A core feature of PES services is to collect vacancies from enterprises and for PES to facilitate good quality matches between jobseekers and enterprises. For enterprises, PES should be seen as the first stop to advertising vacancies and reaching a wide audience for free of charge. Across the region, this is often not the case. However, PES can work towards this by offering enterprises a wider set of support services that help enterprises to identify their skills needs and providing opportunities for their employees to upskill and reskill.

It is important to recognise that enterprises’ needs vary, and they are not a homogeneous group. They may have different needs, at different times and these may be affected by their sector and location as well as the size of the enterprise. Enterprises often face multiple challenges and often they have very limited time available, particularly for small to medium enterprises (SMEs). This is important for PES to consider when choosing an appropriate communication method, and messages. Enterprises require carefully crafted messages that explain ‘What’s in it for me?’ as well as what actions they need to take.

An important aspect of communication with enterprises is customer service. This is key when working with enterprises as they may return to work with PES again in the future. Building lasting relationships with enterprises can take time as PES often need to overcome any negative perceptions that enterprises have of PES as well as creating mutual trust between PES staff and enterprises. Trust can be built on good results and performance therefore it is important that PES staff have enough time to get to know an enterprise, understand their recruitment and skills needs and suggest jobseekers that are a good fit.

PES therefore need to resource enterprise services appropriately and need to vary their approach and service offer to enterprises so that they can offer them relevant services and support. This in turn will provide a more effective and efficient service, raise the profile of PES services and lead to a better use of PES resources. The box below outlines some of the key partners whom PES can work with to do this.

The ILO¹ considers employer and business membership organisations (EMBOs) as representing a key part in society: enterprises. Successful enterprises are at the heart of any strategy to create and increase employment and increase the quality of life and living standards as a whole. The ILO views EMBOs as playing an ’important role in enterprise success by infl uencing the environment in which they do business and by providing services that improve individual performances’.

The table below provides an overview of the people, processes and services involved in delivering services for enterprises.

Table 4.1 Supporting sustainable enterprises: people, process and services

This section will outline the key aspects of successful approaches to working with sustainable enterprises. This will look at internal PES resource issues, efficient ways of receiving and posting vacancies, managing labour market mismatches and how to strategically work with enterprises.

Figure 4.1 Shaping enterprise behaviour: A framework of internal and external factors³

4.1 How can PES best organise their internal resources to work with enterprises?

It is important that PES have separate resources for working with enterprises so that PES staff can develop personal connections, build trust and deliver results that meet enterprises’ expectations. Depending on the size of the PES, this can either be a dedicated unit (team of people) or individuals that are specifically assigned to work with enterprises. This means that these types of PES staff arelikely to require a slightly different skill set than front line counsellors and will have a different type of workload. This section will provide further details on some of key aspects of their work and the specific skills that these staff should have.

4.1.1 What is the importance of personal contact?

PES in the region as well as across Europe confirm that personal contact is an important aspect of working with enterprises. This is important to establish and develop a working relationship, boosting the PES’ reputation and gradually overcoming any negative perceptions enterprises may have about the PES. An important element for enterprises is to have a single contact point within the PES whom they can contact when they would like to discuss their vacancy needs, skill requirements and any growth or down-sizing plans. In some PES, larger enterprises are provided with a specific account manager⁵ within a national headquarter PES office, or it could be within a local PES office for larger enterprises working within specific regions. This means that the enterprise can assign a person within their own human resources (HR) department to work specifically with PES unit or contact point. Overall, this makes the communication between PES and large enterprises far more efficient, direct and standardised for both parties. Moreover, assignment of a key account manager can help the PES to develop specific knowledge of the business, and sector, and thereby better anticipate the enterprise’s future needs.

In contrast, SMEs also prefer an individual contact point at the PES as this person can develop a full understanding of the enterprise and the challenges they are facing. Often SMEs have constraints around recruitment-related activities so in these instances PES can offer a greater advisory role around vacancies as well as wider skills needs⁶. In such instances, PES may wish to visit SMEs at their premises. This is because SMEs may not have the time to visit PES offices themselves and, depending on the sector and location, they may have some barriers in terms of online access (if a dedicated enterprise page is available on the PES website). This provides PES with an opportunity to develop deep insights into enterprises’ recruitment needs, understand the issues that they are facing and gain valuable knowledge in terms of working conditions, worker’ expectations and the wider sector.

