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Jobrotation

Jobrotation. A new way of organising replacement during training of the employees. Background. Introduced in Denmark in the late 80-ties Disseminated and tested within ESF programmes: ADAPT, Objective 3. European background.

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Jobrotation

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  1. Jobrotation A new way of organising replacement during training of the employees

  2. Background • Introduced in Denmark in the late 80-ties • Disseminated and tested within ESF programmes: ADAPT, Objective 3 Witold Szwebs, Transnational Secretariat

  3. European background • Part of the European Active Labour Market Policies that complements the renewed Lisbon strategy Witold Szwebs, Transnational Secretariat

  4. Lisbon strategy • More and better jobs • Target: 70% of total employment by 2010 • Development of knowledge society • Investment in human capital through better education and skills • “exploiting the complementarity between lifelong learning and adaptability through flexible management of working time and jobrotation” Witold Szwebs, Transnational Secretariat

  5. Three strands of jobrotation • Development of competences of employees • Business development • Fighting unemployment Integration of those three strands in one strategy makes it so effective Witold Szwebs, Transnational Secretariat

  6. Company gains motivated and skilled workforce Identify employees to be released for training Establish training needs and develop training plan Employees trained Substitution for released employees Substitute receives training and gains work experience Substitute employed by company Preparatory training and personal development Jobrotation concept Company Unemployed Witold Szwebs, Transnational Secretariat

  7. Examples •  Plan Local pour l’Insertion et l’Emploi (PLIE) for Roubaix • Companies: • Pennel et Flipo Roubaix – 429 employees • Rubber; Plastics processing • 40 production workers • 17 substitutes • FACAM Loos – 170 employees • Manufacturer of car components • 40 production workers • 8 substitutes • CCAS (local social welfare centres) in Croix, Marcq-en-Barœul, Roubaix, Tourcoing, Wasquehal and Wattrelos • Home help • 30 employees • 15 substitutes Witold Szwebs, Transnational Secretariat

  8. Examples (continued) • Plan Local pour l’Insertion et l’Emploi for Arras Urban Community • (1997-2001): • 12 companies: 5, 5, 8, 8, 9, 10, 11, 11, 15, 15, 42 and 60 employees • Arras employment area (Association Arras Emploi) • Building sector • 30 employees • 27substitutes • (2005-2006): • 30 projects (micro-companies) • 10-15 substitutes Witold Szwebs, Transnational Secretariat

  9. Rotation as instrument for: • Recruitement • Integration / employment • Company development • Lifelong learning • Competence development for employees • Competence development for jobseekers Witold Szwebs, Transnational Secretariat

  10. Conclusions Jobrotation complements range of instruments at the disposal of labour market actors. Its value is mainly derived from creation of space for learning and development. Witold Szwebs, Transnational Secretariat

  11. Thank you for your attention wsz@aof-danmark.dk www:buildingtogether.eu Witold Szwebs, Transnational Secretariat

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