Building quality jobs at the local level – Key Findings from A comparative OECD review
-
Upload
oecd-local-economic-and-employment-leed-programme-and-its-trento-centre -
Category
Economy & Finance
-
view
113 -
download
0
description
Transcript of Building quality jobs at the local level – Key Findings from A comparative OECD review
BUILDING QUALITY JOBS AT THE
LOCAL LEVEL – KEY FINDINGS FROM
A COMPARATIVE OECD REVIEW
Department of Labor-OECD Workshop on Workforce Development and Local Job Creation
Washington, 18-19 November, 2014
Presentation by Jonathan Barr, Policy Analyst, OECD
Overview of OECD reviews on local job
creation
• Over 600 local stakeholders consulted across 12 countries
• Used a dashboard methodology to assess contribution of local labour market policy to boosting quality jobs and productivity– Index on a scale of 1-5
representing strengths and weaknesses of programme and policy approach
2
Participating OECD Countries
3
The balance between skills supply and
demand varies at the local level county
The case of Michigan, 2012
What can employment and training
agencies do to boost job creation?
Boosting the supply of skills towards employer demand
Stimulating demand and productivity by better
utilising skills
Supporting inclusion
Quality job creation and
economic growth
Aligning programmes and policies to local economic
development
Local job creation dashboard results: Orienting the
employment and training system towards employer
demand
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
UnitedStates
Australia England(UK)
Canada Korea NorthernIreland
(UK)
Flanders(Belgium)
Israel Sweden Trento(Italy)
Ireland CzechRepublic
France
Local job creation dashboard results:
Targeting sectors and areas of future growth
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
California (United States)
Quebec (Canada)
Korea
Australia
Ontario (Canada)
England (UK)
Trento (Italy)
Flanders (Belgium)
Sweden
Michigan (United States)
Ireland
France
Israel
Northern Ireland (UK)
Czech Republic
• Using industry representatives are trainers
• Stimulating networks among employers (particularly for SMEs) and creating employer ownership
• Cluster and sector-based approaches can be used to better connect education and world of work
• Providing second chance opportunities for workers to re-skill in demand occupations
Examples: Employer Ownership Pilots (UK); Regional niche sectors (Quebec, Canada); Second Career Programme (Ontario, Canada); Talent Houses (Belgium); Strategic clusters in Bucheon (Korea)
Lessons from other OECD countries
It is not enough just to invest in skills..
Local Job Creation Dashboard: comparing
OECD countries on boosting skills utilisation
1 1.5 2 2.5 3 3.5 4 4.5 5
Israel
France
Czech Republic
Trento (Italy)
Ireland
Sweden
Northern Ireland (UK)
United States
Korea
England (UK)
Canada
Flanders (Belgium)
Australia
The public sector can:
• provide technical assistance and set an example
• work with supply chains and employer networks to stimulate innovation and help employers ‘raise their game’
• put in place management and leadership training programmes
Examples: Practice labs for innovative work organisation (Flanders, Belgium); Techno parks in Korea; Community colleges (Ontario, Canada); Management programmes (Northern Ireland)
Lessons from OECD countries
Local job creation dashboard results: Degree to
which employment and training programmes are
targeted to at-risk groups
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Australia Canada Ireland Sweden England(UK)
Flanders(Belgium)
Israel NorthernIreland
(UK)
UnitedStates
France CzechRepublic
Trento(Italy)
Korea
To target Not to target
Targeting focuses in on the specific
characteristics and needs of a certain
group within the wider population
Targeting can result in the association of
a problem that is widespread (such as
poverty, poor living conditions, lack of
work opportunities) with a particular
group, thereby stigmatising that group.
Targeting can make up for concurrent
discrimination taking place elsewhere in
society or for past discrimination.
Targeting runs the rise of inefficiently
screening in those who are not in need
of additional support, while screening
out non-targeted people that might need
help.
Existing services offered by mainstream
employment services are underutilised
by certain groups – targeted
programmes may encourage greater
uptake and improved outcomes.
Targeting one group can lead to
competition between communities and
potentially aggravate unrest if minority
groups are perceived by the wider
community to be treated preferentially.
To target or not?
• Groups that can benefit from targeting include immigrants and youth (particularly NEETs).
• Growing focus on prevention and early interventions – role of mentoring and counselling
• Interventions need to be built on a better understanding of “what works”
Examples: Pathways to Education (Canada); Unga-in (Sweden), neighbourhood renewal strategies (Northern Ireland), local development companies (Ireland)
Lessons from other OECD countries
Local job creation dashboard results: Flexibility in
the employment policy framework
1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
United States
Flanders (Belgium)
Canada
Czech Republic
Korea
France
Northern Ireland (UK)
England (UK)
Trento (Italy)
Sweden
Israel
Ireland
Australia
Flexibility tends to improve policy integration
and coordination
4.5 4.5
4.0 4.0 4.0
3.5 3.5
3.0 3.0 3.0
2.5 2.5 2.5
4.5
4.0 4.0
3.0
3.5 3.5
3.0
4.5
3.0 3.0 3.0 3.0
3.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
UnitedStates
Flanders(Belgium)
Canada CzechRepublic
Korea France NorthernIreland
(UK)
England(UK)
Trento(Italy)
Sweden Israel Ireland Australia
Degree of Flexibility Degree of policy co-ordination and integration
• Maximise flexibility available by building stronger capacity and local leadership
• Promote partnerships that can develop place-based responses to structural adjustment and local economic development
• Using data to stimulate cooperation and partnership working
• Need to ensure the right level of governance (e.g. corresponding to travel to work areas)
Examples: Workforce Investment Boards (United States); VDAB (Belgium), Entrepreneurship Centre (Quebec, Canada); Workforce Planning Boards (Ontario, Canada); Four Party Associations (Korea)
Getting collaboration right
For more information: OECD reviews on
Local Job Creation