'Bottleneck vacancies’ refers to vacancies for occupations which are considered to be in short supply. They are found not only in high-skilled occupations, such as IT, scientific, engineering or medical professionals, but also in skilled and low-skilled manual occupations. The first mainly arise from skills deficits, but the latter are more due to recruitment and retention problems related to working conditions and pay. The study compares shortage and surplus occupations, based on data from the Public Employment Services of the EU, Norway and Iceland, and the Labour Force Survey.
This reports presents the discussions that took place during the study visit to the Belgian Flemish PES (VDAB) on 22 November 2016 to gain practical insight into the organisation’s Innovation Lab. The report focuses on what the ten visiting PES heard on the day and the conclusions that collectively emerged throughout the day.
This report concerns issues emerging from reforms which seek to better align institutional, legislative and individual incentives that create stronger links between active and passive measures for the long term unemployed (LTU). It reviews developments in five case study countries where policy makers have created stronger links through realigning the role and services of the Public Employment Service (PES), benefit payment agencies, and municipalities.
This toolkit is intended to assist public employment services (PES) in designing and implementing their approach to promoting sustainable integration into the labour market. It provides concrete guidance and tools to help designing or implementing services and measures promoting sustainable integration into the labour market for jobseekers.
This report summarises the main conclusions from the PES Network Seminar ‘Change Management and Continuous Improvement’ that took place on 4 October 2016 in Brussels. The report is structured around three thematic areas: 1) the drivers for change and how PES can overcome barriers to change; 2) placing staff and managers at the centre of the change agenda; and 3) continuous improvement and how PES can move from introducing one-off changes to becoming learning organisations. It concludes by highlighting future learning opportunities.