Workshop: The Use of Technology to Transform Public Employment Services

Data and Digital in PES 2019

Photo: Vanessa Bumbeers | Unsplash

BackgroundTechnology, society and labor markets

2

Technology Society

Labor markets

More technologies

Increasing speed tech. development

Flexibility, mobility

Globalization, Internationalization

Automation, robotization

Job mobility, flexibility

Job replacement Job creation AWA

BackgroundHow are these affecting PES?

3

Front offices

Back offices

PESClients

Other gov'ts &

orgs

Strategy

Organization

Data

How is the organization responding to technology on the (overall) strategic level?

How are PES incorporating technology in their back offices (e.g. their processes and workflows)?

How are PES using technology to improve service delivery in their front offices?

How are organizational models and aspects of the organization (e.g. culture, HR) changing?

How is the organization using data to monitor and guide change?

4

Ways in which PES have been dealing with Digital and Data

5

Digital Strategies

Digitalisation & AnalyticsGenerations of technologies

Most developed PES

Creation of dedicated “digital strategies”

[albeit recently]

6

Digital AspectsBack Offices | What are PES doing?

Creation of (national) central building blocks E.g. central repositories, authentication (eID)

Integration of systems and processesê National, PES & Data

New/updated applicationsê Profiling, matching (also Ò Innovation Labs).

7

Digital AspectsFront offices | What are PES doing?

Working on the maturity of their online channels E.g. one stop shops, more services online

Development of channel strategiesê E.g. blending, omni-channel, outsourcing

New channelsê E.g. chat bots & assistants

8

Digital AspectsData | What are PES doing?

Data management E.g. data infrastructure

Performance measurement E.g. KPI development

New data analytics & presentation E.g. AI, machine & deep learning, dashboards

Organization | What are PES doing?

Employee involvement E.g. co-design, self-organizing teams, dealing with resistance

Innovation as capability E.g. Innovation labs

9

Digital aspectsCurrent status

Digital Strategy

Back office

Front officeData

Organization

Total

Digital Strategy

Back office

Front officeData

Organization

Digital Strategy

Back office

Front officeData

Organization

LAC PES Country variations

10

Digital AspectsWhat separates the average from the excellent?

Element Average Excellent

Strategy Re-active & fragmented Pro-active & holistic, clear vision (no PES has all elements in place)

Back-offices Gradual introduction of BO technologies, driven mostly by efficiency

Integrated vision & long term plans for legacy

Front-offices Channel by channel approach, different strategies

Integrated or omni-channel strategies

Data Mostly seen as product, LMI Product, measure & drive success, means to innovate

Organization Very little attention Rethinking organizational models, role of leadership and 'softer' aspects

Overall Playing catch-up (e.g. due to resource constraints), working in the 'now'.

Does not exist, but...

11

The futureWhat is coming? Four developments

Changes in the labor market (e.g. automation, AWA, job hopping, life long learning)

Rethinking the role of PES in increasingly volatile labor markets.

More technologies, increasingly fast (e.g. new types of AI, quantum computing, IoT, blockchain apps, edge computing, hyper automation)

How can PES get ahead, rather than play catch up (and manage legacy)?

Increasing pressure to become data driven (e.g. because of customer pressures, balancing efficiency and effectiveness goals, but: transparancy, privacy & security) How can PES adopt (smart) data in their DNA?

Balancing technology & humanity(e.g. digital skills, human augmentation, resistance, culture & communication, democratization of tech) PES increasingly need to find a balance between the 'technology' and 'human' aspects of their organizations.

12

The world of PES is changing quickly and (technical) innovations are arriving in rapid succession. The fast changes in the field require PES to develop digital strategies that are nimble, make use of data and are ‘smart’ in where and how resources are being used. The rapid changes require PES to develop an open mind-set and assess the impact of change on their organisation as quickly as possible. Digitalisation is not about technical revolution, but much more about organisational evolution, driven and executed by humans.

Workshop: The Use of Technology to Transform Public Employment Services

Data and Digital in PES 2019

Dr. Willem Pieterson | willem@pieterson.com