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55ОRIGINAL PAPER
DOI: 10.34022/2658-3712-2020-40-3-160-169 УДК 33.332.14 JELJ21
PUBLIC EMPLOYMENT SERVICES AND THE FUTURE OF WORK: GUIDELINES FOR THE DEVELOPMENT OF INNOVATIVE PROGRAMMES
M.P. Pouchkin a, K. Tada b, Ju.A. Surina c
a b c ILO Decent Work Technical Support Team and Country Office for Eastern Europe and Central Asia, Moscow, Russia
ABSTRACT
The world of work has recently experienced rapid changes, and the pace of these changes is increasing. In view of this, the Centenary Declaration [1] adopted at the 108th Session of the International Labour Conference in 2019 calls member states to develop relevant policies and programmes to address the changing world of work and achieve decent work for all. The manual "Public Employment Services and the Future of Work" is a practical response to the Declaration's call and is one of the most recent initiatives providing support to policy makers and other practitioners to consider the future of work challenges and adjust their policies, programmes, and services to the changing needs of the labour market. This article briefly introduces the manual's significance, objectives and main contents, indicating whom it serves. PES have been even more important and instrumental during and in the aftermath of the Covid-19 pandemic as an institution centrally placed and equipped to mitigate its negative impact on the national and regional labour market. By providing information and ideas and developing PES capacity, the PES and the Future of Work Manual can support PES to fully play such pivotal role.
Ключевые слова: ILO centenary Declaration; New labour trends; active labour market policies; social dialogue and partnership; services for employees and employers.
For citation: Pushkin M. P., Tada К., Surina Y. A. Public Employment Services and the Future of Work: Guidelines for the Development of Innovative Programmes. Social and labor research. 2020; 40(3):160-169. DOI: 10.34022/2658-3712-2020-40-3-160-169.
ОРИГИНАЛЬНАЯ СТАТЬЯ
ГОСУДАРСТВЕННЫЕ СЛУЖБЫ ЗАНЯТОСТИ И БУДУЩЕЕ СФЕРЫ ТРУДА: ОРИЕНТИРЫ ДЛЯ РАЗРАБОТКИ ИННОВАЦИОННЫХ ПРОГРАММ
М.П. Пушкин а, К. Тада ь, Ю.А. Сурина с
а ь с Группа технической поддержки по вопросам достойного труда и Бюро МОТ для стран Восточной Европы и Центральной Азии, Москва, Россия
АННОТАЦИЯ
Мир труда в последнее время переживает быстрые изменения, и темпы данных изменений растут. С учетом этого Декларация столетия, принятая на 108-й сессии Международной конференции труда в 2019 году, содержит призыв к государствам-членам МОТ разработать соответствующую политику и программы для решения проблем меняющегося мира труда и обеспечения достойной работы для всех. Руководство «Государственные службы занятости и будущее сферы труда» является практическим ответом на призыв Декларации и одной из самых свежих инициатив, оказывающих поддержку директивным органам и другим заинтересованным сторонам в рассмотрении будущих проблем сферы
© М.П. Пушкин, К. Тада, Ю.А. Сурина. 2020.
труда и корректировке политики, программ и услуг с учетом меняющихся потребностей рынка труда. В этой статье кратко излагается значение, цели и основное содержание Руководства и указывается, кому оно предназначено. Государственные службы занятости приобретают еще большую значимость и пользу во время и после пандемии COVID-19, как основные учреждения, оснащенные ресурсами для смягчения ее негативного воздействия на национальный и региональный рынок труда. Руководство содержит необходимую информацию и идеи для того, чтобы государственные службы занятости в полной мере смогли справиться с поставленной задачей и реализовать свою ключевую роль.
Ключевые слова: Декларация столетия МОТ; новые тенденции в сфере труда; активная политика на рынке труда; социальный диалог и партнерство; услуги для работников и работодателей.
Для цитирования: Пушкин М.П., Тада К., Сурина Ю.А. Государственные службы занятости и будущее сферы труда: ориентиры для разработки инновационных программ. Социально-трудовые исследования. 2020; 40(3):160-169. DOI: 10.34022/2658-3712-2020-40-3-160-169.
INTRODUCTION
The world of work has experienced rapid changes over the recent years, with technological development, demographic trends, globalization, and climate change and actions to mitigate it. Furthermore, the pace of these changes is increasing. In view of this, the International Labour Organization (ILO) launched the Future of Work initiative in 2013 as part of seven Initiatives for its centenary of 2019. This resulted in the report "Work for a Brighter Future: Report of the Global Commission of the Future of Work" [2] and the Centenary Declaration [3] adopted at the 108th (Centenary) Session of the International Labour Conference in June 2019. The Declaration was endorsed by the United Nations General Assembly in September of the same year. The Centenary Declaration made various recommendations on different areas of the world of work and called member states to develop relevant policies and programmes to address the changing world of work and achieve decent work for all.
