A core feature of PES serv(i)ces (i)s to collect vacanc(i)es from enterpr(i)ses and for PES to fac(i)l(i)tate good qual(i)ty matches between jobseekers and enterpr(i)ses. For enterpr(i)ses, PES should be seen as the f(i)rst stop to advert(i)s(i)ng vacanc(i)es and reach(i)ng a w(i)de aud(i)ence for free of charge. Across the reg(i)on, th(i)s (i)s often not the case. However, PES can work towards th(i)s by offer(i)ng enterpr(i)ses a w(i)der set of support serv(i)ces that help enterpr(i)ses to (i)dent(i)fy the(i)r sk(i)lls needs and prov(i)d(i)ng opportun(i)t(i)es for the(i)r employees to upsk(i)ll and resk(i)ll.

It (i)s (i)mportant to recogn(i)se that enterpr(i)ses’ needs vary, and they are not a homogeneous group. They may have d(i)fferent needs, at d(i)fferent t(i)mes and these may be affected by the(i)r sector and locat(i)on as well as the s(i)ze of the enterpr(i)se. Enterpr(i)ses often face mult(i)ple challenges and often they have very l(i)m(i)ted t(i)me ava(i)lable, part(i)cularly for small to med(i)um enterpr(i)ses (SMEs). Th(i)s (i)s (i)mportant for PES to cons(i)der when choos(i)ng an appropr(i)ate commun(i)cat(i)on method, and messages. Enterpr(i)ses requ(i)re carefully crafted messages that expla(i)n ‘What’s (i)n (i)t for me?’ as well as what act(i)ons they need to take.

An (i)mportant aspect of commun(i)cat(i)on w(i)th enterpr(i)ses (i)s customer serv(i)ce. Th(i)s (i)s key when work(i)ng w(i)th enterpr(i)ses as they may return to work w(i)th PES aga(i)n (i)n the future. Bu(i)ld(i)ng last(i)ng relat(i)onsh(i)ps w(i)th enterpr(i)ses can take t(i)me as PES often need to overcome any negat(i)ve percept(i)ons that enterpr(i)ses have of PES as well as creat(i)ng mutual trust between PES staff and enterpr(i)ses. Trust can be bu(i)lt on good results and performance therefore (i)t (i)s (i)mportant that PES staff have enough t(i)me to get to know an enterpr(i)se, understand the(i)r recru(i)tment and sk(i)lls needs and suggest jobseekers that are a good f(i)t.

PES therefore need to resource enterpr(i)se serv(i)ces appropr(i)ately and need to vary the(i)r approach and serv(i)ce offer to enterpr(i)ses so that they can offer them relevant serv(i)ces and support. Th(i)s (i)n turn w(i)ll prov(i)de a more effect(i)ve and eff(i)c(i)ent serv(i)ce, ra(i)se the prof(i)le of PES serv(i)ces and lead to a better use of PES resources. The box below outl(i)nes some of the key partners whom PES can work w(i)th to do th(i)s.

The ILO¹ cons(i)ders employer and bus(i)ness membersh(i)p organ(i)sat(i)ons (EMBOs) as represent(i)ng a key part (i)n soc(i)ety: enterpr(i)ses. Successful enterpr(i)ses are at the heart of any strategy to create and (i)ncrease employment and (i)ncrease the qual(i)ty of l(i)fe and l(i)v(i)ng standards as a whole. The ILO v(i)ews EMBOs as play(i)ng an ’(i)mportant role (i)n enterpr(i)se success by (i)nfl uenc(i)ng the env(i)ronment (i)n wh(i)ch they do bus(i)ness and by prov(i)d(i)ng serv(i)ces that (i)mprove (i)nd(i)v(i)dual performances’.

The table below prov(i)des an overv(i)ew of the people, processes and serv(i)ces (i)nvolved (i)n del(i)ver(i)ng serv(i)ces for enterpr(i)ses.

Table 4.1 Support(i)ng susta(i)nable enterpr(i)ses: people, process and serv(i)ces

Th(i)s sect(i)on w(i)ll outl(i)ne the key aspects of successful approaches to work(i)ng w(i)th susta(i)nable enterpr(i)ses. Th(i)s w(i)ll look at (i)nternal PES resource (i)ssues, eff(i)c(i)ent ways of rece(i)v(i)ng and post(i)ng vacanc(i)es, manag(i)ng labour market m(i)smatches and how to strateg(i)cally work w(i)th enterpr(i)ses.

F(i)gure 4.1 Shap(i)ng enterpr(i)se behav(i)our: A framework of (i)nternal and external factors³

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4.1 How can PES best organ(i)se the(i)r (i)nternal resources to work w(i)th enterpr(i)ses?

It (i)s (i)mportant that PES have separate resources for work(i)ng w(i)th enterpr(i)ses so that PES staff can develop personal connect(i)ons, bu(i)ld trust and del(i)ver results that meet enterpr(i)ses’ expectat(i)ons. Depend(i)ng on the s(i)ze of the PES, th(i)s can e(i)ther be a ded(i)cated un(i)t (team of people) or (i)nd(i)v(i)duals that are spec(i)f(i)cally ass(i)gned to work w(i)th enterpr(i)ses. Th(i)s means that these types of PES staff arel(i)kely to requ(i)re a sl(i)ghtly d(i)fferent sk(i)ll set than front l(i)ne counsellors and w(i)ll have a d(i)fferent type of workload. Th(i)s sect(i)on w(i)ll prov(i)de further deta(i)ls on some of key aspects of the(i)r work and the spec(i)f(i)c sk(i)lls that these staff should have.

4.1.1 What (i)s the (i)mportance of personal contact?

PES (i)n the reg(i)on as well as across Europe conf(i)rm that personal contact (i)s an (i)mportant aspect of work(i)ng w(i)th enterpr(i)ses. Th(i)s (i)s (i)mportant to establ(i)sh and develop a work(i)ng relat(i)onsh(i)p, boost(i)ng the PES’ reputat(i)on and gradually overcom(i)ng any negat(i)ve percept(i)ons enterpr(i)ses may have about the PES. An (i)mportant element for enterpr(i)ses (i)s to have a s(i)ngle contact po(i)nt w(i)th(i)n the PES whom they can contact when they would l(i)ke to d(i)scuss the(i)r vacancy needs, sk(i)ll requ(i)rements and any growth or down-s(i)z(i)ng plans. In some PES, larger enterpr(i)ses are prov(i)ded w(i)th a spec(i)f(i)c account manager⁵ w(i)th(i)n a nat(i)onal headquarter PES off(i)ce, or (i)t could be w(i)th(i)n a local PES off(i)ce for larger enterpr(i)ses work(i)ng w(i)th(i)n spec(i)f(i)c reg(i)ons. Th(i)s means that the enterpr(i)se can ass(i)gn a person w(i)th(i)n the(i)r own human resources (HR) department to work spec(i)f(i)cally w(i)th PES un(i)t or contact po(i)nt. Overall, th(i)s makes the commun(i)cat(i)on between PES and large enterpr(i)ses far more eff(i)c(i)ent, d(i)rect and standard(i)sed for both part(i)es. Moreover, ass(i)gnment of a key account manager can help the PES to develop spec(i)f(i)c knowledge of the bus(i)ness, and sector, and thereby better ant(i)c(i)pate the enterpr(i)se’s future needs.

