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Challenges in Inter-Sectoral Governance for Effective Employment and Social Policy Making

This workshop explores the institutional, administrative, and legislative challenges in inter-sectoral governance for effective employment and social policy making. It focuses on the French labor market and the missions and organization of Pôle emploi, the French Public Employment Service.

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Challenges in Inter-Sectoral Governance for Effective Employment and Social Policy Making

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  1. Pôle emploi International Affairs Division TAIEX Workshop on Inter-Sectoral Governance for effective employmentand social policy makingInstitutional, administrative and legislative challengesBelgrade, 24 February 2016

  2. Institutional, administrative and legislative challenges The French labour market Missions and organization of Pôle emploi, part of the French Public Employment Service (PES) Pôle emploi now, its challenges and ambitions Pôle emploi – 24.02.2016 – p. 2

  3. 66 millions inhabitants 1- The French labour market Permanent contracts: 87% (Dares - 2014) High skilled jobs:36% (Dares - 2014) Unemployment rate : 10.1% (Eurostat- November 2015) Youth (15-24) Unemployment rate: 25.7% (Eurostat - November 2015) 10.7% of NEET (Eurostat - 2014) Recruiting sectors: healthcare, food services, IT, personal services, … Growth rate: 1.2% (Insee– 2015) (Forecast 2016-2017: 1.4% then 1.6%) Pôle emploi – 24.02.2016 – p. 3

  4. 1- Unemployment Trend in Europe Pôle emploi – 24.02.2016 – p. 4

  5. 1- Unemployment Trend in France Jobseekers registered at Pôle emploi (A category) Source: DARES Pôle emploi – 24.02.2016 – p. 5

  6. 2. Pôle emploi Pôle emploi is the main actor within the Public Employment Service in France. The tripartite agreement signed by Pôle emploi, the State and the Unedic sets the framework for the implementation of the medium-term strategic directions, shared between Pôle emploi and its two major funders. From a formal point of view, the Ministry of Employment exercises supervision over Pôle emploi, which is the public operator, since the employment policy is driven by the State, and Pôle emploi is responsible for the implementation of this policy. This exercise takes place in connection with the framework of the tripartite agreement. The last tripartite agreement signed December 18, 2014 covers the period 2015-2018. Pôle emploi – 24.02.2016 – p. 6

  7. 2. Map of French employment policies Description of organizational coordination among government institutions NATIONAL LEVEL National employment, training and career guidance council (CNEFOP) Social partners MEDEF, CGPME, UPA, CGT, FO, CFDT, CFE-CGC, CFTC State Multiannual agreement between State, Unédic and Pôle emploi General commission for employment and vocational training (DGEFP) Unédic REGIONAL LEVEL Regional joint authority (IRP) Annual agreement between State and Pôle emploi ’’Préfet de Région’’ Other players of the public employment service DIRECCTE, Maisons de l’emploi, Missions locales, Cap Emploi, Agefiph, Afpa, … Regional employment, training and career guidance council (CREFOP) Pôle emploi – 24.02.2016 – p. 7

  8. 8 2. Partnership with local stakeholders Public authorities Ministry of Labour, Employment, Vocational Training and Social Dialogue Territorial authorities DECONTRENTATION DECENTRALIZATION Economic dvpt. Training Enterpreneurship Regions Head office Regional offices Territorial offices Local agencies "Départements" Social inclusion Partnership Municipalities Urban policy Associative sector Pôle emploi – 24.02.2016 – p. 8

  9. 2. Pôle emploi’s missions Pôleemploiassumes the following responsibilities: Registering jobseekers and maintaining the database of the country’s jobseekers, Counseling, personalized coaching, and facilitating contact between jobseekers and employers, Unemployment benefits payments on behalf of UNÉDIC or the State, Labor market analysis and assistance to employers for hiring and redirection of their salaried employees, Supervision of the job search process, Public assistance to employers and jobseekers in order to facilitate their return to work. Pôle emploi – 24.02.2016 – p. 9

  10. 2. Matching jobseekers and employers Access to information Processing and advertising job vacancies Registering and calculating benefits Support in job search Hiring assistance Pôle emploi – 24.02.2016 – p. 10

  11. 2. Pôle emploi results from the merger of the Assédic and ANPE networks, it was formed in accordance with an implementation schedule defining the key stages of the process 2009 2010 2008 January Dec. May July Sept. Dec. January Dec. 4 2 3 1 A unified body for a one stop agency Implementation of the single integrated service offer and stabilisation of procedures and organisation Pursuit of the anticipated qualitative leap: Pôle Emploi as a benchmark PES provider on a national and European level LawNo. 2008–126of13/02/2008 Consolidation of organisational, legal, accounting and financial aspects Development of merger framework and guidelines Rationalisation of the merger Increases in productivity A social alliance 2010 In preparation of the merger, an INP (temporary governing body) was appointed to establish the general framework and define project guidelines. Purpose-specific task teams were progressively be formed at the head office and in regional offices with the principal aim of ensuring that all appropriate legal, accounting and financial aspects are secured. Implementation of the integrated platform of services and stabilisation of organisations and procedures after the official creation of Pôle Emploi on 19 December 2008. Consolidation of measures taken since mid 2008 and further innovation in order to constantly improve the level of services offered to clients (jobseekers, employees, employers and businesses). 1 2 3 4 Pôle emploi – 24.02.2016 – p. 11

