Employer s service of the Federal Employment Agency

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1 PES TO PES DIALOGUE PEER REVIEW PES and effective services for employers René Siegert BildrahmenBild einfügen: Menüreiter: Bild/Logo einfügen > Bild für Titelfolie auswählen Logo für die Besonderen Dienststellen und RDn: Menüreiter: Bild/Logo einfügen > Logoauswahl Employer s service of the Federal Employment Agency

2 Employer s Service Teams Specialized teams for the support of the customer group employers enable fast and flexible actions in times of changing framework conditions. Seite 2

3 The Employer s service Structures in the Employment Agency Exemplary Structure of an Employment Agency TL EZ GO TL AV BL BL BL GE TL AG-S TL U25 TL Reha Advantages One face to the customer All tasks in one Service-Unit Immediate availability of specialists Development of specific know-how of different sectors Transparent performance responsibility Quick response to employer-related market changes The support of the employers is ensured, even if the number of unemployed persons rises MA EZ MA AV MA AG-S MA U25 MA Reha EZ Entrance Zone AV General Placement MA - Employee AG-S Employer s Service BL Division Manager TL Head of Team U25 Placement and Counselling under 25 years Reha - Rehabilitation Challenges Specialized analysis of the labour market Active exchange of information at interfaces Synchronisation of the target system to enable all specialists to work in unison for bringing together people and work Seite 3

4 Services for SME We focus our efforts where the enterprises cannot cover their requirements on their own or without the help of other organisations. Seite 4

5 The Catalogue of Services of the Employer s Service Counselling and placement service for jobs and apprenticeships Creation of profiles of job vacancies and apprenticeship places Pre-selection of applicants Empowering self help guidance for the Virtual Labour Market JOBBÖRSE Management of recruiting events Counselling on the employment of foreign employees Counselling and support on start-ups Counselling on financial support Counselling on family-oriented personnel policies Counselling and placement to/of disabled people and rehabilitants Counselling on forms of employment and working time schemes Counselling on further training/ qualification of employees in companies Creation of labour market transparency Seite 5

6 Counselling on further training/ qualification The advancement of its own employees as a possible strategy to cover the need for skilled workers. Seite 6

7 Qualification counselling for enterprises as a way to cover the need for skilled workers Our offer includes Clarification of requests securing knowledge transfer Evaluation tailor-made further qualification Analysis of qualification requirements Counselling on all questions on training in enterprises Counselling on methods for assessment of demands and evaluation of training goals Support for selection of suitable forms of learning and qualification measures Implementation of an age structure analysis Counselling on promotion programmes and support during the application process Support of the coordination and implementation planning Seite 7

8 Target- and Steering System Transparency and continuous steering through the executives secure sustainable and successful actions. Seite 8

9 Employers business processes Employer business processes translate corporate policy into operative actions Control by means of indicators and analysis variables Level Target System Instruments for the implementation Executive Board of the Federal Employment Agency (BA) Business policy objectives Target agreement between the Federal Ministry of Labour and Social Affairs and the Executive Board (Social Code II) Budgeting process between the BA, the Federal Ministry of Labour and Social Affairs and the Board of Governors (Social Code III) Planning- and steering process in both Social Codes systems along the strategic fields of action (BA-internally) Management of the Operative Units Indicators Target follow-up dialogue process Employer strategy paper Management information system (FIS) Head of Teams, placement officer, case manager, counsellor Analysis variables Counselling and placement cockpit (B&V) Daily steering Seite 9

10 Contents of the target system levels to steer the Employer s Service (AG-S) Business policy objectives Social Security Code III Sustainable improvement of counselling and integration Increase of customer satisfaction Social Security Code II Reduction of assistance Improvement of integration into employment (Increase of customer satisfaction *) Indicators Number of successfully filled vacancies Employer s customer satisfaction Extended period of factually unemployment / present period of factually unemployment Level of integration (Job to Job (J2J), without J2J rehabilitation-specific) Reduction of the sum of passive benefits Integrations/ integrations under 25 years Analysis variables Analysis ratios of the Cockpit for counselling and placement service in the management information system (FIS) Number of orders completed successfully from the daily updated control Thema, 0. Monat 2010, Bundesagentur für Arbeit Seite 10

11 Derivation of the interrelations on the level of analysis (Cockpit for counselling and placement service) Share of successful job offers (VV) Share of nationwide job offers (VV) Share of successful nationwide job offers (VV) Share of job offers (VV) with contact Share of new job vacancies (SteA) with limit job offers (VV) Share of vacancies filled successfully Share of new job vacancies (SteA) with limit job offers (VV) Share of new job vacancies with job offers (VV) within 48 hours Share of new job vacancies < 3 job offers (VV) Share of new job vacancies without job offers (VV) Duration of successful vacancies Share of new job vacancies with job offers (VV) within 48 hours Share of new job vacancies < 3 job offers (VV) Share of new job vacancies without job offers (VV) Number of new vacancies Management indicator Analysis ratio Thema, 0. Monat 2010, Bundesagentur für Arbeit Seite 11

12 BACKUP Seite 12

13 Challenges for the Employer s Service Globalisation Growing need for up-skilling for all employees Structural Change Increase of productivity while jobs constantly decrease Technological Change Demand for highly skilled employees is constantly growing Demographic Change Decrease of labour force potential Improvement of balancing the labour market Manage transitions Ease adaption Seite 13