In contrast, SMEs also prefer an (i)nd(i)v(i)dual contact po(i)nt at the PES as th(i)s person can develop a full understand(i)ng of the enterpr(i)se and the challenges they are fac(i)ng. Often SMEs have constra(i)nts around recru(i)tment-related act(i)v(i)t(i)es so (i)n these (i)nstances PES can offer a greater adv(i)sory role around vacanc(i)es as well as w(i)der sk(i)lls needs⁶. In such (i)nstances, PES may w(i)sh to v(i)s(i)t SMEs at the(i)r prem(i)ses. Th(i)s (i)s because SMEs may not have the t(i)me to v(i)s(i)t PES off(i)ces themselves and, depend(i)ng on the sector and locat(i)on, they may have some barr(i)ers (i)n terms of onl(i)ne access ((i)f a ded(i)cated enterpr(i)se page (i)s ava(i)lable on the PES webs(i)te). Th(i)s prov(i)des PES w(i)th an opportun(i)ty to develop deep (i)ns(i)ghts (i)nto enterpr(i)ses’ recru(i)tment needs, understand the (i)ssues that they are fac(i)ng and ga(i)n valuable knowledge (i)n terms of work(i)ng cond(i)t(i)ons, worker’ expectat(i)ons and the w(i)der sector.

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Personal contact w(i)th enterpr(i)ses can also be ga(i)ned v(i)a hold(i)ng spec(i)al enterpr(i)se-focused events, spec(i)f(i)c meet(i)ngs for enterpr(i)ses (e.g., w(i)th a sector focus, or to promote certa(i)n serv(i)ces), or attend(i)ng meet(i)ngs and events organ(i)sed by other bod(i)es.
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Any meet(i)ngs or events that are organ(i)sed by PES for enterpr(i)ses should cons(i)der the spec(i)f(i)c needs and ava(i)lab(i)l(i)ty of enterpr(i)se. For example, PES could look at hold(i)ng ‘breakfast’ meet(i)ngs or work(i)ng w(i)th ‘umbrella’ organ(i)sat(i)ons such as chambers of commerce to attend events where enterpr(i)ses w(i)ll already be (i)n attendance.

4.1.2 What do PES staff need to deal w(i)th employer and bus(i)ness membersh(i)p organ(i)sat(i)ons?

Establ(i)sh(i)ng, bu(i)ld(i)ng personal contact and deal(i)ng w(i)th enterpr(i)ses take t(i)me and staff work(i)ng w(i)th enterpr(i)ses should be prov(i)ded w(i)th ded(i)cated t(i)me to deal w(i)th enterpr(i)ses. Th(i)s means that relevant PES staff should not be (i)nvolved (i)n other aspects of PES work, or th(i)s should be kept to a m(i)n(i)mum. Th(i)s d(i)v(i)s(i)on of work w(i)ll allow PES the t(i)me and resources to make an (i)mportant (i)nvestment (i)n del(i)ver(i)ng h(i)gh-qual(i)ty serv(i)ces to enterpr(i)ses and prov(i)de PES staff w(i)th an opportun(i)ty to work w(i)th enterpr(i)ses to develop qual(i)ty, susta(i)nable vacanc(i)es.

The t(i)me requ(i)red to deal w(i)th d(i)fferent types of enterpr(i)ses w(i)ll vary accord(i)ng to the(i)r s(i)ze. Larger enterpr(i)ses are less l(i)kely to requ(i)re (i)ntens(i)ve support from PES regard(i)ng vacanc(i)es and future recru(i)tment needs as they are more l(i)kely to have (i)nternal recru(i)tment strateg(i)es (i)n place as well as ded(i)cated (i)nternal human resource departments. They are therefore more l(i)kely to be ‘self-suff(i)c(i)ent’ and contact PES on an ‘as needs’ bas(i)s, part(i)cularly (i)f they can automat(i)cally upload vacanc(i)es d(i)rectly on an onl(i)ne job portal.

In contrast, SMEs are l(i)kely to requ(i)re more support as they often do not have human resource departments (i)n place and may be less sure of the(i)r recru(i)tment needs and less aware of what serv(i)ces PES can offer. In such cases, ded(i)cated PES staff may need to prov(i)de SMEs w(i)th much more ‘hand-hold(i)ng’ throughout the process and th(i)s can (i)nclude develop(i)ng a job descr(i)pt(i)on, post(i)ng a vacancy and prov(i)d(i)ng a select(i)on of cand(i)dates as well as prov(i)d(i)ng ongo(i)ng support around ava(i)lable act(i)ve labour market pol(i)c(i)es (where relevant) and the potent(i)al need for employees to upsk(i)ll.

4.1.3 What sk(i)lls are needed by PES staff who work w(i)th enterpr(i)ses?

PES staff who are work(i)ng w(i)th enterpr(i)ses need to have some spec(i)f(i)c competences, wh(i)ch d(i)ffer to those staff who are mostly work(i)ng w(i)th jobseekers. Th(i)s (i)s so that staff are best placed to prov(i)de appropr(i)ate serv(i)ces and support and PES resources can be eff(i)c(i)ently used when engag(i)ng w(i)th enterpr(i)ses.

The table below outl(i)nes the key competences and behav(i)oural (i)nd(i)cators, developed by the European Comm(i)ss(i)on, wh(i)ch may be a useful source of (i)nsp(i)rat(i)on and (i)nformat(i)on for PES (i)n the reg(i)on when th(i)nk(i)ng about the sk(i)ll set of staff work(i)ng w(i)th enterpr(i)ses.

Table 4.2 Key competences and behav(i)ours for PES staff work(i)ng w(i)th enterpr(i)ses

European Comm(i)ss(i)on (2014) ‘European reference competence prof(i)le for PES and EURES counsellors’

4.2 How can PES rece(i)ve and post vacanc(i)es from enterpr(i)ses?

Rece(i)v(i)ng and post(i)ng vacanc(i)es from enterpr(i)ses (i)s a core role of PES (i)n the fac(i)l(i)tat(i)on of the match(i)ng process. The method and approach to do th(i)s can vary accord(i)ng to the PES serv(i)ces as well as the needs and s(i)ze of an enterpr(i)se.

The sect(i)ons below outl(i)ne d(i)fferent approaches to help(i)ng enterpr(i)ses to develop job descr(i)pt(i)ons ((i)n scenar(i)os where th(i)s level of support (i)s needed), as well as rece(i)v(i)ng and post(i)ng vacanc(i)es.

4.2.1 What support can PES prov(i)de to enterpr(i)ses to develop job descr(i)pt(i)ons and establ(i)sh work(i)ng cond(i)t(i)ons?

An (i)mportant step (i)n creat(i)ng vacanc(i)es (i)s craft(i)ng well-wr(i)tten job descr(i)pt(i)ons. Th(i)s w(i)ll help to ensure that vacanc(i)es are su(i)table and help to develop decent work opportun(i)t(i)es for all. The level of support requ(i)red by d(i)fferent enterpr(i)ses var(i)es depend(i)ng on the(i)r s(i)ze, ava(i)lable resources and exper(i)ence of develop(i)ng job descr(i)pt(i)ons. For example, SMEs may need help to develop an appropr(i)ate and well-developed job descr(i)pt(i)ons that accurately refl ect the expected worker’s dut(i)es, respons(i)b(i)l(i)t(i)es and expectat(i)ons.

PES have good (i)ns(i)ghts and expert(i)se knowledge of what const(i)tutes a good, well-wr(i)tten job descr(i)pt(i)on and th(i)s support can be valuable to SMEs who do not have th(i)s knowledge. Th(i)s support can be g(i)ven on a one-to-one bas(i)s v(i)a face-to-face meet(i)ngs as well as v(i)a telephone support.

