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Pôle emploi Transformation Strategy: Financial Aspects and Resource Allocation

This workshop discusses the financial aspects and resource allocation of Pôle emploi, focusing on its stable funding model, structural costs, and transformation strategy. Key topics include improved efficiency, specialization, digital transformation, and result-oriented performance management.

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Pôle emploi Transformation Strategy: Financial Aspects and Resource Allocation

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  1. Pôle emploi International Affairs Division TAIEX Workshop on Inter-Sectoral Governance for effective employmentand social policy makingFINANCIAL ASPECTS(RESOURCES)Belgrade, 24 February 2016

  2. FINANCIAL ASPECTS / RESOURCES A. Financial aspects Context and objectives of the creation of Pôle emploi A stable funding model over time Structural costs in the wake of the creation of Pôle emploi Beyond initial financial impact of the creation of Pôle emploi, overallstrategy (embedded in Strategic plans « Pôle emploi 2015 » and « Pôle emploi 2020 ») is to improveefficiencythrough B. Pôle emploi transformation strategy Towardsbetterresource allocation and new services A shift towardscounsellors’ specialisation The digital transformation A new doctrine relative to the use of subcontractors A result-oriented performance management Pôle emploi – 24.02.2016 – p. 2

  3. A. FINANCIAL ASPECTS 1. Context and objectives of the creation of Pôle emploi Simplification for users (through creation of one-stop shops) and better allocation of resources, rather than savings expectations Pôle emploi – 24.02.2016 – p. 3

  4. 2. A stable funding model over time A co-funded budget of 5,15 billion euro (2015) Of which: ● 4,29 billion € operating costs (personnel, premises, …) ● 0,86 billion € grants (mobility aids, training, hiring aids, outsourced services for jobseekers…) ● 0,13 billion€ investment costs Pôle emploi – 24.02.2016 – p. 4

  5. A. FINANCIAL ASPECTS 3. Structural costs in the wake of the creation of Pôle emploi Pôle emploi – 24.02.2016 – p. 5

  6. A. FINANCIAL ASPECTS 3. Structural costs in the wake of the creation of Pôle emploi • Staff expenditures: statuseffect; + substantial new hirings (2012, 2013) • Premises: increase due to multi-annual real estateplan • Running costs: savingsplan in 2012 (-128 m€ saved by 2015 as comparedwith -100 m€ objective) • Over the period, annual IT investment has been around 80M€ Pôle emploi – 24.02.2016 – p. 6

  7. Pôle emploi transformation strategy Rationale « Doing more for thoseneedingit the most »: making the most of ourresourcesthrough a betterresource allocation and the design of new services Four examples • A growing trend towardsspecialisation • The development of digital services • Redesigning Pôle emploi outsourcing doctrine • A result-oriented performance management Pôle emploi – 24.02.2016 – p. 7

  8. PÔLE EMPLOI TRANSFORMATION STRATEGY (1/2) 3 Steps : Transition, consolidation, innovation 1 Milestone: Creation of Pôle emploi (merger between ANPE & Assédic) Law of 13th February 2008 2008 - 2011 Global, unified, simplified and coherent services for jobseekers and companies, throughout the country The 2015-2018 tri-partite agreement establishes more breaking off by deepening changes in organization with more personalization, specialization and digitalization The 2012-2015 tri-partite agreement follows up those guidelines while opening up a new phase for services 3 2 Pôle emploi – 24.02.2016 – p. 8

  9. PÔLE EMPLOI STRATEGY OF CHANGE (2/2) Ambition: make Pôle emploi a reference public service Pôle emploi 2015 principles Pôle emploi 2020 principles Perspectives for the Pôle emploi of tomorrow Actions undertaken within the framework of Pôle emploi 2015 • Implementing the four modalities of support, among which enhanced support • From multitasking to specialization of job advisers and local agencies Doing more for those who need it most Start the path to employment more rapidly • Complementary actions with our partners in order to mutualise expertise (e.g. : global support) Acting closer to local concerns • Autonomy and broader leeway for job advisers Better support career transitions • Cancellation of the personalised monthly monitoring programme; extension of leeway Betting on trust • Evolution of the tasks of job advisers (e.g. CEP) Become the trusted partner for companies in their recruitment • Digital service offer : blended services Paying more attention to the results of our action • Implementation of results-based management Be part of the digital revolution • Make the jobseeker more autonomous (Commitment) • Implementation of InnovAction and the Lab, launch of an experimentations programme Innovating to improve our services Make life easier for jobseekers and companies • Focus on the results of our action and clients’ satisfaction Act with transparency and openness • Actions for Labour Market Transparency Customer feedback: an important driver of change implementation, with input sought for both jobseekers and employers when new processes are being designed. Pôle emploi – 24.02.2016 – p. 9

