Participation of women in Job Rotation schemes in the UK and Germany

New approach The recession has exacerbated long term challenges in the UK economy and highlighted the need for a fresh approach to tackling unemployment. While national productivity was strong in the decade to 2007, economic growth outside Southeast England has been distinctly patchy. Regional inequalities have persisted and many areas are characterised by an over-supply of labour and a mismatch of skills to jobs available. Low pay and contractual insecurity underlie low rates of retention and advancement for many low-skilled workers and poor quality jobs can increase the risk of permanent detachment from the labour market. Active labor market measures have a long tradition and were initially applied in periods of economic depression and high unemployment. They have two basic objectives: economic, by increasing the probability of the unemployed finding jobs, productivity and earnings; and social, by improving inclusion and participation associated with productive employment. Article 1 of the ILO Convention No. 122 states that "Each Member shall declare and pursue, as a major goal, an active policy designed to promote full, productive and freely chosen employment". Since the 1980s, active labor market policies have regained momentum in order to cope with the structural change of European labor markets. The European Employment Strategy (Lisbon Agenda, 1997) finally gave high priority to active labor market policies (ALMPs). ALMPs were also widely used to cushion the negative effects of industrial restructuring in transition economies. In addition, they are used to integrate vulnerable people furthest from the labor markets. The three overarching objectives of the European Employment Strategy, namely full employment, improving quality and productivity at work, and strengthening social and territorial cohesion, provide the overall framework for employment policies of the EU and Member States but can serve as a goal for non-EU ECA countries as well. The following targets and benchmarks have been agreed in the context of the European Employment Strategy relevant to the provision of ALMPs (EC 2008a): - that every unemployed person is offered a job, apprenticeship, additional training or other employability measure; in the case of young persons who have left school within no more than 4 months by 2010 and in the case of adults within no more than 12 months,

- that 25 percent of the long-term unemployed should participate by 2010 in an active measure in the form of training, retraining, work practice, or other employability measure, with the aim of achieving the average of the three most advanced Member States. ALMPs are essential for others to gain skills or work experience to achieve sustainable integration in the labor market. As noted, while ALMPs are an important component of labor market policy, they mainly help disadvantaged groups. Another dimension in the provision of ALMPs is that a variety of services are needed to address three conditions commonly experienced by displaced workers who are trying to re-enter the labor market (Fretwell 2004): Structural Unemployment: Displaced workers lack skills, or their skills are not in demand, and need some re-skilling to compete and re-enter the labor market. Different types of retraining, Available data suggest that across the EU women are slightly under-represented in active labour market measures (45%) compared to the main target group of the registered unemployed (50%). However, in 6 of the 10 countries for which a comparison is possible, a person who becomes registered unemployed is more likely to participate in an active measure if they are female than if they are male. Women account for the majority of participants (84%) in job rotation measures. Job rotation and job sharing measures are not used at all in 8 of the EU countries and are small in most others. It is only in Belgium and Finland that they account for a significant proportion of participants in categories 2-7 (22% and 20% respectively). In terms of female participation, however, this category is clearly biased towards women, with 84% of participants in the EU aggregate being female8. Measures in this category offer unemployed persons the chance to enter work either on a temporary or part-time basis by taking up positions freed when existing employees go on leave or reduce working hours. According to the Labour Force Survey, women accounted for 80% of part-time workers in the EU in 2000 and it is reasonable to assume that the predominance of women amongst participants in category 3 measures reflects this traditional gender distribution rather than any deliberate selection of women ahead of men. The Job rotation scheme is an important element of active labour market policy because it can offer a way for employment services to better link jobseekers with the local labour market and act as catalysts for skills development and small business enterprises growth. . Job Rotation involves giving an unemployed person temporary employment, filling in for an existing employee who is away from work on a training or educational course.