Any meetings or events that are organised by PES for enterprises should consider the specific needs and availability of enterprise. For example, PES could look at holding ‘breakfast’ meetings or working with ‘umbrella’ organisations such as chambers of commerce to attend events where enterprises will already be in attendance.

4.1.2 What do PES staff need to deal with employer and business membership organisations?

Establishing, building personal contact and dealing with enterprises take time and staff working with enterprises should be provided with dedicated time to deal with enterprises. This means that relevant PES staff should not be involved in other aspects of PES work, or this should be kept to a minimum. This division of work will allow PES the time and resources to make an important investment in delivering high-quality services to enterprises and provide PES staff with an opportunity to work with enterprises to develop quality, sustainable vacancies.

The time required to deal with different types of enterprises will vary according to their size. Larger enterprises are less likely to require intensive support from PES regarding vacancies and future recruitment needs as they are more likely to have internal recruitment strategies in place as well as dedicated internal human resource departments. They are therefore more likely to be ‘self-sufficient’ and contact PES on an ‘as needs’ basis, particularly if they can automatically upload vacancies directly on an online job portal.

In contrast, SMEs are likely to require more support as they often do not have human resource departments in place and may be less sure of their recruitment needs and less aware of what services PES can offer. In such cases, dedicated PES staff may need to provide SMEs with much more ‘hand-holding’ throughout the process and this can include developing a job description, posting a vacancy and providing a selection of candidates as well as providing ongoing support around available active labour market policies (where relevant) and the potential need for employees to upskill.

4.1.3 What skills are needed by PES staff who work with enterprises?

PES staff who are working with enterprises need to have some specific competences, which differ to those staff who are mostly working with jobseekers. This is so that staff are best placed to provide appropriate services and support and PES resources can be efficiently used when engaging with enterprises.

The table below outlines the key competences and behavioural indicators, developed by the European Commission, which may be a useful source of inspiration and information for PES in the region when thinking about the skill set of staff working with enterprises.

Table 4.2 Key competences and behaviours for PES staff working with enterprises

European Commission (2014) ‘European reference competence profile for PES and EURES counsellors’

4.2 How can PES receive and post vacancies from enterprises?

Receiving and posting vacancies from enterprises is a core role of PES in the facilitation of the matching process. The method and approach to do this can vary according to the PES services as well as the needs and size of an enterprise.

The sections below outline different approaches to helping enterprises to develop job descriptions (in scenarios where this level of support is needed), as well as receiving and posting vacancies.

4.2.1 What support can PES provide to enterprises to develop job descriptions and establish working conditions?

An important step in creating vacancies is crafting well-written job descriptions. This will help to ensure that vacancies are suitable and help to develop decent work opportunities for all. The level of support required by different enterprises varies depending on their size, available resources and experience of developing job descriptions. For example, SMEs may need help to develop an appropriate and well-developed job descriptions that accurately refl ect the expected worker’s duties, responsibilities and expectations.

PES have good insights and expertise knowledge of what constitutes a good, well-written job description and this support can be valuable to SMEs who do not have this knowledge. This support can be given on a one-to-one basis via face-to-face meetings as well as via telephone support.

By providing tailored support to enterprises, PES can help to build capacity within enterprise organisations so that they have opportunities to develop their skills and knowledge and are better equipped to produce better job descriptions in the future. Importantly, PES support to SMEs to produce job descriptions can contribute to a more efficient matching process.

An important point to note is that PES can offer SMEs insights into expected working conditions and workers’ rights. This can be important in helping to make sure that the vacancies are fit for publication and that enterprises are fully aware and up to date regarding their expectations and legal requirements.