  10. For people combining social and work problems Distant from the labour market (back to work barriers) Assisted job matching Long job search support programs On line services Job matching Grants and measures – Collective workshops - Training Aides et mesures - Ateliers collectifs - Formation Very frequent Mostly face-to-face Less frequent Mostly multi-channel contacts Jobseekers’ support scheme Intensive Global Suivi Suivi Suivi Follow-up Guided 4 pathways Need of regular assistance with job search Autonomous and job-ready Jobseekers concerned Job matching Short job search support programs Mises en relation Services en auto délivrance Cooperation between Pôle emploi and local council’s social workers Main services 100% Web for voluntary jobseekers Outsourced supports 700 advisers specialized in accompanying youths Contacts with a referent adviser Regular Face-to-face telephone / email Pôle emploi – 24.02.2016 – p. 10

  11. Achievements of Pôle emploi 2015 100% of advisers trained in guidance Simplified reception Dedicated teams Territorial diagnosisaddressing the needs at the local level Jobseekers’ online assistance: 100% Web A local and tailored approach towards companies Support customized to jobseeker’s needs Simplified procedures (online registration, single jobseeker’s file) Global support for those further away from employment Aggregated job vacancies on pole-emploi.fr Disadvantaged areas: convention with Ministry of Urban Affairs Pôle emploi – 24.02.2016 – p. 11

  12. 1. SHIFT TOWARDS COUNSELLORS’ SPECIALISATION From 2013 on Before 2013 Employer Counsellors Non-specialistadvisersresponsible for fulfilling all the functions of Pôle emploi Jobseekers Counsellors Unemployment benefits Counsellors • Otherspecialisedcounsellors: • Guidance psychologists • 200 counsellorsresponsible for monitoring job searcheffectivity Pôle emploi – 24.02.2016 – p. 12

  13. 1. SHIFT TOWARDS COUNSELLORS’ SPECIALISATION Employers satisfaction Sep. 2015 4101 Advisersdedicated to Employers 873 Local offices 2014 Multitaskingadvisers (Jobseekers and Employers) Reactivity Availability Personalisation Pôle emploi – 24.02.2016 – p. 13

  14. 2. THE DIGITAL TRANSFORMATION 1 Launch of « Emploi Store » July 2015 Over 150 online services developed by Pôle emploi and partners, available online to eveyone 2 « 100% web » support in all regions + mail.net Remotefollow-up and support to enablewillingjobseekers to conduct interviews on webcam 3 Registration and applying for benefits online Making life easier for jobseekers and speeding up the whole application process Pôle emploi – 24.02.2016 – p. 14

  15. 2. THE DIGITAL TRANSFORMATION Contribution to labour market transparency • Pôle emploi publishes not only its own job vacancies, but also those of 71 partner online sites • This vacancy pooling initiative means that over 500,000 vacancies are published daily compared with just 120,000 at the start of 2012 (x4 compared with 2012) 4 Over 500 000 online vacancies (doubledsince end 2014) Pôle emploi – 24.02.2016 – p. 15

  16. 3. REDESIGNING POLE EMPLOI OUTSOURCING DOCTRINE • Internal reflection and external consultation • Use of evaluations to support the whole shift • Randomised evaluation; cost-benefit evaluation Pôle emploi – 24.02.2016 – p. 16

  17. 3. REDESIGNING POLE EMPLOI OUTSOURCING DOCTRINE • What and for whom ? • Definition of a new strategy with external providers in line with internal motto • Principle “doing more for those who need it most”: reallocation of resources to provide in-house support for those furthest from the labourmarket • How ? • Evolution of relationships between Pôleemploi and providers through review of procurement principles: duration of tenders, payment model, reporting Pôle emploi – 24.02.2016 – p. 17

  18. 4. A result-oriented Performance Management • Main principles of Performance Management • Strategic indicators • Unique performance dashboard • Benchmarking performance across local offices Pôle emploi – 24.02.2016 – p. 18

  19. 4. Main principles of Performance Management Result-oriented performance management down to the level of local offices has been one of the major priorities of strategic plan « Pôle emploi 2015 » and isreinforcedwithin the new « Pôle emploi 2020 ». Particular attention is drawn on EVALUATING our action as well as implementing a result-based performance managEment Regular measure of SATISFACTION of both jobseekers and entreprises, as well as a better listening of their needs and complaints Design of an approach toWARDS Comparative Performance across local offices operating in similar labour markets conditions. Pôle emploi – 24.02.2016 – p. 19 19