Since it was first implemented in 1990 in Denmark, job rotation has a rather short tradition in most Member States of the European Union (EU), except in the Scandinavian countries. Other countries where job rotation model is applied are Spain and Germany, Austria, Italy, Portugal the UK. Particularly in the nonscandinavian countries, local initiatives dedicated to the implementation of the Job rotation model started to operate under very different institutional and financial national frameworks. In this dissertation the legal, political and financial frameworks on the national level will be analysed and compared. For example, the legal framework is compared on the basis of indicators on the existence of a right to further training for the employed and unemployed, legal obligations or a levy on firms for further training of their employees, dismissal protection legislation in case an employees takes a longer leave as well as the potential use of already existing regulation of active labour market policies for job rotation project. We compare the United Kingdom and Germany. The research strategy of the study initially identifies the major key areas for job rotation projects, which can be deduced from the theories of transitional labour markets and gender participation... It weaves together three dynamic strands of action improving local enterprise developing workplace learning creating paid work opportunities. Economic Inclusion: Economic Competitiveness The Job Rotation model assists to increase the economic competitiveness of SMEs, and thus raise the enterprise in the given area, whilst addressing barriers to economic inclusion. As such the model is unique in addressing these two inter-related issues and as a result requires expert project management to operate a successful project.

Workforce Training The model offers small to medium sized enterprises (SME), or similar sized organisations, an opportunity to identify their specific training needs, identify skill and knowledge gaps, and from this develop a training plan related to their company development plan. It allows existing employees to gain release for the

training they require while the employer keeps up productivity by employing a work ready substitute worker through the Job Rotation model. Training a workforce can be expensive both in time and money Every company recognises that having a highly skilled workforce is a key ingredient in making business competitive and successful, and that investment in training and staff development is as vital a decision as investing in new equipment or premises. Most SMEs do recognise that up-skilling their workforce is fundamental to survival and growth but it also carries a cost in terms of releasing key staff and the time spent on sourcing the correct cost-effective training. Further, becoming a learning organisation can appear on the surface rather daunting in terms of both time and money. Certainly those SMEs who take this journey have to tackle such questions as:

How to release key staff for training but without loss of production? How to successfully identify the learning needs and how are these to be met? How to be assured that the training occasioned is both relevant and costeffective?

The Job Rotation model, successfully addresses these, and other questions. Once the Training Needs Analysis (TNA) has been completed, and a training plan agreed, grant-aided support is given to the SME in its development and training of selected staff. With the training plan in position the Job Rotation team provide or refer learners to the relevant Training Providers (TPs) thus assuring both best value and minimum additional workload for the SME management. JRT Value In order to obtain this package of support and staff development the organisation is expected to provide employment for an unemployed person to release at least four existing company staff for training. Once selected the Job Rotation Trainee (JRT) will be provided with training as initially specified by the employer. The JRT will then be placed with the SME and after induction to the workplace will act as a substitute for those staff being released for training. Although all initial interviews are carried out by the Job Rotation team the employer holds the final interview for the JRT position and decides who is best suited to the business. This is deemed an important feature as it means that the company are committed to the JRT.

Another important aspect of the model is nurtured here. From first contact with an SME it is made very clear that the JRT is not a form of cheap labour but someone who brings to the SME skills and commitment. Within the parameters of ESF funded Job Rotation, the JRT will be employed for a minimum for six months, enjoying full employee status, the going rate for the job and, in addition, a Mentor will be identified in the SME staff to ensure maximum support. If required, mentor training will be given. It is the goal of Job Rotation to ensure that, if at all possible, employee retention is realised at the end of the six-month period. To this end support is on going for the JRT throughout the period of employment with regular interviews being held with both the company management and the JRT to resolve any potential problems. The whole effort aims to ensure that the JRT, brings added value to enhance ongoing employment prospects with the host company, or if not in another suitable employer. Certainly, experience, where the model is in operation, shows a retention rate with host companies in excess of 80%. What does Job Rotation offer organisations?: A work ready additional member of staff. Training needs analysis linked to the company development plan. Development of training plan. Tailored training programmes for at least four employees for each JRT recruited. A mentoring programme and training for the company to support the JRT and other employees. What is required of the organisation? To employ a JRT for a minimum of six months, paying the going rate for the job. The job must be additional and at least 25 hours per week. To provide mentor support for the JRT. To release at least four staff for individual training programmes. Must be based within the project areas. Who is eligible to be a JRT? Unemployed people within the project areas. People retuning to the labour market. Those involved in large-scale redundancies. Groundbreaking Model Job Rotation is a groundbreaking training and employment model with sufficient flexibility and adaptability to meet many different SME scenarios and sectors, both rural and urban: It can operate successfully as a stand-alone model or work with other similar agencies in a continuum of support for unemployed people.

It can be designed to operate as sector specific It can be open to all unemployed or, be focussed on specific gender, age or ethnic environments.

Operationally Job Rotation is testing new ways of tackling discrimination and inequality experienced by those in work and those looking for a job, yet it is also assisting companies to improve their performance by developing the skill-base of both existing staff and potential employees. Job Rotation has the distinct advantage of being able to offer something positive and effective for unemployed people, employees and the employer and it lays emphasis on ensuring that the JRT is given more than a job restored selfconfidence. To this end part of the preparation training offered to the JRT prior to placement would include basic and core skills training. Model Components The Job Rotation model has three major components: 1. Company Development: - providing support in identifying training needs, developing a company training plan, and obtaining agreement for the company to employ a Job Rotation Trainee (JRT). 2. Workforce Development: - providing individually tailored learning programmes for company employees, both in vocational skills appropriate to their current employment and core skills to increase their overall employability. This would involve guidance, work based learning, vocational training and other learning specific to the needs and interests of the individual and the SME. The main target group for this activity could be workers who wish to improve their literacy/numeracy skills, those without qualifications, or those with a poor history of employment stability. 3. Job Rotation Trainee Recruitment & Placement: - providing previously unemployed workers with a minimum period of 6 months paid work. Each JRT will receive guidance, individual support, access to employment, training prior to and during employment. Further, inherent in these three fundamental strands are other components:

Individual Guidance and Support - including counselling, training needs assessment, and development of an individual action plan, utilising a personal exploration approach. Guidance sessions are made available throughout the beneficiaries period with the project. Follow-up support during project participation and aftercare provision is also available. Development of Personal Skills - including modules on how people learn, communications, confidence and self-esteem building, basic

literacy/numeracy skills along with the range of interpersonal skills. The objective is to support the learner in developing an interest and motivation to learn, and how to communicate and work with other people. These courses are adaptable and learner-led, and forming the foundation for the development of a lifelong learning focus.

Core Skills Development could include units on basic ICT, Customer Care, Time Management, Team Building, Mentoring, Equal Opportunities awareness and other areas as identified in the needs assessment. Such a portfolio of learning programmes helps participants to develop a range of transferable skills to increase their general employability and effectiveness in the workplace. Work Skills that is specific vocational skills related to employment or placement, which can be company-customised non-certificated training, encouragement is given to plan training that will lead to SVQ qualifications at Level 2 3 & 4.

Breadth of Training Opportunities The wide range of courses received by SME employees reflects the multidisciplinary approach presently required of employees, as well as the breadth of company needs likely to be identified. Vocational qualifications are appropriate to the sector, as well as being of interest to the individual, and this is agreed through discussion with the project staff and company management. Use of local training providers, including FE, HE and SUfI sources, allowed project beneficiaries to become involved with local learning resources, increasing the opportunity to participate in learning after they leave the project. Principles The following principles underpin the WEA model for Job Rotation.

Job Rotation Trainees will be paid the rate for the job and enjoy the same conditions of employment applicable to other employees in the host company. The jobs of employees released for training will not be at risk as a result of the programme. Employees individual training needs and interests will be included along with the needs of the employer.

Below is a diagrammatic representation of the Job Rotation model. Job Rotation Model Select Company Establish Company Training Needs Generate Bespoke Training Plan Identify Employee Beneficiaries JRT Job Specification Created

Training Providers Identified

Recruitment of JRT

Mentor Identified & Training Given

Pre-vocational Training for JRT

Mentor link-up with JRT

Work-ready JRT into Post

At Least Four Employees Released for Training

6-Month Employment Begins

4 6 Weekly Monitoring of CBs

4 6 Weekly Monitoring of JRT

Programme Run: Company Gains Motivated and Skilled Workforce

Programme Run: JRT Gains Training and Work Experience