  12. 2. Learnings of the process Pôle emploi – 24.02.2016 – p. 12

  13. 2. A structured organization • Definition and presentation of the general organisational and managerial principles of the new provider in its 2009 configuration • The proposed organisation is clear and unambiguous, in line with the good practices of the ANPE as well as the Assedic and Unedic networks. General organizational and managerial principles Governance of PôleEmploi A structure based on the principle of subsidiarity A seamless hierarchical structure nationwide The Board of Directors The Chief Executive Ensures seamless management processes and is responsible for all Pôle Emploi staffAppoints senior executivesPrepares resolutions for the Board and ensures correct procedures with respect to their implementation, makes all decisions other than those that are incumbent on the Board National Management Composition 5 State representatives 5 employer representatives and 5 employee representatives 1 local authority representative 2 key figures chosen for their expertise Regional Management Local Management The Regional Director Responsible for the provider’s operations within a specific areaReports to the Chief Executive Implements and supervises operations within the region Provides leadership for regional staff reporting to him The Board of Directors elects a chair from among its members The Board of Directors elects an audit committee and a review board from among its members Pôle Emploi Offices Pôle emploi – 24.02.2016 – p. 13

  14. 2- Pôle emploi’s governance in 2016 Board of Directors Head Office François NOGUE Chairman Jean BASSERES General Director 17 Regional Offices 90 District Offices 905 Jobcentres 54,000 employeesdistributed across France Pôle emploi – 24.02.2016 – p. 14

  15. 2. Administrative organisation of Pôle emploi 13 regions* Mainland France + 4 overseas districts "départements" Regional Council Vocational training Economic development (public subsidies to companies) 100 districts "départements" Council of "départements" Inclusion Welfare (children, elderly people) *As of 01/01/2016 Pôle emploi – 24.02.2016 – p. 15

  16. 3. The tripartite agreement 2015-2018 • 2 objectives • Boostjobseeker’s return back to work • Enhancejobseekers and employers’ overall satisfaction Pôle emploi 2020 Pôle emploi – 24.02.2016 – p. 16

  17. 3. Pôle emploi: 10 years of transformation to become a reference public service player Pôle Emploi 2015-2020 Strategic Plan - Specialisation and skills development of advisers - Closer attention to results - Making digital technology central to activities Progress Pôle Emploi, reference public service Pôle Emploi 2015 Strategic Plan - Differentiation of service offering - Decentralisation - Launch of the digital transition Merger of the ANPE and Assedics 2020 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Pôle emploi – 24.02.2016 – p. 17

  18. 3. We meet long-term challenges and we want to become a reference public service Our objectives for 2020 Our context • Simple and fast processes for all • A personalised service for everyone • A recognised player by companies • The reference online job platform • A career transition expert • A growing working population • + 1.3 million greater working population in 2025 • An increasingly polarised job market • 1.9 million young people between 15 and29 years old not students, not in training, not in work (NEET) • A growing skills gap • A digital revolution under way • 89% of HR departments state they use the Internet as a recruitment tool • 96% of people in the 18-24 age group have a social media account Pôle emploi – 24.02.2016 – p. 18

  19. 3. Our day-to-day mission, against a backdrop of massive unemployment (2014 figures) +64% 1,265,000 more job seekerssince 2009 31.7 billion euros paid out to job seekers1 54,000 employees distributed across France1 905 local agencies and liaison centres which handle 24 million people each year1 452,500 assisted contracts signed in 2014 20 million unique users per month on Pole-emploi.fr 466,000 job seekers sent on training courses in 2014 59.3 million calls to 3949 in 2014 408,000 companies use its services1 Pôle emploi – 24.02.2016 – p. 19

  20. 3. Pôle emploi and the digital revolution • New e-services: online workshops, online job fairs, e-learning,MOOC, serious games… • 100% Web: extension of support services • Emploi Store: Pôle emploi opens up to other players’ innovative input Pôle emploi – 24.02.2016 – p. 20

  21. 3. Encouraging early results Pôle emploi – 24.02.2016 – p. 21 92% of job seekers paid on time 65% of job seekers are satisfied with the support provided by Pôle emploi ( + 5 points since 2012) 66% of companies having used Pôle emploi's services are satisfied with them (+ 3 points since 2012) 77% of job seekers were satisfied with the digital services developed by Pôle emploi, in the first quarter of 2015 (4.3 points more than in 2014) The performance of Pôle emploi in terms of people returning to long-term employment is 16% above the level expected given the economic context

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