Estonian Unemployment Insurance Fund DEVELOPMENT PLAN FOR

Transcription

1 APPROVED by Supervisory Board of the Estonian Unemployment Insurance Fund Decision no th of December 2015 Estonian Unemployment Insurance Fund DEVELOPMENT PLAN FOR Tallinn,

2 Mission... 5 Vision... 5 Core values... 6 Customers... 6 Partners... 7 Development goals and key activities for their achievement... 7 Performance indicators of the development plan... 9 Implementation DEFINITIONS Services Labour market services unemployment insurance benefits and unemployment allowance, business start-up subsidies, working ability benefits, working ability assessment, labour market services and related benefits (all forms of compensation, benefits and services) labour market services that help to eliminate barriers to securing employment and increase the chances of employment benefits paid upon participation in the service (grants, transport benefits, care benefits) or to support work attendance (mobility benefits, travel-to-work allowance, travel cost compensation for an accompanying person) 2

3 Dear reader, Advising working-age people on looking for jobs and their employment choices, as well as advising employers and finding suitable employees for them, is what we do every day. It is our way of contributing to achieving the highest level of employment among the working-age population and preventing long-term unemployment and labour market exclusion. People of working age and employers are facing important changes on the labour market, which has led to increasing discussion of the constraints of labour resources. On the one hand, this is caused by economic globalisation, which results in the eradication of companies that create less added value and generates a demand for new and different skills on the labour market. On the other hand, the number of working-age people is decreasing due to emigration and low birth rates. These changes also have a direct impact on the work of the Unemployment Insurance Fund. In the coming years we will be implementing two new key courses of action: helping people with decreased working ability to enter the labour market; and preventing unemployment sees the launch of work ability reform, bringing to the labour market currently inactive people who receive a pension for incapacity for work. For us, this means the phased assessment of the working ability of people with health problems, providing appropriate services for those with decreased working ability so that they can secure or maintain employment, and granting working ability benefits. Our focus is also on advising employers and raising their awareness so as to expand the employment opportunities to people with decreased working ability. In 2016 we will be preparing the principles of provision of labour market services for employees. This will help to prevent unemployment: we will be able to help those already employed to pre-emptively cope with structural changes in the economy and to provide employees who have the kinds of new skills and knowledge that meet employers needs. The key to our success is a competent, active and flexible organisation which stands on pillars of autonomy and tripartite management. Autonomy means that we can independently choose the best approaches and action to achieve our goals while bearing responsibility for the efficient use of the resources made available to us and for delivering results. Thanks to the direct joint participation of the government and social partners in organising unemployment insurance and resolving labour market problems, we are able to meet the expectations and needs of employees and employers quickly and flexibly. All of our strategic decisions are based on expert knowledge and analysis. In this development plan we agree on shared objectives and approaches for the coming years. We strive to be effective and efficient in achieving our goals. As such, we base our day-to-day work on the following cornerstones: Competent advisers who are able to identify the strengths and talents of each and every jobseeker, to recognise and understand barriers to employment and to offer the right help at the right time. 3

4 Diverse ways of supporting employees, jobseekers and employers, taking into account the labour market situation and individual needs. We offer services in accordance with every individual s needs and opportunities. Close cooperation with employers provides the jobs we need to help jobseekers secure employment. We offer employers free, high-quality pre-selection and train employees to meet the employer s expectations, both for specific jobs and generally for the future. We enter into cooperation agreements with major employers and bear shared social responsibility to provide work experience to young people, people with a decreased working ability or other jobseekers with other complex problems. Community-based cooperation with local authorities to help long-term jobseekers, those with special social needs and those with decreased working ability to secure employment. With local authorities we agree on activities to boost specific people s ability to cope and their work-readiness and to find them work or something else appropriate to which they can apply themselves. Effective work management, in which we make maximum use of information technology solutions that ensure operational simplicity for both customers and employees. This reduces paper-based administration and prevents overlaps both within and outside of the Unemployment Insurance Fund. Modern customer service, including a self-service environment which gives people the opportunity to use all services that do not require direct communication with an employee of the Unemployment Insurance Fund. Outcome The best yardstick for our work is how many people we are able to help secure employment, and how quickly. We keep a close eye on the rate of entrance to employment after services and conduct impact assessments. Equally important is the satisfaction of customers and partners with our work: the advice we provide and the management and quality of our services. We also expect quality and efficiency of all of the partners we work with to provide the services. Trust, cooperation and innovation are the core values of all of the activities of the Unemployment Insurance Fund. I am delighted to work with a professional team which is dedicated to helping people secure employment and whose objectives and dedication are shared by many of our partners. I am pleased that many employers have placed their confidence in us and engaged in multifaceted cooperation. Let us hope that local governments find the drive to deepen the cooperation established in recent years. I am convinced that by striving to achieve future goals together we will be able to support jobseekers, employees and employers alike even more effectively. Meelis Paavel Chairman of the Management Board 4