EMBOs can be a useful partner for PES to communication information about expected working conditions to a large group of companies quickly and efficiently. This can help to inform smaller companies about any national, regional or local requirements and relevant expectations. For example, PES could attend EMBOs’ meetings or events to inform groups of existing and new requirements. PES can also use such opportunities to promote their services on supporting enterprises to develop job descriptions. By taking part in such activities, PES help to establish and build up working relationships with specific companies.

4.2.2 How can PES encourage enterprises to upload and post vacancies manually and automatically?

The uploading of vacancies onto an online portal is an important step towards the publication of jobs. This can be done in different ways, and this can depend on the enterprise’s size and available resources as well as their access to online services.

4.2.2.1 Manual uploading and posting of vacancies by PES staff may be suited in specific contexts

In some cases, PES may suggest to enterprises that they can send in their vacancies by email instead of automatically uploading these jobs to the online portal. This may be most suited to SMEs who require additional support as they do not have the resources to do this or where they may have limited or unreliable access to the Internet.

This can be more resource intensive for PES however it provides PES with an opportunity to have a good overview of what types of jobs (and at what levels) are available, providing insights into the expected roles and responsibilities of workers and it allows PES to undertake some important quality checks on the information that is added to an online portal. It may also help to encourage smaller enterprises to use PES services in the future, based on the quality of customer service that they receive as well as the quality and relevance of referred jobseekers.

4.2.2.2 PES can support the automatic uploading and posting vacancies by some enterprises

Automatic uploading of vacancies directly onto online vacancy databases can be promoted to certain types of enterprises, such as large enterprises. These types of enterprises often have greater capacity and expertise to develop adequate information for vacancies and may be more confident to do this.

In addition, it may be worth noting that online tools can be particularly useful for large companies given that they tend to have greater numbers and/or more regular fl ows of vacancies to advertise. They also give companies – and their human resource departments – a certain degree of autonomy in the recruitment process, meaning that PES staff can focus their face-to-face contact and resources on other (often smaller) enterprises.⁷ In addition, it may mean that vacancies are uploaded onto an online vacancy database much quicker and at any time as PES are not required to intervene in this process.

The automatic uploading and posting of vacancies require appropriate IT systems and infrastructures to be in place. It can also require information to be uploaded in a standardised way so that there can be commonalities in terms of file formats, data categories and key words. This can help in jobseekers finding vacancies online as well as providing PES with possible data that can be exported and analysed in terms of emerging labour market trends and possible skills gaps between the types of vacancies upload against the skills of jobseekers. This information is used to update training and career counselling in line with the current labour market needs, ensuring that jobseekers have the latest information about enterprise needs and are referred to training that can put them in a good position when applying for a vacancy.

4.2.3 How can PES manage the quality of vacancies and working conditions?

It is worth noting that it is important for PES to have control over the quality of available vacancies, whether posted online or not, and the types of working conditions that enterprises want employees to work in. According to the ILO Centenary Declaration:⁸

“All workers should enjoy adequate protection in accordance with the Decent Work Agenda, taking into account: 

• Respect for their fundamental rights;
• An adequate minimum wage, statutory or negotiated;
• Maximum limits on working time; and
• Safety and health at work.”

Therefore, PES have an important role in filtering vacancies that do not take account or meet the areas highlighted above. By managing the quality of vacancies, PES can help to raise the quality and help to increase work that can be considered decent and sustainable.

4.3 What is the role of PES in managing labour market mismatches?

What happens when there is a mismatch between available skills and the needs of enterprises in a local, regional or national context? PES can have an important role in managing such mismatches in the labour market. This means that they can move from being reactive, and only enterprises reaching out to them when needed, to proactively working with enterprises to identify their future skills needs and working with them to anticipate future needs and what this subsequently means for PES’ services for enterprises. By taking a more proactive approach, PES can help to maximise skill sets by upskilling workers and jobseekers in line with enterprises’ needs, and thus easing transitions within the labour market and contributing to a low or lower unemployment rate.

This section will outline how PES can carve out a role in terms of supporting sustainable enterprises in case of labour market mismatches.