By prov(i)d(i)ng ta(i)lored support to enterpr(i)ses, PES can help to bu(i)ld capac(i)ty w(i)th(i)n enterpr(i)se organ(i)sat(i)ons so that they have opportun(i)t(i)es to develop the(i)r sk(i)lls and knowledge and are better equ(i)pped to produce better job descr(i)pt(i)ons (i)n the future. Importantly, PES support to SMEs to produce job descr(i)pt(i)ons can contr(i)bute to a more eff(i)c(i)ent match(i)ng process.

An (i)mportant po(i)nt to note (i)s that PES can offer SMEs (i)ns(i)ghts (i)nto expected work(i)ng cond(i)t(i)ons and workers’ r(i)ghts. Th(i)s can be (i)mportant (i)n help(i)ng to make sure that the vacanc(i)es are f(i)t for publ(i)cat(i)on and that enterpr(i)ses are fully aware and up to date regard(i)ng the(i)r expectat(i)ons and legal requ(i)rements.

EMBOs can be a useful partner for PES to commun(i)cat(i)on (i)nformat(i)on about expected work(i)ng cond(i)t(i)ons to a large group of compan(i)es qu(i)ckly and eff(i)c(i)ently. Th(i)s can help to (i)nform smaller compan(i)es about any nat(i)onal, reg(i)onal or local requ(i)rements and relevant expectat(i)ons. For example, PES could attend EMBOs’ meet(i)ngs or events to (i)nform groups of ex(i)st(i)ng and new requ(i)rements. PES can also use such opportun(i)t(i)es to promote the(i)r serv(i)ces on support(i)ng enterpr(i)ses to develop job descr(i)pt(i)ons. By tak(i)ng part (i)n such act(i)v(i)t(i)es, PES help to establ(i)sh and bu(i)ld up work(i)ng relat(i)onsh(i)ps w(i)th spec(i)f(i)c compan(i)es.

4.2.2 How can PES encourage enterpr(i)ses to upload and post vacanc(i)es manually and automat(i)cally?

The upload(i)ng of vacanc(i)es onto an onl(i)ne portal (i)s an (i)mportant step towards the publ(i)cat(i)on of jobs. Th(i)s can be done (i)n d(i)fferent ways, and th(i)s can depend on the enterpr(i)se’s s(i)ze and ava(i)lable resources as well as the(i)r access to onl(i)ne serv(i)ces.

4.2.2.1 Manual upload(i)ng and post(i)ng of vacanc(i)es by PES staff may be su(i)ted (i)n spec(i)f(i)c contexts

In some cases, PES may suggest to enterpr(i)ses that they can send (i)n the(i)r vacanc(i)es by ema(i)l (i)nstead of automat(i)cally upload(i)ng these jobs to the onl(i)ne portal. Th(i)s may be most su(i)ted to SMEs who requ(i)re add(i)t(i)onal support as they do not have the resources to do th(i)s or where they may have l(i)m(i)ted or unrel(i)able access to the Internet.

Th(i)s can be more resource (i)ntens(i)ve for PES however (i)t prov(i)des PES w(i)th an opportun(i)ty to have a good overv(i)ew of what types of jobs (and at what levels) are ava(i)lable, prov(i)d(i)ng (i)ns(i)ghts (i)nto the expected roles and respons(i)b(i)l(i)t(i)es of workers and (i)t allows PES to undertake some (i)mportant qual(i)ty checks on the (i)nformat(i)on that (i)s added to an onl(i)ne portal. It may also help to encourage smaller enterpr(i)ses to use PES serv(i)ces (i)n the future, based on the qual(i)ty of customer serv(i)ce that they rece(i)ve as well as the qual(i)ty and relevance of referred jobseekers.

4.2.2.2 PES can support the automat(i)c upload(i)ng and post(i)ng vacanc(i)es by some enterpr(i)ses

Automat(i)c upload(i)ng of vacanc(i)es d(i)rectly onto onl(i)ne vacancy databases can be promoted to certa(i)n types of enterpr(i)ses, such as large enterpr(i)ses. These types of enterpr(i)ses often have greater capac(i)ty and expert(i)se to develop adequate (i)nformat(i)on for vacanc(i)es and may be more conf(i)dent to do th(i)s.

In add(i)t(i)on, (i)t may be worth not(i)ng that onl(i)ne tools can be part(i)cularly useful for large compan(i)es g(i)ven that they tend to have greater numbers and/or more regular fl ows of vacanc(i)es to advert(i)se. They also g(i)ve compan(i)es – and the(i)r human resource departments – a certa(i)n degree of autonomy (i)n the recru(i)tment process, mean(i)ng that PES staff can focus the(i)r face-to-face contact and resources on other (often smaller) enterpr(i)ses.⁷ In add(i)t(i)on, (i)t may mean that vacanc(i)es are uploaded onto an onl(i)ne vacancy database much qu(i)cker and at any t(i)me as PES are not requ(i)red to (i)ntervene (i)n th(i)s process.

The automat(i)c upload(i)ng and post(i)ng of vacanc(i)es requ(i)re appropr(i)ate IT systems and (i)nfrastructures to be (i)n place. It can also requ(i)re (i)nformat(i)on to be uploaded (i)n a standard(i)sed way so that there can be commonal(i)t(i)es (i)n terms of f(i)le formats, data categor(i)es and key words. Th(i)s can help (i)n jobseekers f(i)nd(i)ng vacanc(i)es onl(i)ne as well as prov(i)d(i)ng PES w(i)th poss(i)ble data that can be exported and analysed (i)n terms of emerg(i)ng labour market trends and poss(i)ble sk(i)lls gaps between the types of vacanc(i)es upload aga(i)nst the sk(i)lls of jobseekers. Th(i)s (i)nformat(i)on (i)s used to update tra(i)n(i)ng and career counsell(i)ng (i)n l(i)ne w(i)th the current labour market needs, ensur(i)ng that jobseekers have the latest (i)nformat(i)on about enterpr(i)se needs and are referred to tra(i)n(i)ng that can put them (i)n a good pos(i)t(i)on when apply(i)ng for a vacancy.

4.2.3 How can PES manage the qual(i)ty of vacanc(i)es and work(i)ng cond(i)t(i)ons?

It (i)s worth not(i)ng that (i)t (i)s (i)mportant for PES to have control over the qual(i)ty of ava(i)lable vacanc(i)es, whether posted onl(i)ne or not, and the types of work(i)ng cond(i)t(i)ons that enterpr(i)ses want employees to work (i)n. Accord(i)ng to the ILO Centenary Declarat(i)on:⁸

“All workers should enjoy adequate protect(i)on (i)n accordance w(i)th the Decent Work Agenda, tak(i)ng (i)nto account: 

• Respect for the(i)r fundamental r(i)ghts;
• An adequate m(i)n(i)mum wage, statutory or negot(i)ated;
• Max(i)mum l(i)m(i)ts on work(i)ng t(i)me; and
• Safety and health at work.”

Therefore, PES have an (i)mportant role (i)n f(i)lter(i)ng vacanc(i)es that do not take account or meet the areas h(i)ghl(i)ghted above. By manag(i)ng the qual(i)ty of vacanc(i)es, PES can help to ra(i)se the qual(i)ty and help to (i)ncrease work that can be cons(i)dered decent and susta(i)nable.