5 Mission We support finding work and workers We believe that there is a suitable job for everyone one which ensures their inclusion and economic independence. We provide support throughout people s working lives. We support young people in entering the labour market, people who have been out of work for a long time in re-entering the labour market, people who switch jobs and employees who need support in maintaining employment due to a lack of skills or decreased working ability. We support employers in finding and training suitable staff, creating and adapting jobs and carrying out restructuring. Every jobseeker and employer is allocated a personal adviser. We provide a range of services, taking into account both labour market needs and the individual needs and opportunities of every customer. We pay benefits and allowances that allow people to securely seek and maintain employment. We are experts on the ever-changing labour market and share our knowledge with those interested. We analyse labour market developments and design labour market services that meet these needs. Vision We are the best and most inspiring labour market organisation in Estonia and Europe. Together with our customers and partners we make a joint effort to increase flexibility on the labour market to prevent unemployment and provide support to find work and workers as quickly as possible. In cooperation with our customers and partners and using our expert knowledge we design the best labour market services and ensure their quality and accessibility. With the efficiency of our services, innovative approaches and user-friendly IT solutions we inspire other European labour market organisations. As an employer, we set an example by being a diverse and employee-inclusive organisation. We have competent and highly experienced employees and our work is efficient, flexible and effective. 5

6 Core values Trust we have an in-depth understanding of our field and we focus on results we notice and take into account the individual opportunities and needs of the customer we follow good practices and keep our promises our decisions are reasoned and comprehensible we ensure the purposeful use of resources Cooperation we initiate and maintain meaningful cooperation we listen to the proposals of our customers and partners and work together to find solutions we are accessible, helpful and friendly to our customers and partners we work as a team and value each and every colleague Innovation we actively acquire new knowledge and share our experience with colleagues and partners we are creative in finding and adopting solutions we make effective use of modern information and communication technology our ideas support the development of the organisation Customers The customers of the Unemployment Insurance Fund are employees, jobseekers and employers. Employees are all of the individuals who are working on the labour market. Employees expect us to provide advice and, if necessary, services upon switching jobs and/or maintaining employment in the case of a decrease in working ability and/or lack of skills. Jobseekers are individuals who have registered with us as unemployed or as a jobseeker. Jobseekers include students and those not actively seeking employment who are potential entrants to the labour market. While looking for work, jobseekers expect to receive alternative income, advice and services which meet their needs and increase their chances of finding a suitable job quickly. Employers need support in finding qualified employees who meet their needs and expect that employment will not be terminated prematurely due to a lack of skills, knowledge, experience or motivation. Additionally, employers look for support in creating and adapting jobs and reorganising their economic affairs. Although customers needs are different, their expectations of the Unemployment Insurance Fund are similar: fast and flexible provision of advice and services based on labour market needs; clear and comprehensible decisions and provision of information on the market situation; competent employees. 6

7 Partners The partners to the Unemployment Insurance Fund are divided on the basis of the nature of our cooperation. Strategic partners are parties to the Supervisory Board of the Unemployment Insurance Fund the government and the representative authorities of employers and employees that are responsible for the development of the labour market and the strategic management of the Unemployment Insurance Fund. Cooperation partners participate in the development and organisation of services (incl. the Ministry of Social Affairs, the Ministry of Finance, the Ministry of Economic Affairs and Communications, the Ministry of Education and Research, the Tax and Customs Board and the Social Insurance Board) and the provision thereof (service providers, incl. local governments). Experts whom we involve in analysis and development of the labour market field (incl. universities, research centres, partner organisations of the EU and representative organisations of people with disabilities). Partners expectations: the sustainability of unemployment insurance in ensuring social protection and providing labour market services; reliable, inclusive and efficient organisation; competent employees. Development goals and key activities for their achievement The Unemployment Insurance Fund is responsible for: increasing employment preventing unemployment decreasing the duration of unemployment In the coming years we will be assuming a greater role in preventing unemployment, inactivity and labour market exclusion. Therefore, we wish to support: employees who are at risk of losing their job due to a lack of skills or for health reasons employers who need to develop the skills of their employees in the face of changes young people in their transition from education to work people with decreased working ability who have been unemployed due to a disability or illness 7