  20. The introduction of a management by means of performance indicators meets three main objectives: Give agents’ action a sense of purpose again, by giving them visibility upon the results achieved in the framework of their leeway RESULTS-BASED MANAGEMENT, through a unique tool THE SINGLE PERFORMANCE DASHBOARD, shared by all in a transversal approach, in order to get common and unique vision of performance. A CLEAR AND RATIONALISED SYSTEM OF PERFORMANCE MANAGEMENT, focused on results-based indicators, limited in number, and adapted to the evolution of agencies needs. 4. RESULTS-BASED PERFORMANCE MANAGEMENT/ SINGLE PERFORMANCE DASHBOARD (1/2) CHANGE FROM THE PERFORMANCE MEASUREMENT TO A MORE RESULT-ORIENTED APPROACH Report Pôle emploi’s action to partners and funders Give middle & local managers the means to effectively steer the results of action at all levels of the organisation RESULTS-BASED MANAGEMENT Strengthening RESULTS ANALYSIS enables a better apprehension of actions impact in order to get a reinforced ownership of leeway and flexibility. DIALOGUE AROUND RESULTS allows target-based contracts at all levels in the organisation and their regular monitoring with a view of continuous improvement, collective sharing of results, identification and dissemination of good practice, and team search for a solution. Pôle emploi – 24.02.2016 – p. 20

  21. 4. RESULTS-BASED PERFORMANCE MANAGEMENT/ SINGLE PERFORMANCE DASHBOARD (2/2) THE SINGLE PERFORMANCE DASHBOARD, DEVELOPED AT ALL LEVELS OF THE ORGANIZATION … … ENABLES THE ENTIRE NETWORK TO SHARE A COMMON VIEW UPON RESULTS AND TO INTEGRATE EACH LEVEL OF THE ORGANIZATION IN A CONSTANT IMPROVEMENT PROCESS THE DIALOGUE AROUND RESULTS The dialogue around results may take different forms, such as: 1 A specific exchange between HQ/RO/TO/Jobcentre around the achieved results 2 The sharing and exchanges within a team (advisers included), through cross-analysis of the results, allows the identification of actions enabling a performance improvement in terms of return to employment and clients’ satisfaction THE SINGLE PERFORMANCE DASHBOARD The dialogue around results is taking shape specifically through the implemented process in the framework of the agencies support Innovation: result analysis of similar agencies The clustering of local agencies allows more relevant performance comparisons (comparing like with like) and the identification at local level more efficient actions in terms of return to employment and clients’ satisfaction Pôle emploi – 24.02.2016 – p. 21

  22. 4. Strategic indicators for the Tripartite agreement TRANSITIONS INTO EMPLOYMENT 1. Number of transitions into employment 2. Number of sustainable transitions into employment 3. Number of jobseekers who have been registered 12 months out of the last 15 months with no activity PROVISION OF SERVICES FOR JOBSEEKERS 4. Entry rate into sustainable employement 6 months after exiting from a training prescribed by Pôle emploi 5. Level of satisfaction of jobseekers regarding their support by Pôle emploi 6. Number of jobseekers in « reinforced support » schemes UNEMPLOYMENT BENEFITS 7. Share of timely first payments 8. Compliance rate of benefit claiming process 9. Level of satisfaction of jobseekers regarding informations about unemployment benefits PROVISION OF SERVICES FOR EMPLOYERS 10. Share of vacancies entailing specific services that have been filled through a direct connection provided by Pôle emploi 11. Share of vacancies entailing specific services that have been filled with a registered jobseeker 12. Level of satisfaction of employers regarding the processing by Pôle emploi of their last recruitment drive DIGITAL 13. Level of satisfaction of jobseekers and employers regarding digital services EFFICIENCY 14. Share of time dedicated to the personalised support and follow-up of jobseekers Pôle emploi – 24.02.2016 – p. 22

  23. 4. A unique performance dashboard Pôle emploi – 24.02.2016 – p. 23

  24. 4. Approach to comparative performance Comparative performance relies on a statisticaltoolwhichaims at controlling for externalfactors of local PE offices The territory has been mapped to create groups of comparable local offices But the approachgoesbeyond the use of a statisticalmethod: its main featureis the translation of resultsintooperational practices Comparative performance is / allows for • A way to clarify performance indicators • A tool to support decision-makingprocess, to share good practices as well as identify levers for action at the local level • A tool to encourage managerial dialogue Comparative performance applies to the vastmajority of strategic performance indicators Results are made accessible and transparent for all managers at all levels on a quarterly basis Pôle emploi – 24.02.2016 – p. 24

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