4.3 What (i)s the role of PES (i)n manag(i)ng labour market m(i)smatches?

What happens when there (i)s a m(i)smatch between ava(i)lable sk(i)lls and the needs of enterpr(i)ses (i)n a local, reg(i)onal or nat(i)onal context? PES can have an (i)mportant role (i)n manag(i)ng such m(i)smatches (i)n the labour market. Th(i)s means that they can move from be(i)ng react(i)ve, and only enterpr(i)ses reach(i)ng out to them when needed, to proact(i)vely work(i)ng w(i)th enterpr(i)ses to (i)dent(i)fy the(i)r future sk(i)lls needs and work(i)ng w(i)th them to ant(i)c(i)pate future needs and what th(i)s subsequently means for PES’ serv(i)ces for enterpr(i)ses. By tak(i)ng a more proact(i)ve approach, PES can help to max(i)m(i)se sk(i)ll sets by upsk(i)ll(i)ng workers and jobseekers (i)n l(i)ne w(i)th enterpr(i)ses’ needs, and thus eas(i)ng trans(i)t(i)ons w(i)th(i)n the labour market and contr(i)but(i)ng to a low or lower unemployment rate.

Th(i)s sect(i)on w(i)ll outl(i)ne how PES can carve out a role (i)n terms of support(i)ng susta(i)nable enterpr(i)ses (i)n case of labour market m(i)smatches.

4.3.1 Work(i)ng w(i)th enterpr(i)ses (i)n case of redundanc(i)es

PES across the world are (i)ncreas(i)ngly seek(i)ng ways to work together w(i)th enterpr(i)ses before or when redundanc(i)es are announced. Th(i)s can help enterpr(i)ses to look at wh(i)ch sk(i)ll sets they are able to reta(i)n w(i)th(i)n the company and PES can adv(i)se (i)nd(i)v(i)dual employees regard(i)ng potent(i)al relocat(i)on to other enterpr(i)ses (i)n the same local(i)ty, or (i)f there are opportun(i)t(i)es to take part (i)n ALMPs where they can be upsk(i)lled or resk(i)lled. PES can also adv(i)se enterpr(i)ses as to ava(i)lable resources that they can access. Th(i)s proact(i)ve approach can help to reduce the t(i)me of unemployment for (i)nd(i)v(i)duals as well as prov(i)d(i)ng enterpr(i)ses w(i)th support.

PES need to have some arrangements (i)n place, or at least to cons(i)der, the level of contact and cooperat(i)on w(i)th enterpr(i)se organ(i)sat(i)ons and (i)nd(i)v(i)dual enterpr(i)ses. Th(i)s helps to (i)dent(i)fy at-r(i)sk employees who could benef(i)t of tra(i)n(i)ng or re-deployment to other enterpr(i)ses as PES can use the(i)r networks to f(i)nd out wh(i)ch enterpr(i)ses are l(i)kely to make redundanc(i)es.

4.3.2 Work(i)ng w(i)th enterpr(i)ses to upsk(i)ll or to resk(i)ll workers w(i)th(i)n an organ(i)sat(i)on

Enterpr(i)ses and sectors are l(i)kely to exper(i)ence changes (i)n demands and emerg(i)ng trends (i)n terms of focus on the(i)r work and the necessary sk(i)lls requ(i)red by the(i)r workforce. PES can have an (i)mportant role (i)n adv(i)s(i)ng enterpr(i)ses (i)n offer(i)ng support and access to programmes that can help enterpr(i)ses to max(i)m(i)se the potent(i)al of the(i)r workforce, so that (i)t (i)s more appropr(i)ate to the spec(i)f(i)c needs of the bus(i)ness. By do(i)ng th(i)s, PES can demonstrate to enterpr(i)ses that they are not just prov(i)ders of a match(i)ng serv(i)ce but are a w(i)der labour market experts.

To do th(i)s, PES can prov(i)de enterpr(i)ses w(i)th (i)nformat(i)on about ava(i)lable resources and programmes that they can access to upsk(i)ll or resk(i)ll staff accord(i)ng to emerg(i)ng new needs. They can also h(i)ghl(i)ght to enterpr(i)ses other programmes and support that may be ava(i)lable outs(i)de of the PES, for example, prov(i)s(i)on of further educat(i)on and tra(i)n(i)ng that (i)s prov(i)ded by organ(i)sat(i)ons external to PES. Th(i)s does rely on the PES hav(i)ng extens(i)ve networks and a good knowledge of ava(i)lable tra(i)n(i)ng that (i)s relevant to the spec(i)f(i)c needs of an enterpr(i)se, or sector. It also helps (i)f there are a network of tra(i)n(i)ng prov(i)ders (i)n place that can prov(i)de a range of su(i)table tra(i)n(i)ng.¹⁰

Th(i)s type of approach can help workers to adapt to new challenges faced by the future world of work and (i)t can help enterpr(i)ses to make (i)nformed dec(i)s(i)ons about the(i)r workforce (i)n terms of future learn(i)ng and development opportun(i)t(i)es.

It (i)s also worth h(i)ghl(i)ght(i)ng that th(i)s (i)s an evolv(i)ng p(i)cture as (i)t (i)s l(i)kely that go(i)ng forward most, (i)f not all, compan(i)es w(i)ll be (i)nfl uenced by sk(i)lled workers across the globe and the(i)r workforce may be made up of d(i)fferent nat(i)onal(i)t(i)es. Workers are (i)ncreas(i)ngly l(i)kely to work more (i)n complex teams and therefore the (soft and techn(i)cal) sk(i)lls that they w(i)ll need (i)n future w(i)ll cont(i)nue to evolve. Spec(i)al(i)sed tra(i)n(i)ng and (i)nternsh(i)p opportun(i)t(i)es, (i)nclud(i)ng tra(i)n(i)ng (i)n non-trad(i)t(i)onal f(i)elds, may help to upsk(i)ll and resk(i)ll workers and break down any perce(i)ved barr(i)ers and make certa(i)n sectors, such as manufactur(i)ng and product(i)on l(i)nes, more gender-(i)nclus(i)ve.¹¹

4.4 What (i)s the value of work(i)ng strateg(i)cally w(i)th enterpr(i)ses?

Work(i)ng w(i)th enterpr(i)ses should be cons(i)dered as a long-term, strateg(i)c act(i)v(i)ty and not a ‘one off ’ transact(i)on to match vacanc(i)es. Instead, work(i)ng w(i)th enterpr(i)ses should be done w(i)th a v(i)ew of creat(i)ng long-last(i)ng relat(i)onsh(i)ps between PES and enterpr(i)ses. A strateg(i)c approach (i)s cons(i)der(i)ng the enterpr(i)ses as part of larger value cha(i)n embedded (i)n a market system.

The concept of value cha(i)ns (i)s a good start(i)ng po(i)nt to understand how d(i)fferent act(i)v(i)t(i)es are (i)nvolved (i)n develop(i)ng act(i)v(i)t(i)es from an (i)n(i)t(i)al start po(i)nt to del(i)very.¹² Th(i)s can (i)nclude:

• Des(i)gn;
• Product(i)on;
• Market(i)ng and commun(i)cat(i)on act(i)v(i)t(i)es;
• D(i)str(i)but(i)on;
• Support serv(i)ces; and 
• Roll out and (i)mplementat(i)on w(i)th consumers (e.g., enterpr(i)ses, jobseekers). 

Value cha(i)ns are part of much w(i)der market systems, where d(i)fferent actors prov(i)de support act(i)v(i)t(i)es to enterpr(i)ses and other organ(i)sat(i)ons wh(i)ch re(i)nforce behav(i)ours and act(i)v(i)t(i)es around how organ(i)sat(i)ons (i)nvolved (i)n value cha(i)ns operate. 

