Public Employment Services: Facing the Challenges through I nnovative D elivery M odels

1. Public Employment Services: Facing the Challenges throughInnovativeDeliveryModels Donna Koeltz Employment Services Employment and Labour Market Policies Branch

2. KEY FEATURES OF PUBLIC EMPLOYMENT SERVICES • Free services for all citizens • National in scope • Use of services is Voluntary • Arrange the best organization of services for the labour market needs • Encourages collaboration between labour market partners • Core Functions Employment Service Convention C88, 1948 Employment Service Recommendation R83, 1948

3. CORE FUNCTIONS Job search assistance & placement services Labour Market Information Regulatory Services Employment services Labour Market Programmes Administer unemployment benefits

4. WHO ARE THE VULNERABLE GROUPS? • Women • Persons with Disabilities • Migrant Workers • Youth • Older Workers • Long Term Unemployed

5. DELIVERY FRAMEWORK

6. Challenges in the Economy • Informality • Social Inclusion • Skills Mismatch • Demographic Issues • Structural issues in the labour market • Low job creation and low labour demand

7. Challenges at the Policy Level... There is a need at the National and/or Regional level for employment policies, strategies and guidelines related to… • Delivery Model • WorkFirst versus Human Capital Development • Profiling • Early intervention • Target Groups • Migration

8. Challenges at the Performance or Operational Level... • Lack of funds and budget constraints • Managing Performance

9. Capacity of Job Centres • Number and size of offices • Qualifications of Staff • Use of information technology • Capacity for multi channeling

10. Promoting strong relationships with and between stakeholders • Need to coordinate work of PES with other providers to avoid duplication and to maximize results • Must consider the needs and opinions of both jobseekers and enterprises • Also necessary in relation to migration both internally and across borders

11. Maintaining an appropriate balance and integration of the main PES functions • Job placement services vs. administrative duties • Profiling • Early intervention • Self Help vs. Employability Improvement • Integrating career guidance activities vs. maintaining services for deeper engagement with clients

12. Timely and robust labour market information • Clearly defined and standardized occupational descriptions • Good information sharing between stakeholders • Capacity to collect, analyze and disseminate information

13. STAKEHOLDERS in EMPLOYMENT SERVICES

14. MODIFIED TRADITIONAL Unemployed Less that 1 Year Unemployed More than 1 Year PERFORMANCE MANAGEMENT JOBCENTRE PLUS

15. FEATURES • Consistent delivery system during the past 15 years • Clear division of roles between JobCentre Plus and • External Service Providers • Job Seeker Allowance • A menu of labour market and employability improvement measures currently under the Work Programme • Performance Management System

16. DECENTRALIZED Large Urban Areas Outlying and Rural Areas

18. FEATURES • Clear division of roles between Centrelink and Job Services Australia providers • Job Seeker Classification Instrument • Employment Pathway Plan • Employment Pathway Fund • A menu of labour market and employability improvement measures • Performance Management System “Star Rating”

19. NETHERLANDS

20. FEATURES • Government is putting more responsibility on citizens, businesses and other organisations. • Werkbedrijf (UVW) actively seeks cooperation with labour market partners including temporary work agencies (TWA) • UVW focuses primarily on job seekers who are at a great distance from the labour market and employers who are willing to hire these job seekers. • Accelerated development of e-services for job seekers and employers via werk.nl. • Increased emphasis on Labour Market Information • All clients who apply for a benefit are monitored from the day of registration until the end of the benefitto ensure compliance with the rules

21. CONCLUSIONS • There is no one-size-fits-all solution when it comes to delivering employment services. • Perhaps it is not so much who delivers the services but the quality with which they are delivered that is the final determinant. • A key to successful outcomes is the accurate classification of jobseekers at the outset. • While there appears to be a growing trend among PES to subcontract some of elements of their service, this differs among countries in both degree and approach • Collaboration among the various organizations will broaden the pool of available workers and open the doors of more enterprises in terms of job opportunities, and consolidating these services in a one-stop-shop approach can benefit all partners within the labour market.

22. FINAL WORDS • Regardless of the degree of collaboration with external providers, PES will want to ensure that the core employment services are universally available and that all clients, both jobseekers and enterprises, have equitable choices in how they receive these services. • Most countries have not realized cost savings but rather re-allocated funds in a more effective and efficient manner.

23. Thank You!