Public-Private Partnerships

Reshaping National and Global Employment Services Markets

The modern Public Employment Service no longer functions as a single national operator. Public-private partnerships are reshaping employment services markets around the world. Why should PES work together with private partners, and more importantly, how should they form and build these partnerships?

This free chapter of Managing Workforce Potential provides at least 4 convincing arguments for PES-private partnerships, explores the many possibilities, and ends with an inspiring business case in the ‘Mayan Riviera’ in Mexico.

The Sharing Economy

What is the sharing economy, and what are its implications for employment services? Also referred to as the ‘gig economy’ and ‘Uberization’, the sharing economy is a system of business models that bring individuals together to share their resources with strangers, all of whom are – and this is the key – enabled by a third-party digital platform.

crowd of people walking on a zebra crossing

Today, sharing economy architecture can be found for almost anything. We are most familiar with structures such as Airbnb (accommodation) and Uber (transportation), also known as the ‘rides and rooms’ industries. However, locally and globally, people are also sharing “meals, power tools, dog kennels, boats, driveways, bicycles, musical instruments, even excess capacity in their rucksacks” (McLean 2015). The Internet, mobile technology, and social media platforms have brought about this economic and cultural shift. From one’s living room, global markets can not only be accessed, but participated in fully.

If this is altering our traditional business models, then certainly it is changing the nature of work. How are we to understand ’employment’ in the social economy? The disruption in traditional business structures raises practical questions for Public Employment Services and their partners. Does employment in the sharing economy fit the usual “supply and demand” scenario we have served over the years? And if the sharing economy is a dimension of the labor market, are conventionally-designed Public Employment Services and partners evolving to successfully place and support people in this new world of work?

There’s no shortage of research attempting to find answers. In this free chapter of Managing Workforce Potential, Natalie Branosky, explores and explains the sharing economy’s impact on Employment Services:

Competence-Based Matching: the Holy Grail?

Competence-based matching provides an interesting answer to the significant increase in bottleneck vacancies. PES want to offer opportunities to unqualified young jobseekers (NEETs: not in employment, education, or training), to young people whose diploma does not offer a good connection to the labor market, to refugees without a recognized diploma, and to people aged 55+, whose acquired competences are more important than their outdated diplomas. There is pressure from both the demand and the supply side to substitute diploma- and profession-centered matching with a broader, more modern matching system.

Competence-based matching is the best alternative. On the one side the system doesn’t exclude diplomas, because they are an attestation of acquired competences. But on the other, the system also allows for including prior/elsewhere/otherwise acquired competences in the matching process. In addition, because competence-based matching allows for fine-grained mapping of possible competence gaps, it is a better guide for (re)orienting jobseekers and allows for a more effective specification of training needs.

Find out more in this free chapter of Managing Workforce Potential:
Compentence-Based Matching – The Holy Grail? by VDAB CEO Fons Leroy

Creating an IT- and Data-Driven PES

Around every 18 months, our collective computing power doubles. New innovations erupt from the technology volcano ever faster. These open up vast areas of possibility for PES: new channels to serve their clients, new tools for matching and managing the workforce, new systems to increase productivity…

But technological innovations are also getting increasingly complex and changing ever faster.

How can PES harness the power of IT and big data to improve their efficiency and effectiveness? Find out in this free chapter of Managing Workforce Potential: