Ramioul_Monique_10.09.09

8/6/2019 Ramioul_Monique_10.09.09

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Monique RamioulDECOWE

Ljubljana,24-25/9/2009

Competence development in work organisations

and relation to HRM and knowledge management

Changes in work organisations andrequired skills as related to globalvalue chain restructuring





Logistics IT

Austria Belgium Bulgaria Denmark France Germany Greece Hungary Italy Netherlands Norway Portugal Sweden UK

6FP ± Citizens and Governance in the KBS

2.1.3 Changes in work in the knowledge society

2005-2009HIVA-K.U.LEUVEN ± Belgium: co-ordination

FORBA ± Austria LONDONMET - UK

FTU ± Belgium UPSPS ± Greece

UT ± Netherlands UESSEX - UKISB ± Hungary ISF MUNCHEN - Germany

FZK ± Germany IET ± Portugal

IRES - Italy SINTEF - Norway

ATK ± Sweden CEE-CNRS ± France

IS - Bulgaria AMI - Denmark





Re-sear c han

d d ev el o p-ment

P RO-

DU C T I ON

I C T

D

i st ri bu ti on / l o-gi st i c s

c u

st o-mer ser v i c e

enge

neeri ng

Ad minis-tr ati v eser vi c es

Global value chain restructuring

Relocation Outsourcing Offshoring





WORKS: changes in work

Business functions investigated :Production

R&D, ICT services

Logistics, customer services

S ectors investigated :Food, Clothing, IT

Services of general interest (post, railways)

Public sector administration





58 organisational case studies:Selected out of matrix combining: ( 5 ) businessfunctions X(5) sectors X(13 ) countriesRestructuring event past 5 years (2002+ )

Workplace level interviews

30 occupational case studiesOccupational groups in the business functions

Analysis of EU databases from establishment and

employee surveys:CLFS, E WCS, CHPEU and national establishment surveys

WORKS - Empirical data





1. Are work organisations adapting as aresponse to :

...changed knowledge requirements related to restructuring

implying the externalisation of codified work

...increased competitiviness and the need for moreinnovation capabilities

...increased speed and shorter business cycles which are

reported in all businesses and sectors

These (contradictory) requirements puts highdemands on acquisition, development and use of knowledge and skills

C orporate strategies and changes inwork





2. New organisational responses andpractices facilitating a learningorganisation

Changing work organisationsEg.:µreconversion¶ of sewing machine operators to prototype

and design

Teamwork across company boundariesMoving up the value chain

Eg.: the learning organisation in high-end ITTraining and access to training: GVR may giveaccess to new internal labour markets

C orporate strategies and changesin work





3. New organisational responses andpractices threathening this

Loss of knowledge because of fragmentation and

VC lengthening: eg. food

Restructuring is preceeded by codification &standardisation

General trends of standardisation and formalisation

eg. Software development

Formalisation related to work over distance andM&A

Internal tendering >< collaboration: eg. IT

C orporate strategies and changesin work?





1. Indications of upskilling

Lowskilled work µdisappears¶: new taskcomposition for the remaining workforceShift of core business in restructuringcompanies eg. clothing

Access to new knowledge and learning

opportunities in the chain eg. IT

I nnovating companies andcompetent employees?





2. New skill needs emerging

Related to organisational and technological

changes accompanying the restructuring eg. clothingGrowing importance of non-professional skills, notnecessarily strengthening these eg. Clothing, software

development, R&D

³Skill-intensification´ related to required

combination and integration of (conflicting)competences and speeding-up of business






2. BUT upskilling seems:Highly determined by the position of the firm in thevalue chainClosely related to work intensification, not

necessarily beneficial for QoWGrowing importance of non-professional skills may

jeopardise development eg. Clothing, softwaredevelopment, R&D³Organisational flexibility´ is shifted to workers¶

skills and informal capabilities to compensate for dysfunctional rigiditiesThese capabilities are under pressure due tooverall work intensification and speeded-upbusinesses






Survey data show (Comparative analysis EWCS data,

EU15 in 1995, 2000, 2005)

Jobs offer less learning opportunitiesSignificant DECREASE in work complexity between

1995 and 2000, and between 2000 and 2005 even after

controlling for micro and macro characteristics

Work intensification all over EuropeSignificant INCREASE in intensity of

technical/bureaucratic constraints







³ Do you feel that you have skillsor qualifications to do a moredemanding job than the one

you now have?´

(ECHP )





P ercentage overqualified

0

10

20

30

40

50

6070 Denmark

HollandBelgiumFrance

IrelandItalyGreeceSpainPortugalAustriaFinland





1. New internal labour markets may emergeIncreased knowledge-intensity requires trainingThis may be at the level of the VCChanges depend on the situation in the µdestination¶company

2. Others may erodeDirectly related to the relocation of jobsOr related to fragmentation of employment conditionsesp. the lower-skilled seem at risk

3. Still others develop µparadoxically¶increased skill requirements combined with insecurityand more flexibilityOr with µoutsourcing¶ of the training responsibilities

T he role of labour markets in skilldevelopment : erosion or new paths?





4 . Existing VETsystems at regional or company levelunder pressure and in deep transition

Both the company......and the individual become the prime actors

Growing job insecurity/flexibility may threathenindividual employability

5. This may be bad in the longer runFor bottom up innovation strategiesRelated to µmarketisation¶ and growing

competition6. Some new µgerms¶ of coordination are observed too






Will µchain¶-coordination replace firm- or industry-coordination?=> There are no simple causalities between economicrationalities, production strategies, welfare regimesand VET systems.






www.worksproject.be

T he WORKS project

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