The survey shows that:

1) Staff management practices in PES have changed significantly over the last years. During the pandemic, the majority of PES used reallocation of staff, health-related measures, online regular meetings and staff rotation in the office or flexible scheduling of office work. One of the most significant developments is the introduction or upscaling of remote and hybrid work. The actual work formats are not always aligned with staff preferences, with hybrid forms being the prefered option.

2) Regarding key competences, professionalisation, and training of PES stafff: changes in the labour market and related PES services enhanced the need for internal staff redeployments, due to digitalisation and/or introduction of new functions and services (e.g. digital consultants/e-counsellors, data and business analysts, data scientists, etc.). Over half of PES redeployed some staff to provide more time on direct services and communication with employers, including consulting on support measures. One in three PES allocated more people to frontline services and to online services (from face-to-face), as the functions became digitalised.

3) PES often struggle with recruitment difficulties, especially in IT-related areas, where they need to compete with increased demands for specialists from other organisations and the private sector. As retaining a high level of well-being and work-life balance is challenging, PES need to ensure employees’ resilience support through trainings and other measures.

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