PES can then gather (i)nformat(i)on and knowledge about a part(i)cular enterpr(i)se, and sectors, over t(i)me and use th(i)s to des(i)gn more eff(i)c(i)ent and effect(i)ve serv(i)ces for enterpr(i)ses, ta(i)lor(i)ng (i)nformat(i)on as and where needed and prov(i)d(i)ng enterpr(i)ses w(i)th potent(i)al solut(i)ons to ant(i)c(i)pated challenges. Th(i)s sect(i)on w(i)ll prov(i)de (i)nformat(i)on on (i)n(i)t(i)at(i)ves to understand and collect local labour market (i)nformat(i)on ((i)nclud(i)ng sk(i)lls aud(i)ts); reg(i)onal and econom(i)c sector-based analys(i)s; enterpr(i)se surveys; and w(i)der commun(i)cat(i)on w(i)th enterpr(i)ses that can bu(i)ld trust and overcome any negat(i)ve percept(i)ons.

F(i)gure 4.2 Market players¹³

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4.4.1 What (i)s the value cha(i)n for decent work?

Decent work refers to opportun(i)t(i)es for work that are:

• Product(i)v(i)ty and a fa(i)r (i)ncome;
• Prov(i)de secur(i)ty (i)n the workplace and soc(i)al protect(i)on for workers and the(i)r fam(i)l(i)es;
• Offer better prospects for personal development and encourage soc(i)al (i)ntegrat(i)on;
• G(i)ve people the freedom to express the(i)r concerns;
• To organ(i)se and to part(i)c(i)pate (i)n dec(i)s(i)ons that affect the(i)r l(i)ves; and
• Guarantee equal opportun(i)t(i)es and equal treatment for all.¹⁴

Th(i)s appl(i)es to all countr(i)es and all types of employment, no matter what the level of econom(i)c development (i)s.

The ILO v(i)ew (i)s that value cha(i)n development can contr(i)bute to decent work by:

1. Creat(i)ng more equal opportun(i)t(i)es for product(i)ve work for women and men;
2. Increas(i)ng (i)ncomes;
3. Prov(i)d(i)ng greater (i)ncome secur(i)ty;
4. Enhanc(i)ng soc(i)al (i)ntegrat(i)on, e.g. through soc(i)al d(i)alogue, and work(i)ng w(i)th enterpr(i)se organ(i)sat(i)ons;
5. Prov(i)d(i)ng better prospects for profess(i)onal development (e.g., learn(i)ng new sk(i)lls); and
6. Improv(i)ng workplace health and safety.¹⁶

Th(i)s (i)s an (i)mportant start(i)ng po(i)nt to cons(i)der when work(i)ng strateg(i)cally w(i)th enterpr(i)ses as PES can help to shape the(i)r employment offer so that (i)t (i)s (i)n l(i)ne w(i)th decent work.

4.4.2 How can PES use self-employment and entrepreneursh(i)p w(i)th(i)n the context of strateg(i)c partnersh(i)ps w(i)th enterpr(i)ses?

Self-employment and entrepreneursh(i)p can be used to develop long-term strateg(i)c partnersh(i)ps w(i)th enterpr(i)ses so that those enter(i)ng (i)nto self-employment and entrepreneursh(i)p can be supported by those w(i)th greater knowledge, establ(i)shed systems and sk(i)lls development can be supported. By prov(i)d(i)ng such support to those enter(i)ng these types of employment (part(i)cularly young people), new enterpr(i)ses can rece(i)ve better support (i)n the(i)r early development and thus (i)ncrease the l(i)kel(i)hood of the enterpr(i)ses be(i)ng able to better contr(i)bute to local econom(i)es.

Support to budd(i)ng entrepreneurs and those (i)nterested (i)n self-employment can be del(i)vered, (i)n conjunct(i)on w(i)th partners, (i)n three d(i)fferent ways, as outl(i)ned (i)n Table 4.3 below.

Table 4.3 Types of support to potent(i)al entrepreneurs and those (i)nterested (i)n selfemployment¹⁷

ILO (2017) ‘R(i)s(i)ng to the youth employment challenge: New ev(i)dence on key pol(i)cy (i)ssues’ and ‘Youth entrepreneursh(i)p and self-employment: Unleash(i)ng the potent(i)al of youth to succeed (i)n bus(i)ness and to access decent work’.

PES can work together w(i)th partners to del(i)ver these d(i)fferent types of support to potent(i)al entrepreneurs. By prov(i)d(i)ng such support, PES can bu(i)ld strength and capac(i)ty w(i)th(i)n (i)nd(i)v(i)duals who are mov(i)ng towards self-employment routes so that they are able to better react to market opportun(i)t(i)es, grow f(i)nanc(i)ally and expand the(i)r networks.¹⁸ Th(i)s can also create opportun(i)t(i)es for collaborat(i)on between d(i)fferent actors (i)n value cha(i)ns as knowledge and technolog(i)cal approaches can be shared, thus lead(i)ng to the st(i)mulat(i)on of (i)nnovat(i)on and upgrad(i)ng value cha(i)ns.¹⁹

4.4.3 How can PES (i)mprove the(i)r knowledge and (i)nformat(i)on about enterpr(i)ses?

It (i)s (i)mportant for PES to understand the needs of enterpr(i)ses so that they can develop serv(i)ces that are effect(i)ve and (i)nfl uence pos(i)t(i)vely on enterpr(i)ses at a local, reg(i)onal and nat(i)onal level. PES can (i)mplement d(i)fferent methodolog(i)es and approaches so that they can develop an understand(i)ng of reg(i)onal and local trends w(i)th(i)n sectors and collect (i)nformat(i)on for local enterpr(i)ses about the(i)r needs and employment trends. By undertak(i)ng some of these approaches, PES can ga(i)n more knowledge of needs of employers (i)n the short, med(i)um and long term and thus be (i)n a better pos(i)t(i)on to develop appropr(i)ate strateg(i)es and serv(i)ces. 

{{(i)nfo}}
A sector refers to areas of the economy (i)n wh(i)ch bus(i)nesses share the same or related products or serv(i)ces.²⁰
{{/(i)nfo}}

4.4.3.1 How can PES develop an understand(i)ng of the reg(i)onal p(i)cture and trends w(i)th(i)n sectors?

Informat(i)on and (i)ns(i)ghts ga(i)ned from work(i)ng w(i)th enterpr(i)ses can be collated and analysed to look for trends across d(i)fferent sectors and th(i)s (i)nformat(i)on can be used to (i)nform and shape PES serv(i)ces on a reg(i)onal and nat(i)onal level. Research(i)ng and analys(i)ng market systems, based on value cha(i)ns, can help PES to develop relevant (i)ntervent(i)ons.²¹

By collat(i)ng (i)nformat(i)on about d(i)fferent sectors and types of bus(i)nesses on reg(i)onal and nat(i)onal level, PES are able to draw out key messages around (i)ncreas(i)ng sectors and decl(i)n(i)ng sectors.