4.3.1 Working with enterprises in case of redundancies

PES across the world are increasingly seeking ways to work together with enterprises before or when redundancies are announced. This can help enterprises to look at which skill sets they are able to retain within the company and PES can advise individual employees regarding potential relocation to other enterprises in the same locality, or if there are opportunities to take part in ALMPs where they can be upskilled or reskilled. PES can also advise enterprises as to available resources that they can access. This proactive approach can help to reduce the time of unemployment for individuals as well as providing enterprises with support.

PES need to have some arrangements in place, or at least to consider, the level of contact and cooperation with enterprise organisations and individual enterprises. This helps to identify at-risk employees who could benefit of training or re-deployment to other enterprises as PES can use their networks to find out which enterprises are likely to make redundancies.

4.3.2 Working with enterprises to upskill or to reskill workers within an organisation

Enterprises and sectors are likely to experience changes in demands and emerging trends in terms of focus on their work and the necessary skills required by their workforce. PES can have an important role in advising enterprises in offering support and access to programmes that can help enterprises to maximise the potential of their workforce, so that it is more appropriate to the specific needs of the business. By doing this, PES can demonstrate to enterprises that they are not just providers of a matching service but are a wider labour market experts.

To do this, PES can provide enterprises with information about available resources and programmes that they can access to upskill or reskill staff according to emerging new needs. They can also highlight to enterprises other programmes and support that may be available outside of the PES, for example, provision of further education and training that is provided by organisations external to PES. This does rely on the PES having extensive networks and a good knowledge of available training that is relevant to the specific needs of an enterprise, or sector. It also helps if there are a network of training providers in place that can provide a range of suitable training.¹⁰

This type of approach can help workers to adapt to new challenges faced by the future world of work and it can help enterprises to make informed decisions about their workforce in terms of future learning and development opportunities.

It is also worth highlighting that this is an evolving picture as it is likely that going forward most, if not all, companies will be infl uenced by skilled workers across the globe and their workforce may be made up of different nationalities. Workers are increasingly likely to work more in complex teams and therefore the (soft and technical) skills that they will need in future will continue to evolve. Specialised training and internship opportunities, including training in non-traditional fields, may help to upskill and reskill workers and break down any perceived barriers and make certain sectors, such as manufacturing and production lines, more gender-inclusive.¹¹

4.4 What is the value of working strategically with enterprises?

Working with enterprises should be considered as a long-term, strategic activity and not a ‘one off ’ transaction to match vacancies. Instead, working with enterprises should be done with a view of creating long-lasting relationships between PES and enterprises. A strategic approach is considering the enterprises as part of larger value chain embedded in a market system.

The concept of value chains is a good starting point to understand how different activities are involved in developing activities from an initial start point to delivery.¹² This can include:

• Design;
• Production;
• Marketing and communication activities;
• Distribution;
• Support services; and 
• Roll out and implementation with consumers (e.g., enterprises, jobseekers). 

Value chains are part of much wider market systems, where different actors provide support activities to enterprises and other organisations which reinforce behaviours and activities around how organisations involved in value chains operate. 

PES can then gather information and knowledge about a particular enterprise, and sectors, over time and use this to design more efficient and effective services for enterprises, tailoring information as and where needed and providing enterprises with potential solutions to anticipated challenges. This section will provide information on initiatives to understand and collect local labour market information (including skills audits); regional and economic sector-based analysis; enterprise surveys; and wider communication with enterprises that can build trust and overcome any negative perceptions.

Figure 4.2 Market players¹³

4.4.1 What is the value chain for decent work?

Decent work refers to opportunities for work that are:

• Productivity and a fair income;
• Provide security in the workplace and social protection for workers and their families;
• Offer better prospects for personal development and encourage social integration;
• Give people the freedom to express their concerns;
• To organise and to participate in decisions that affect their lives; and
• Guarantee equal opportunities and equal treatment for all.¹⁴

This applies to all countries and all types of employment, no matter what the level of economic development is.

The ILO view is that value chain development can contribute to decent work by:

1. Creating more equal opportunities for productive work for women and men;
2. Increasing incomes;
3. Providing greater income security;
4. Enhancing social integration, e.g. through social dialogue, and working with enterprise organisations;
5. Providing better prospects for professional development (e.g., learning new skills); and
6. Improving workplace health and safety.¹⁶

This is an important starting point to consider when working strategically with enterprises as PES can help to shape their employment offer so that it is in line with decent work.

