Owner/Publisher: AMS Austria Bundesgeschftsstelle Treustrasse 35-43 1200 Vienna Austria Vienna 2009
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Transition Report

Selected Good Practices

www.pes-benchmarking.eu Report 1.4 June 2009

Appendix List of Participating Partners Imprint 85 87

Selected Good Practices

++43 1 33178-507 peter.oberbichler@ams.at

Improving customer satisfaction

What is the goal of the good practice?

When was the good practice introduced?

Description of the good practice

Who are the parties involved in this good practice?

The impact of the good practice was to

1.2 Early interventions

++43 1 33178-508 Claudia.galehr@ams.at

What is the goal of the good practice?

When was the good practice introduced?

Description of the good practice

Who are the parties involved in this good practice?

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

1.3 AMS as a learning organisation

Arbeitsmarktservice Austria Peter Oberbichler

0043 1 33178-507 peter.oberbichler@ams.at

AMS as a learning organisation

What is the goal of the good practice?

When was the good practice introduced?

Who are the parties involved in this good practice?

Selected Good Practices

2 2.1 Services to employers

When was the good practice introduced?

Description of the good practice

C) more than 50 per cent.

A) as part of the PES

Current management. No additional resources.

B) enlarge the customer base

It has a direct impact on the numbers of received vacancies.

Selected Good Practices

What is the goal of the good practice?

To provide analytical information on the labour market situation and developments.

When was the good practice introduced?

In the year 1999.

Description of the good practice

Who are the parties involved in this good practice?

The addressees are not direct customers of the PES.

The Bulletin is produced by a PES department.

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

Selected Good Practices

4 Ple emploi France

Ple emploi France

CAP VERS LENTREPRISE

What is the goal of the good practice?

When was the good practice introduced?

Description of the good practice

Who are the parties involved in this good practice?

Ple emploi France

Ple emploi France

ABOUT 300 ADVISERS WERE ALLOCATED TO CAP VERS LENTREPRISE

B) yes, by independent experts on basis of data

Ple emploi France

THE PERCEPTION IS QUITE POSITIVE

A) CUSTOMERS WHO PARTICIPATES SEEMS TO BE QUITE SATISFIED

Selected Good Practices

5.1 5 Finnish Public Employment Service Reform

What is the goal of the good practice?