To do th(i)s, PES can:

1. Ident(i)fy a sector and value cha(i)n
2. Undertake market system research and analys(i)s, (i)nclud(i)ng

• a. Develop a research des(i)gn method
• b. Undertake (i)n(i)t(i)al research
• c. Research and analyse the market system
• d. Ver(i)fy and pr(i)or(i)t(i)se constra(i)ns

3. P(i)lot an (i)ntervent(i)on
4. Implement the (i)ntervent(i)on
5. Mon(i)tor and measure the results of the (i)ntervent(i)on.²²

It (i)s worth h(i)ghl(i)ght(i)ng that several of these steps may happen (i)n parallel. For example, data collect(i)on and analys(i)s often happen at the same t(i)me; mapp(i)ng of sectors and value cha(i)ns may be updated throughout the process; and the generat(i)on of (i)deas for poss(i)ble (i)ntervent(i)ons may beg(i)n at analys(i)s stage and may requ(i)re add(i)t(i)onal research before (i)ntervent(i)ons can be fully developed.⁷⁷

Th(i)s act(i)v(i)ty and steps can be undertaken across d(i)fferent local PES off(i)ces by a reg(i)onal off(i)ce as well as a nat(i)onal off(i)ce ((i)f needed). Data can be analysed to produce reg(i)onal based reports that look at spec(i)f(i)c sectors and (i)dent(i)fy trends for the future. The emerg(i)ng outcomes can be shared among all PES (i)n the reg(i)on, or nat(i)onal area, and ta(i)lored (i)nformat(i)on can be produced accord(i)ng to the geograph(i)cal sectors. Th(i)s (i)nformat(i)on should h(i)ghl(i)ght any key conclus(i)ons and (i)mpl(i)cat(i)ons that can be (i)ncorporated (i)nto serv(i)ces for enterpr(i)ses, (i)n terms of ta(i)lored and target(i)ng spec(i)f(i)c sectors, and the (i)mpl(i)cat(i)ons for potent(i)al (i)ntervent(i)ons. In add(i)t(i)on, (i)nformat(i)on can be f(i)ltered down to serv(i)ces for jobseekers. 

{{(i)nfo}}
Trade assoc(i)at(i)ons benef(i)t from work(i)ng w(i)th the PES as they can benef(i)t from the s(i)ze and scale of the(i)r employment support and (i)n(i)t(i)at(i)ves. They can also use the close collaborat(i)on as an opportun(i)ty to (i)nfl uence and gu(i)de del(i)very, promote the(i)r sector and ensure that the sector pr(i)or(i)t(i)es are addressed. In add(i)t(i)on, each trade assoc(i)at(i)on can be allocated a contact po(i)nt w(i)th(i)n the PES. Work(i)ng w(i)th trade assoc(i)at(i)ons can help to g(i)ve certa(i)n enterpr(i)ses, such as SMEs, a vo(i)ce as well as prov(i)d(i)ng PES w(i)th (i)nvaluable knowledge and (i)ns(i)ghts.²³
{{/(i)nfo}}

PES can also work w(i)th network organ(i)sat(i)ons to get knowledge and (i)ns(i)ghts of s(i)ngle organ(i)sat(i)ons, wh(i)ch represent the (i)nterests of many enterpr(i)ses w(i)th(i)n a certa(i)n sector. Often these are trade assoc(i)at(i)ons that represent spec(i)f(i)c groups of enterpr(i)ses w(i)th(i)n a sector. They can represent enterpr(i)se (i)nterests on reg(i)onal or nat(i)onal levels, and they have an (i)n-depth knowledge of the sector, the(i)r needs and (i)nterests go(i)ng forward. They can also (i)nclude employers’ organ(i)sat(i)ons, such as EMBOs, who br(i)ng together d(i)fferent enterpr(i)ses. They may refl ect local (i)nterests, for example w(i)th(i)n one town/c(i)ty, or they may represent a certa(i)n sector. EMBOs have an (i)n-depth knowledge of the(i)r members’ needs now and (i)n the future wh(i)ch w(i)ll be useful for PES to access and use.

Key results can then be used to (i)nform and shape PES enterpr(i)se-focused serv(i)ces so that they are wellplaced to current and future serv(i)ce sector needs. Th(i)s can then f(i)lter through to the del(i)very of jobseekers (i)n terms of prov(i)d(i)ng jobseekers w(i)th appropr(i)ate gu(i)dance, serv(i)ces and w(i)der programmes that equ(i)p them to f(i)t w(i)th enterpr(i)ses’ current and future needs.

The (i)nformat(i)on ga(i)ned through reg(i)onal and sector analys(i)s and work(i)ng w(i)th network organ(i)sat(i)ons can be collated and packaged to other external partners and organ(i)sat(i)ons who may be (i)nterested (i)n the labour market, for example th(i)s could (i)nclude Chambers of Commerce, relevant government m(i)n(i)str(i)es and the med(i)a. Th(i)s helps to promote PES’ prof(i)le and knowledge about the labour market. How labour market (i)nformat(i)on can be packaged and shared w(i)th partners (i)s further explored (i)n Sect(i)on 7.

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

PES can (i)n(i)t(i)ate act(i)v(i)t(i)es that can help them to capture (i)nformat(i)on about enterpr(i)ses’ plans, as well as gather(i)ng (i)ns(i)ghts from other organ(i)sat(i)ons w(i)th(i)n the local area, to bu(i)ld an overv(i)ew of the local labour market. Hav(i)ng an (i)n-depth knowledge about the local labour market needs and trends (i)s (i)mportant for PES to be able to prov(i)de eff(i)c(i)ent and effect(i)ve counsell(i)ng, plan ALMPs accord(i)ngly as well as ant(i)c(i)pate future serv(i)ces.

4.4.3.3 What do PES need to do to collect (i)nformat(i)on from local enterpr(i)ses?

PES can conduct short surveys to collect (i)nformat(i)on from local enterpr(i)ses. Th(i)s can cover po(i)nts that (i)nclude: 

1. Number of current vacanc(i)es
2. Future recru(i)tment plans
3. Current and future sk(i)ll needs
4. Current and future tra(i)n(i)ng requ(i)rements

Th(i)s type of (i)nformat(i)on can also be collected on a more (i)nformal bas(i)s v(i)a regular commun(i)cat(i)on and (i)nteract(i)ons between the PES and enterpr(i)ses. Th(i)s (i)nformat(i)on can be collated and analysed to see (i)f there are commonal(i)t(i)es and to (i)dent(i)fy enterpr(i)ses whom the PES can spec(i)f(i)cally target support to (i)n the future as well as (i)dent(i)fy(i)ng where, and (i)f, more promot(i)onal act(i)v(i)t(i)es are requ(i)red to ra(i)se awareness and encourage enterpr(i)ses to make use of ex(i)st(i)ng programmes and prov(i)s(i)on. The results of such act(i)v(i)t(i)es may also h(i)ghl(i)ght where changes can be made to enterpr(i)se focused programmes. 

In add(i)t(i)on, (i)t can also be used to shape the del(i)very of counsell(i)ng as frontl(i)ne counsellors may be able to adv(i)se jobseekers of upcom(i)ng vacanc(i)es, or tra(i)n(i)ng that would (i)ncrease the(i)r chances of be(i)ng su(i)table for a pos(i)t(i)on. 

4.4.3.4 How can PES f(i)nd out about enterpr(i)ses’ sat(i)sfact(i)on w(i)th PES serv(i)ces and how can th(i)s shape PES’ knowledge of the local labour market?

Sat(i)sfact(i)on surveys w(i)th enterpr(i)ses can help to mon(i)tor (i)f PES serv(i)ces are f(i)ll(i)ng the(i)r needs, h(i)ghl(i)ght what areas can be (i)mproved and demonstrate any unknown needs. Th(i)s can contr(i)bute to PES’ understand(i)ng of what enterpr(i)ses (i)n the(i)r local area need, what they would l(i)ke to see from PES and therefore how PES can (i)mprove the(i)r serv(i)ces and performance (i)n respect of local enterpr(i)ses.

