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NATIONAL EMPLOYMENT SERVICE

OF ALBANIA

REFORMS AND CHALLANGES

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-Strategic orientation of the Government and Ministry of Social Welfare and Youth- Employment and Skills Strategy 2014 - 2020- Re-organization of NES- New service model - three service levels- New approach to ALMPs- Services offered to employers and jobseekers based on the labour market situation.

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Organisation of NES, Albania ( Headquarter and Regional and Local Offices March 2015).

 

General Directorate 1.Directorate of Employment Service and Migration

2. Directorate of Labour Market Programmes3.Directorate of LMI (IT+ forecast and statistics)

4. Directorate of Support Services ( HR)

24  Local Employment Offices  with  112 staff .

12 Regional Employment Offices with a total of  173 

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4 strategic priorities

• A) Foster decent job opportunities through effective labour market policies

• B) Offer quality vocational educational and training to youth and adults

• C) Promote social inclusion and territorial cohesion, as well as services in rural areas

• D) Strengthen the governance of the labour market and qualifications systems.

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Re-organizing NES

• A) Institution had little/no public awareness• B) Employment offices merely a bureaucratic

institution, drifting away from original mandate• C) Little trust from jobseekers / businesses• D) No impact of ALMPs• E) No control on VTCs.• F) Supervision of Professional Schools

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NEW SERVICE MODEL

- New Service Model, organizing employment services according to EU standards.- The new service model offices further improved by levels of service:- Information services and a self-help corners,- Counseling and mediation (finding suitable candidates, according to skills required by businesses)- Counseling services for vulnerable groups.-The new model is functional, within the first year, in 11 new offices across the country-Within the 4 year mandate, all NES offices shall be operating under the New Service Model

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NEW EMPLOYMENT OFFICES

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ACTIVE LABOUR MARKET PROGRAMS- Until 2013, NES applied only 3 obsolete ALMPs, with limited capacity of targeting jobseekers, without focusing on specific categories- ALMP funding from government was at an historic low of 900.000 USD in 2013- In 2014 fund tripled to 2.7 million USD, while NES implemented six AMLPs, which were designed in cooperation with several stakeholders, targeting specific vulnerable groups such as people with disabilities, women, young people, etc.- Simplified procedures for application; diversification and regional adaptation. - Intensive awareness campaign across the country, regional meetings held with businesses, informing them about the new ALMPS and welcoming applications.- In cooperation with UNDP Albania, NES designed a transparent application/bidding process.- Applications were evaluated through a scoring scheme, enabling delivery to more subjects and eventually more beneficiaries. - 550 businesses applied for funding (9 times more than the previous year)- 360 businesses were allocated funding (5 times more than in 2013)- The ALMPs funding for the year 2015 was increased to 4.5 million USD

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ACTIVE LABOUR MARKET PROGRAMS• The six new programs:

Unemployed female jobseekers from vulnerable groups Unemployed jobseekers in hardship situation Young unemployed jobseekers Jobseekers with disabilities In-work training Professional practices of university graduates

UPCOMING PROJECTS FOR ALMPs- Programs targeting seasonal employment- Programs targeting entrepreneurship (best practice observed

and borrowed from Macedonia)- Programs having jobseekers as direct beneficiaries (cash-in-

hand in exchange for a job found on personal initiative)

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Case Study - Durres Office

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DURRES OFFICE

1. Main aims/objectives of Durres Regional Employment Office for 2014

(i) Enhancing the quality of service to our clients. (ii) Building trust to both business representatives

and jobseekers that has to see our agency as an important facilitator and partner.

(iii)Enhance the efficiency of matching a job offer to a jobseeker, and vice versa.

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DURRES OFFICE

. Results achieved compared to stated aims/objectives(i) The 7 counters of our front office were organized related to the nature of services we offer by maximizing the efficiency of the labor agency team and cutting long queues of our clients.(ii) Developed easy-to-follow procedures for our clients (welcoming and instructing them as soon as they get to agency) as well as for each of our team members to manage daily workload.(iii) From 5,000 jobseekers registered at the end of 2013, reached 12,000 at the end of 2014.(iv) Number of job offers (from the private sector) more than doubled, compared to 2013.(v) Efficiency of matching between a job offer and jobseeker enhanced from 12% to 65%.

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DURRES OFFICE

APPROACH APPLIEDa. Maximizing team productivity and contribution by motivating them based on researches and findings in the science of psychology. (Impact the subconscious brains of each team member by building relationships, developing trust, fostering team work.b. Applying rigorously simple Management Systems allowing the manager to efficiently & effectively manage team & workload.c. Managing team performance by using rigorously Performance Management Systems, vis-à-vis aims/objectives of the agency.d. Identifying potential businesses with job offers that match jobseekers needs (special focus to the ones in most need and most vulnerable).e. Developing individual programs for specific jobseekers in order to carefully improve their physiological state and build self-confidence to get them ready for the job, equipping them with new skills through Vocational Education Training Programs, and so increasing them the chances to find and maintain a job.

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THANK YOU