4.4.2 How can PES use self-employment and entrepreneurship within the context of strategic partnerships with enterprises?

Self-employment and entrepreneurship can be used to develop long-term strategic partnerships with enterprises so that those entering into self-employment and entrepreneurship can be supported by those with greater knowledge, established systems and skills development can be supported. By providing such support to those entering these types of employment (particularly young people), new enterprises can receive better support in their early development and thus increase the likelihood of the enterprises being able to better contribute to local economies.

Support to budding entrepreneurs and those interested in self-employment can be delivered, in conjunction with partners, in three different ways, as outlined in Table 4.3 below.

Table 4.3 Types of support to potential entrepreneurs and those interested in selfemployment¹⁷

ILO (2017) ‘Rising to the youth employment challenge: New evidence on key policy issues’ and ‘Youth entrepreneurship and self-employment: Unleashing the potential of youth to succeed in business and to access decent work’.

PES can work together with partners to deliver these different types of support to potential entrepreneurs. By providing such support, PES can build strength and capacity within individuals who are moving towards self-employment routes so that they are able to better react to market opportunities, grow financially and expand their networks.¹⁸ This can also create opportunities for collaboration between different actors in value chains as knowledge and technological approaches can be shared, thus leading to the stimulation of innovation and upgrading value chains.¹⁹

4.4.3 How can PES improve their knowledge and information about enterprises?

It is important for PES to understand the needs of enterprises so that they can develop services that are effective and infl uence positively on enterprises at a local, regional and national level. PES can implement different methodologies and approaches so that they can develop an understanding of regional and local trends within sectors and collect information for local enterprises about their needs and employment trends. By undertaking some of these approaches, PES can gain more knowledge of needs of employers in the short, medium and long term and thus be in a better position to develop appropriate strategies and services. 

4.4.3.1 How can PES develop an understanding of the regional picture and trends within sectors?

Information and insights gained from working with enterprises can be collated and analysed to look for trends across different sectors and this information can be used to inform and shape PES services on a regional and national level. Researching and analysing market systems, based on value chains, can help PES to develop relevant interventions.²¹

By collating information about different sectors and types of businesses on regional and national level, PES are able to draw out key messages around increasing sectors and declining sectors.

To do this, PES can:

1. Identify a sector and value chain
2. Undertake market system research and analysis, including

• a. Develop a research design method
• b. Undertake initial research
• c. Research and analyse the market system
• d. Verify and prioritise constrains

3. Pilot an intervention
4. Implement the intervention
5. Monitor and measure the results of the intervention.²²

It is worth highlighting that several of these steps may happen in parallel. For example, data collection and analysis often happen at the same time; mapping of sectors and value chains may be updated throughout the process; and the generation of ideas for possible interventions may begin at analysis stage and may require additional research before interventions can be fully developed.⁷⁷

This activity and steps can be undertaken across different local PES offices by a regional office as well as a national office (if needed). Data can be analysed to produce regional based reports that look at specific sectors and identify trends for the future. The emerging outcomes can be shared among all PES in the region, or national area, and tailored information can be produced according to the geographical sectors. This information should highlight any key conclusions and implications that can be incorporated into services for enterprises, in terms of tailored and targeting specific sectors, and the implications for potential interventions. In addition, information can be filtered down to services for jobseekers. 

PES can also work with network organisations to get knowledge and insights of single organisations, which represent the interests of many enterprises within a certain sector. Often these are trade associations that represent specific groups of enterprises within a sector. They can represent enterprise interests on regional or national levels, and they have an in-depth knowledge of the sector, their needs and interests going forward. They can also include employers’ organisations, such as EMBOs, who bring together different enterprises. They may refl ect local interests, for example within one town/city, or they may represent a certain sector. EMBOs have an in-depth knowledge of their members’ needs now and in the future which will be useful for PES to access and use.