8 To fulfil these responsibilities we have set two development goals. Enhance the impact, improve the quality and ensure the accessibility of services 1.1 Ensure sustainable financing of services. 1.2 Guarantee a diverse selection and volume of labour market services which take into account the labour market situation and customers needs. 1.3 Ensure effective and user-friendly provision of services based on common principles. 1.4 Offer timely and appropriate support to every employee and jobseeker. 1.5 Provide suitable labour force in accordance with the employer s needs and support the employer in recruiting a diverse labour force, incl. young people and people with decreased working ability. 1.6 Improve the monitoring system of service quality and increase the efficiency of the supervision of services. 1.7 Ensure consistent assessment of impact of labour market services. 1.8 Develop the results-based outsourcing of labour market services. 1.9 Strengthen international cooperation so as to adopt best practice and support labour force mobility Ensure the smooth and efficient implementation of work ability reform. Developing the Unemployment Insurance Fund as a centre of competence 2.1 Establish a comprehensive management system. 2.1 Increase employees competence and value their input. 2.2 Develop competence for work-focussed counselling. 2.3 Strengthen process management and improve the functionality and user-friendliness of IT systems. 2.4 Make common internal and external communication (incl. branding) more effective. 2.5 Establish an appropriate and modern environment for work and providing advice. 8

9 Performance indicators of the development plan The rate of entrance to employment for the new recipients of unemployment insurance benefit within 12 months The rate of entrance to employment for the new registered unemployed (excluding new recipients of unemployment insurance benefit and people with reduced ability for work) within 12 months The rate of entrance to employment for the new registered unemployed with reduced ability for work (excluding recipients of unemployment insurance benefit) within 12 months* The rate of entrance to employment for the long-term unemployed (excluding unemployed with reduced ability for work) within 12 months The rate of entrance to employment, education or labour market training or work practice of new unemployed young people (aged 16-29) within six months of registration* Average monthly percentage of unemployed (except unemployed with Comment jobseekers, and of provision 73.1% 74.1% 74.6% 75.1% of labour market services, unemployment insurance database and data of Tax and Customs Board. jobseekers, and of provision of labour market services, unemployment insurance 62.4% 63.4% 63.9% 64.4% database and data of the Tax and Customs Board. 49.2% 49.2% 49.2% 49.2% 45.3% 46.3% 46.8% 47.3% 64.5% 65.5% 66.0% 66.5% 30% 30% 30% 30% jobseekers, and of provision of labour market services, unemployment insurance database and data of the Tax and Customs Board. jobseekers, and of provision of labour market services, unemployment insurance database and data of the Tax and Customs Board. jobseekers, and of provision of labour market services, unemployment insurance database and data of the Tax and Customs Board. jobseekers and of provision of labour market services 9

10 reduced abiltiy for work) participating in labour market services Average monthly percentage of unemployed with reduced ability for work participating in labour market services Percentage of long-term unemployed (registered as unemployed for 12 months or more) participating in labour market services General satisfaction index of jobseekers General satisfaction index of employers General satisfaction index of employees 30% 30% 30% 30% 90% 90% 90% 90% jobseekers and of provision of labour market services jobseekers and of provision of labour market services part of customer satisfaction survey part of customer satisfaction survey satisfaction survey of employees * A performance indicator introduced for the first time in 2016 which longer period targets will be determined after the monitoring and analysis of first-year results Implementation This development plan is a strategic document of the Unemployment Insurance Fund which serves as the basis for the preparation of the Annual Action Plan. The annual plan will lay down the performance indicators sub-indicators and their targets as set in the development plan. The development plan and annual plan form the basis for the preparation of the budget of the Unemployment Insurance Fund. The implementation of the development plan will be organised and responsibility therefor assumed by the Management Board of the Unemployment Insurance Fund. The Supervisory Board will assess the implementation of the development plan (performance results) once a year on the basis of reports. The development plan will be updated every year, taking into account other national strategies (above all Estonia 2020 ). Estonian Unemployment Insurance Fund Lasnamäe 2, TALLINN Phone info@tootukassa.ee 10