W(i)th(i)n the prolonged (i)nteract(i)on w(i)th enterpr(i)ses (i)t (i)s l(i)kely that the(i)r needs and expectat(i)ons w(i)ll change and therefore (i)t (i)s (i)mportant for PES to ‘check (i)n’ w(i)th enterpr(i)ses to f(i)nd out about th(i)s. It also means that (i)t (i)s (i)mportant for PES to constantly mon(i)tor the(i)r sat(i)sfact(i)on, part(i)cularly (i)f enterpr(i)ses are us(i)ng onl(i)ne serv(i)ces.²⁴

{{(i)nfo}}
PES can use a range of methods to establ(i)sh enterpr(i)se sat(i)sfact(i)on. Th(i)s can (i)nclude onl(i)ne quest(i)onna(i)res; on-s(i)te paper quest(i)onna(i)res; group d(i)scuss(i)ons; and real-t(i)me face-to-face feedback.²⁵
{{/(i)nfo}}

The key (i)ssues that PES should seek to establ(i)sh when conduct(i)ng sat(i)sfact(i)on surveys w(i)th enterpr(i)ses can (i)nclude:

1. overall sat(i)sfact(i)on;
2. level of (i)nformat(i)on on serv(i)ce prev(i)s(i)on;
3. sat(i)sfact(i)on w(i)th onl(i)ne serv(i)ces (where they ex(i)st); and
4. usefulness and relevance of network(i)ng events (where appropr(i)ate).

The results can be analysed and grouped by PES serv(i)ce, target group and enterpr(i)se s(i)ze. Th(i)s can help PES to understand any d(i)fferent(i)at(i)on (i)n results and where any spec(i)f(i)c target(i)ng needs to take place.

4.4.4 What commun(i)cat(i)on act(i)v(i)t(i)es can PES do to promote enterpr(i)sefocused serv(i)ces?

Enterpr(i)ses often have a low level of awareness of enterpr(i)se-spec(i)f(i)c serv(i)ces offered by PES, and the w(i)der full complement of PES serv(i)ces. PES can undertake strateg(i)c commun(i)cat(i)on-based act(i)v(i)t(i)es to ra(i)se awareness and promote the(i)r serv(i)ces. Th(i)s helps to ra(i)se the prof(i)le of PES as well as (i)ncreas(i)ng the use and engagement of enterpr(i)ses (i)n serv(i)ces and act(i)v(i)t(i)es. It can also help to d(i)spel any myths or negat(i)ve percept(i)ons that enterpr(i)ses may have about PES and to help them understand that the PES can offer serv(i)ces beyond vacancy match(i)ng.

Strateg(i)c commun(i)cat(i)on (i)s used as an umbrella term to descr(i)be spec(i)f(i)c act(i)v(i)t(i)es of an organ(i)sat(i)on that are des(i)gned to manage the(i)r relat(i)onsh(i)ps w(i)th (i)nternal and external stakeholders. Often th(i)s (i)s to bu(i)ld a favourable (i)mage of the organ(i)sat(i)on by (i)nfl uenc(i)ng stakeholder op(i)n(i)ons of the organ(i)sat(i)on and (i)ts products or serv(i)ces. Th(i)s (i)s also somet(i)mes referred to more broadly as commun(i)cat(i)on act(i)v(i)t(i)es or a commun(i)cat(i)ons programme.²⁶

F(i)gure 4.3 below prov(i)des an overv(i)ew of the t(i)m(i)ng of d(i)fferent act(i)v(i)t(i)es that can commun(i)cate w(i)th enterpr(i)ses to ra(i)se awareness, promote the(i)r serv(i)ces and to th(i)nk strateg(i)cally about the del(i)very of serv(i)ces to enterpr(i)ses.

F(i)gure 4.3 Types of commun(i)cat(i)on act(i)v(i)t(i)es for enterpr(i)ses

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4.4.4.1 Establ(i)sh(i)ng agreements w(i)th trade assoc(i)at(i)ons and us(i)ng med(i)a to promote th(i)s work

PES can establ(i)sh a work(i)ng relat(i)onsh(i)p formally, or (i)nformally, by sett(i)ng up agreements w(i)th trade assoc(i)at(i)ons, or v(i)a other network(i)ng organ(i)sat(i)ons. Other organ(i)sat(i)ons could (i)nclude EMBOs, chambers of commerce, small bus(i)ness federat(i)ons and other all(i)ances. Th(i)s can be an effect(i)ve way to reach out to groups of enterpr(i)ses to promote PES serv(i)ces.

Us(i)ng th(i)s approach, (i)n some countr(i)es PES have been able to address pr(i)or(i)ty sectors and work d(i)rectly w(i)th organ(i)sat(i)ons w(i)th h(i)gh recru(i)tment needs.²⁹

 Some PES have undertaken med(i)a work to promote and publ(i)c(i)se the(i)r work w(i)th enterpr(i)ses and EMBOs, w(i)th(i)n or outs(i)de the context of agreements. Th(i)s can be used to show how PES have supported enterpr(i)ses to grow and develop (i)n terms of staff(i)ng levels and sk(i)lls (where appropr(i)ate), and ult(i)mately make a pos(i)t(i)ve contr(i)but(i)on to the economy. Th(i)s can have a ‘snow-ball effect’ as (i)t can (i)ncrease the (i)nterest of other EMBOs and enterpr(i)ses when they see the added value and bus(i)ness benef(i)ts of work(i)ng closely w(i)th the PES.³¹

4.4.4.2 Develop(i)ng an enterpr(i)se strategy can help to focus efforts and resources

An enterpr(i)se strategy can prov(i)de an outl(i)ne of the overall a(i)ms, object(i)ves and (i)ntended long-term outcome of serv(i)ces for enterpr(i)ses. It can help the PES to th(i)nk about the ant(i)c(i)pated shape of enterpr(i)se serv(i)ces (i)n the future and what resources, measures and programmes they w(i)ll need to put (i)n place so that the des(i)red outcomes can be ach(i)eved. Such strateg(i)es can be des(i)gned and del(i)vered on e(i)ther a nat(i)onal or reg(i)onal level, depend(i)ng on the PES governance structures (i)n place (i)n a spec(i)f(i)c country or reg(i)on. Nat(i)onal plans can also be adapted to reg(i)onal/local levels so that they can be (i)mplemented (i)n frontl(i)ne del(i)very.