Key results can then be used to inform and shape PES enterprise-focused services so that they are wellplaced to current and future service sector needs. This can then filter through to the delivery of jobseekers in terms of providing jobseekers with appropriate guidance, services and wider programmes that equip them to fit with enterprises’ current and future needs.

The information gained through regional and sector analysis and working with network organisations can be collated and packaged to other external partners and organisations who may be interested in the labour market, for example this could include Chambers of Commerce, relevant government ministries and the media. This helps to promote PES’ profile and knowledge about the labour market. How labour market information can be packaged and shared with partners is further explored in Section 7.

4.4.3.2 What can PES do to understand the local labour market?

PES can initiate activities that can help them to capture information about enterprises’ plans, as well as gathering insights from other organisations within the local area, to build an overview of the local labour market. Having an in-depth knowledge about the local labour market needs and trends is important for PES to be able to provide efficient and effective counselling, plan ALMPs accordingly as well as anticipate future services.

4.4.3.3 What do PES need to do to collect information from local enterprises?

PES can conduct short surveys to collect information from local enterprises. This can cover points that include: 

1. Number of current vacancies
2. Future recruitment plans
3. Current and future skill needs
4. Current and future training requirements

This type of information can also be collected on a more informal basis via regular communication and interactions between the PES and enterprises. This information can be collated and analysed to see if there are commonalities and to identify enterprises whom the PES can specifically target support to in the future as well as identifying where, and if, more promotional activities are required to raise awareness and encourage enterprises to make use of existing programmes and provision. The results of such activities may also highlight where changes can be made to enterprise focused programmes. 

In addition, it can also be used to shape the delivery of counselling as frontline counsellors may be able to advise jobseekers of upcoming vacancies, or training that would increase their chances of being suitable for a position. 

4.4.3.4 How can PES find out about enterprises’ satisfaction with PES services and how can this shape PES’ knowledge of the local labour market?

Satisfaction surveys with enterprises can help to monitor if PES services are filling their needs, highlight what areas can be improved and demonstrate any unknown needs. This can contribute to PES’ understanding of what enterprises in their local area need, what they would like to see from PES and therefore how PES can improve their services and performance in respect of local enterprises.

Within the prolonged interaction with enterprises it is likely that their needs and expectations will change and therefore it is important for PES to ‘check in’ with enterprises to find out about this. It also means that it is important for PES to constantly monitor their satisfaction, particularly if enterprises are using online services.²⁴

The key issues that PES should seek to establish when conducting satisfaction surveys with enterprises can include:

1. overall satisfaction;
2. level of information on service prevision;
3. satisfaction with online services (where they exist); and
4. usefulness and relevance of networking events (where appropriate).

The results can be analysed and grouped by PES service, target group and enterprise size. This can help PES to understand any differentiation in results and where any specific targeting needs to take place.

4.4.4 What communication activities can PES do to promote enterprisefocused services?

Enterprises often have a low level of awareness of enterprise-specific services offered by PES, and the wider full complement of PES services. PES can undertake strategic communication-based activities to raise awareness and promote their services. This helps to raise the profile of PES as well as increasing the use and engagement of enterprises in services and activities. It can also help to dispel any myths or negative perceptions that enterprises may have about PES and to help them understand that the PES can offer services beyond vacancy matching.

Strategic communication is used as an umbrella term to describe specific activities of an organisation that are designed to manage their relationships with internal and external stakeholders. Often this is to build a favourable image of the organisation by infl uencing stakeholder opinions of the organisation and its products or services. This is also sometimes referred to more broadly as communication activities or a communications programme.²⁶

Figure 4.3 below provides an overview of the timing of different activities that can communicate with enterprises to raise awareness, promote their services and to think strategically about the delivery of services to enterprises.

Figure 4.3 Types of communication activities for enterprises

4.4.4.1 Establishing agreements with trade associations and using media to promote this work

PES can establish a working relationship formally, or informally, by setting up agreements with trade associations, or via other networking organisations. Other organisations could include EMBOs, chambers of commerce, small business federations and other alliances. This can be an effective way to reach out to groups of enterprises to promote PES services.

Using this approach, in some countries PES have been able to address priority sectors and work directly with organisations with high recruitment needs.²⁹

 Some PES have undertaken media work to promote and publicise their work with enterprises and EMBOs, within or outside the context of agreements. This can be used to show how PES have supported enterprises to grow and develop in terms of staffing levels and skills (where appropriate), and ultimately make a positive contribution to the economy. This can have a ‘snow-ball effect’ as it can increase the interest of other EMBOs and enterprises when they see the added value and business benefits of working closely with the PES.³¹

4.4.4.2 Developing an enterprise strategy can help to focus efforts and resources

An enterprise strategy can provide an outline of the overall aims, objectives and intended long-term outcome of services for enterprises. It can help the PES to think about the anticipated shape of enterprise services in the future and what resources, measures and programmes they will need to put in place so that the desired outcomes can be achieved. Such strategies can be designed and delivered on either a national or regional level, depending on the PES governance structures in place in a specific country or region. National plans can also be adapted to regional/local levels so that they can be implemented in frontline delivery.

A strategy is a set of measures designed to achieve a set of goals and realise a desired outcome. In our context, these refer to the relation between the whole PES and enterprises in the enterprise sector.³³

A strategy for enterprise services can help to:

• Understand how working with enterprises is linked to PES strategic labour market goals
• Create a common vision of enterprise services for the whole PES organisation and staff
• Encourage PES staff to work in the same direction
• Make taking decisions and actions at operational levels easier and quicker
• Set priorities and resolve issues when resources are limited
• Communicate the work of PES externally, especially to enterprises, and internally to PES staff and managers.³⁴

In addition, by closely working with member organisations or similar associations PES can help them to deliver high quality services, information and well-informed insights that enable their members to adapt quickly to the emerging future of work.³⁵