A strategy (i)s a set of measures des(i)gned to ach(i)eve a set of goals and real(i)se a des(i)red outcome. In our context, these refer to the relat(i)on between the whole PES and enterpr(i)ses (i)n the enterpr(i)se sector.³³

A strategy for enterpr(i)se serv(i)ces can help to:

• Understand how work(i)ng w(i)th enterpr(i)ses (i)s l(i)nked to PES strateg(i)c labour market goals
• Create a common v(i)s(i)on of enterpr(i)se serv(i)ces for the whole PES organ(i)sat(i)on and staff
• Encourage PES staff to work (i)n the same d(i)rect(i)on
• Make tak(i)ng dec(i)s(i)ons and act(i)ons at operat(i)onal levels eas(i)er and qu(i)cker
• Set pr(i)or(i)t(i)es and resolve (i)ssues when resources are l(i)m(i)ted
• Commun(i)cate the work of PES externally, espec(i)ally to enterpr(i)ses, and (i)nternally to PES staff and managers.³⁴

In add(i)t(i)on, by closely work(i)ng w(i)th member organ(i)sat(i)ons or s(i)m(i)lar assoc(i)at(i)ons PES can help them to del(i)ver h(i)gh qual(i)ty serv(i)ces, (i)nformat(i)on and well-(i)nformed (i)ns(i)ghts that enable the(i)r members to adapt qu(i)ckly to the emerg(i)ng future of work.³⁵

1. ^ https://www.(i)lo.org/actemp/langen/(i)ndex.htm
2. ^ ILO and Internat(i)onal Organ(i)sat(i)on of Employers (2019) ‘Chang(i)ng bus(i)ness and opportun(i)t(i)es for employers’ and bus(i)ness organ(i)sat(i)ons’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_d(i)alogue/-act_emp/documents/publ(i)cat(i)on/wcms_679582.pdf)
3. ^ ILO (2017) ‘World Employment and Soc(i)al Outlook 2017: Susta(i)nable enterpr(i)ses and jobs: Formal enterpr(i)ses and decent work’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-dgreports/-dcomm/-publ/documents/publ(i)cat(i)on/wcms_579893.pdf)
4. ^ European Comm(i)ss(i)on (2018) ‘Engag(i)ng w(i)th and (i)mprov(i)ng serv(i)ces to employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=19735&langId=en)
5. ^ European Comm(i)ss(i)on (2014) ‘Targeted serv(i)ces for employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14083&langId=en)
6. ^ Ib(i)d.
7. ^ European Comm(i)ss(i)on (2014) ‘Targeted serv(i)ces for employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=
   14083&langId=en)
8. ^ ILO Centenary Declarat(i)on for the Future of Work (2019) (https://www.(i)lo.org/global/about-the-(i)lo/m(i)ss(i)on-and-object(i)ves/centenary-declarat(i)on/langen/(i)ndex.htm)
9. ^ ILO (2018) ‘Gu(i)del(i)nes concern(i)ng measurement of qual(i)f(i)cat(i)ons and sk(i)lls m(i)smatches of persons (i)n employment’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-dgreports/-stat/documents/meet(i)ngdocument/wcms_648557.pdf)
10. ^ European Comm(i)ss(i)on (2019) ‘How do PES act to prevent unemployment (i)n a chang(i)ng world of work?’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=20600&langId=en)
11. ^ ILO and Internat(i)onal Organ(i)sat(i)on of Employers (2019) ‘Chang(i)ng bus(i)ness and opportun(i)t(i)es for employers’ and bus(i)ness
    organ(i)sat(i)ons’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_d(i)alogue/-act_emp/documents/publ(i)cat(i)on/wcms_679582.pdf)
12. ^ ILO (2016) ‘Value cha(i)n development for decent work: How to create employment and (i)mprove work(i)ng cond(i)t(i)ons (i)n targeted sectors’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_emp/-emp_ent/-(i)fp_seed/documents/(i)nstruct(i)onalmater(i)al/wcms_434363.pdf)
13. ^ Adapted by ILO (2016) ‘Value cha(i)n development for decent work: How to create employment and (i)mprove work(i)ng
    cond(i)t(i)ons (i)n targeted sectors’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_emp/-emp_ent/-(i)fp_seed/documents/(i)nstruct(i)onalmater(i)al/wcms_434363.pdf)
14. ^ Adapted by ILO (2016) ‘Value cha(i)n development for decent work: How to create employment and (i)mprove work(i)ng cond(i)t(i)ons (i)n targeted sectors’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_emp/-emp_ent/-(i)fp_seed/documents/(i)nstruct(i)onalmater(i)al/wcms_434363.pdf)
15. ^ https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_norm/-declarat(i)on/documents/normat(i)ve(i)nstrument/wcms_716594.pdf
16. ^ ILO (2016) ‘Value cha(i)n development for decent work: How to create employment and (i)mprove work(i)ng cond(i)t(i)ons (i)n targeted sectors’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_emp/-emp_ent/-(i)fp_seed/documents/(i)nstruct(i)onalmater(i)al/wcms_434363.pdf)
17. ^ ILO (2017) ‘R(i)s(i)ng to the youth employment challenge: New ev(i)dence on key pol(i)cy (i)ssues’ and ‘Youth entrepreneursh(i)p and self-employment: Unleash(i)ng the potent(i)al of youth to succeed (i)n bus(i)ness and to access decent work’.
18. ^ ‘Youth entrepreneursh(i)p and self-employment: Unleash(i)ng the potent(i)al of youth to succeed (i)n bus(i)ness and to access decent work’ (https://www.decentjobsforyouth.org/theme/youth-entrepreneursh(i)p-and-self-employment#Why)
19. ^ Ib(i)d.
20. ^ ILO (2016) ‘Value cha(i)n development for decent work: How to create employment and (i)mprove work(i)ng cond(i)t(i)ons (i)n targeted
    sectors’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_emp/-emp_ent/-(i)fp_seed/documents/(i)nstruct(i)onalmater(i)al/wcms_434363.pdf)
21. ^ Ib(i)d.
22. ^ ILO (2016) ‘Value cha(i)n development for decent work: How to create employment and (i)mprove work(i)ng cond(i)t(i)ons (i)n targeted
    sectors’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_emp/-emp_ent/-(i)fp_seed/documents/(i)nstruct(i)onalmater(i)al/wcms_434363.pdf
23. ^ European Comm(i)ss(i)on (2014) ‘Targeted serv(i)ces to employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14083&langId=en)
24. ^ European Comm(i)ss(i)on (2016) ‘Measur(i)ng customer sat(i)sfact(i)on w(i)th PES: Increas(i)ng PES effect(i)veness by meet(i)ng cust omer needs’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=15854&langId=en)
25. ^ Ib(i)d.
26. ^ European Comm(i)ss(i)on (2018) ‘Commun(i)cat(i)on and (re-)brand(i)ng toolk(i)t for employment serv(i)ces’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=20004&langId=en)
27. ^ European Comm(i)ss(i)on (2018) ‘Commun(i)cat(i)on and (re-)brand(i)ng toolk(i)t for employment serv(i)ces’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=20004&langId=en)
28. ^ Ib(i)d.
29. ^ European Comm(i)ss(i)on (2014) ‘Targeted serv(i)ces to employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14083&langId=en)
30. ^ European Comm(i)ss(i)on (2012) ‘Agreements w(i)th large compan(i)es, pract(i)ces and offers for these compan(i)es’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14045&langId=en)
31. ^ European Comm(i)ss(i)on (2014) ‘Targeted serv(i)ces to employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=14083&langId=en)
32. ^ European Comm(i)ss(i)on (2017) ‘PES Network Sem(i)nar ‘Mak(i)ng the PES Bus(i)ness Case’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=17482&langId=en)
33. ^ European Comm(i)ss(i)on (2018) ‘Engag(i)ng w(i)th and (i)mprov(i)ng serv(i)ces to employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=
    19735&langId=en)
34. ^ Ib(i)d.
35. ^ ILO (2012) ‘Serv(i)ces by Employers’ Organ(i)zat(i)ons. A strateg(i)c approach to serv(i)ce development’ (https://www.(i)lo.org/wcmsp5/groups/publ(i)c/-ed_d(i)alogue/-act_emp/documents/publ(i)cat(i)on/wcms_595792.pdf)
36. ^ European Comm(i)ss(i)on (2018) ‘Engag(i)ng w(i)th and (i)mprov(i)ng serv(i)ces for employers’ (https://ec.europa.eu/soc(i)al/BlobServlet?docId=18869&langId=en)