1. ^ https://www.ilo.org/actemp/langen/index.htm
2. ^ ILO and International Organisation of Employers (2019) ‘Changing business and opportunities for employers’ and business organisations’ (https://www.ilo.org/wcmsp5/groups/public/-ed_dialogue/-act_emp/documents/publication/wcms_679582.pdf)
3. ^ ILO (2017) ‘World Employment and Social Outlook 2017: Sustainable enterprises and jobs: Formal enterprises and decent work’ (https://www.ilo.org/wcmsp5/groups/public/-dgreports/-dcomm/-publ/documents/publication/wcms_579893.pdf)
4. ^ European Commission (2018) ‘Engaging with and improving services to employers’ (https://ec.europa.eu/social/BlobServlet?docId=19735&langId=en)
5. ^ European Commission (2014) ‘Targeted services for employers’ (https://ec.europa.eu/social/BlobServlet?docId=14083&langId=en)
6. ^ Ibid.
7. ^ European Commission (2014) ‘Targeted services for employers’ (https://ec.europa.eu/social/BlobServlet?docId= 14083&langId=en)
8. ^ ILO Centenary Declaration for the Future of Work (2019) (https://www.ilo.org/global/about-the-ilo/mission-and-objectives/centenary-declaration/langen/index.htm)
9. ^ ILO (2018) ‘Guidelines concerning measurement of qualifications and skills mismatches of persons in employment’ (https://www.ilo.org/wcmsp5/groups/public/-dgreports/-stat/documents/meetingdocument/wcms_648557.pdf)
10. ^ European Commission (2019) ‘How do PES act to prevent unemployment in a changing world of work?’ (https://ec.europa.eu/social/BlobServlet?docId=20600&langId=en)
11. ^ ILO and International Organisation of Employers (2019) ‘Changing business and opportunities for employers’ and business
    organisations’ (https://www.ilo.org/wcmsp5/groups/public/-ed_dialogue/-act_emp/documents/publication/wcms_679582.pdf)
12. ^ ILO (2016) ‘Value chain development for decent work: How to create employment and improve working conditions in targeted sectors’ (https://www.ilo.org/wcmsp5/groups/public/-ed_emp/-emp_ent/-ifp_seed/documents/instructionalmaterial/wcms_434363.pdf)
13. ^ Adapted by ILO (2016) ‘Value chain development for decent work: How to create employment and improve working
    conditions in targeted sectors’ (https://www.ilo.org/wcmsp5/groups/public/-ed_emp/-emp_ent/-ifp_seed/documents/instructionalmaterial/wcms_434363.pdf)
14. ^ Adapted by ILO (2016) ‘Value chain development for decent work: How to create employment and improve working conditions in targeted sectors’ (https://www.ilo.org/wcmsp5/groups/public/-ed_emp/-emp_ent/-ifp_seed/documents/instructionalmaterial/wcms_434363.pdf)
15. ^ https://www.ilo.org/wcmsp5/groups/public/-ed_norm/-declaration/documents/normativeinstrument/wcms_716594.pdf
16. ^ ILO (2016) ‘Value chain development for decent work: How to create employment and improve working conditions in targeted sectors’ (https://www.ilo.org/wcmsp5/groups/public/-ed_emp/-emp_ent/-ifp_seed/documents/instructionalmaterial/wcms_434363.pdf)
17. ^ ILO (2017) ‘Rising to the youth employment challenge: New evidence on key policy issues’ and ‘Youth entrepreneurship and self-employment: Unleashing the potential of youth to succeed in business and to access decent work’.
18. ^ ‘Youth entrepreneurship and self-employment: Unleashing the potential of youth to succeed in business and to access decent work’ (https://www.decentjobsforyouth.org/theme/youth-entrepreneurship-and-self-employment#Why)
19. ^ Ibid.
20. ^ ILO (2016) ‘Value chain development for decent work: How to create employment and improve working conditions in targeted
    sectors’ (https://www.ilo.org/wcmsp5/groups/public/-ed_emp/-emp_ent/-ifp_seed/documents/instructionalmaterial/wcms_434363.pdf)
21. ^ Ibid.
22. ^ ILO (2016) ‘Value chain development for decent work: How to create employment and improve working conditions in targeted
    sectors’ (https://www.ilo.org/wcmsp5/groups/public/-ed_emp/-emp_ent/-ifp_seed/documents/instructionalmaterial/wcms_434363.pdf
23. ^ European Commission (2014) ‘Targeted services to employers’ (https://ec.europa.eu/social/BlobServlet?docId=14083&langId=en)
24. ^ European Commission (2016) ‘Measuring customer satisfaction with PES: Increasing PES effectiveness by meeting cust omer needs’ (https://ec.europa.eu/social/BlobServlet?docId=15854&langId=en)
25. ^ Ibid.
26. ^ European Commission (2018) ‘Communication and (re-)branding toolkit for employment services’ (https://ec.europa.eu/social/BlobServlet?docId=20004&langId=en)
27. ^ European Commission (2018) ‘Communication and (re-)branding toolkit for employment services’ (https://ec.europa.eu/social/BlobServlet?docId=20004&langId=en)
28. ^ Ibid.
29. ^ European Commission (2014) ‘Targeted services to employers’ (https://ec.europa.eu/social/BlobServlet?docId=14083&langId=en)
30. ^ European Commission (2012) ‘Agreements with large companies, practices and offers for these companies’ (https://ec.europa.eu/social/BlobServlet?docId=14045&langId=en)
31. ^ European Commission (2014) ‘Targeted services to employers’ (https://ec.europa.eu/social/BlobServlet?docId=14083&langId=en)
32. ^ European Commission (2017) ‘PES Network Seminar ‘Making the PES Business Case’ (https://ec.europa.eu/social/BlobServlet?docId=17482&langId=en)
33. ^ European Commission (2018) ‘Engaging with and improving services to employers’ (https://ec.europa.eu/social/BlobServlet?docId= 19735&langId=en)
34. ^ Ibid.
35. ^ ILO (2012) ‘Services by Employers’ Organizations. A strategic approach to service development’ (https://www.ilo.org/wcmsp5/groups/public/-ed_dialogue/-act_emp/documents/publication/wcms_595792.pdf)
36. ^ European Commission (2018) ‘Engaging with and improving services for employers’ (https://ec.europa.eu/social/BlobServlet?docId=18869&langId=en)