The manual "Public Employment Services and the Future of Work" (hereinafter referred as the PES and the Future of Work manual), to be published in 2020, is a practical response to the ILO Centenary Declaration's call and one of the most recent initiatives providing support to policy makers, including social partners (workers' and employers' organizations), and other practitioners to consider the future of work challenges and adjust their policies, programmes and services to the changing needs of the labour market. The following briefly introduces the manual's significance, objectives and main contents, mentioning whom it serves.
THE MANUAL - SIGNIFICANCE, OBJECTIVES, OVERVIEW, AND EXPECTED READERS
The PES and the Future of Work Manual covers the issues related to PES core services, internal management/organization, and building strategic
partnerships for employment. Topics include PES in the changing world of work, services to jobseek-ers, services to enterprises, labour market inclusion and activating disadvantaged groups, results-based management and labour market indicators, and strategic partnerships for employment promotion. The Manual has been developed as part of the ILO's technical support for the national PES reform conducted by the Ministry of Labour and Social Protection of the Russian Federation. Supported by the ILO, the Manual has built on discussions among and information gathered from the tripartite representatives, including PES officials, from CIS countries and Russian regions, for instance at the ILO subregional conference on youth employment in 2019, PES capacity building trainings delivered in Azerbaijan and Uzbekistann, inter-regional meetings in the Russian Federation, and lessons learnt from the support to partnerships for employment and innovative active labour market programmes in selected Russian regions. The Manual has also benefited from discussions held during two Employment Academies in Moscow, gathering regional directors of employment centers and being organized in partnership between the ILO and the Federal Service for Labour and Employment (ROSTRUD) to provide technical support to federal reform of employment services.
Being "a key institution implementing employment and labour market policies" [4], PES has been expected to play wider role over the years and is now facing a need to further expand its services so that it can best assist employers and job seekers in the current and future labour market. The world of work is rapidly evolving and what is understood as 'work' is also changing as a result of different technological, demographic and climate change trends. The concept of 'a job for life' is diminishing and more varied career pathways are emerging. This
Fig. 1 / Рис. 1. Basic functions for PES services / Основные услуги ГСЗ
Source/ Источник: ICF CONSULTING SERVICES LTD
means that PES need to update and adjust services they offer so that they can best serve enterprises and jobseekers within today and tomorrow's labour market. PES is now increasingly expected to support workers' transitions from work to work and lifelong learning, making its services more flexible by adopting digital services and expanding its strategic partnerships for pro-employment policies (Refer to Box 1 for further discussion). Therefore, including innovative and up-to-date approaches to PES core services, country experiences, guides and check-lists for organizational self-assessment, the PES and the Future of Work manual is a useful tool to support practitioners, particularly for Ministries of Labor and Employment, PES managers and of-
ficials, who are involved and committed to lead institutional reforms, and other practitioners advising and helping to design and implement active labour market programmes.
With such needs, the immediate objective of this Manual is to develop the capacity of PES officials to address the future challenges in the labour market. By doing so, it is aimed to upgrade, add value, and introduce innovations around PES services; enhance PES performance management; and support its partnership building strategies. The concepts, ideas, and tips contained in the Manual will help PES to equip themselves to become more client-oriented and inclusive in the future, and to contribute to greater efficiency and effectiveness of PES and its
1. PES new challenges according to the ILO Technical Working Group
The ILO's Employment Service Convention of 1948 (No. 88) and the Employment Service Recommendation of 1948 (No. 33) include important information on the role of PES. They see PES as 'a key institution implementing employment and labour market policies.' The future of work presents PES with complex challenges that includes:
• Polarisation of job opportunities in the labour market between highly skilled and low skilled workers
• Polarisation between permanent workers, unemployed and those who are under-employed
• Older workers needing to stay active in the labour market for longer.
As a result, in many countries the services offered by PES have expanded and diversified from job matching to:
• Enhancing employability
• Addressing skill mismatches
• Linking support to employers and workers via active labour market programmes (ALMPs).
Emerging trends for the 'Future of Work'
What does the ILO see as the PES' ^
role and how can they be supported? ^^
Technological trends Automation Artificial intelligence Demographic changes
• Ageing and shrinking workforce
• Increased mobility
What are the implications for PES?
New customers
New ways to reach clients, partners and the public
New and different skill sets New forms of work
• Rise of atypical employment
PES can support people through increasing labour market transitions Combine digital services with face to face services
Anticipate labour market changes and prepare workers
Improve labour market information for decision making
Closer collaboration between PES and other partners
Fig. 2/Рис. 2. Emerging trends, implications and possible actions by PES / Новые тенденции, их влияние и возможные действия ГСЗ
Source/ Источник: Adapted from ILO (2019) Technical Note 2: Instruments concerning public employment services: Fifth meeting of the Standards Review Mechanism Tripartite Working Group: Examination of Instruments concerning employment policy and promotion' and European Commission (2018) The Future of Work: Implications and responses by the PES Network' (https://ec.europa.eu/soclal/BlobServle t?docld=20520&langld = en)/ По материалам MOT (2019) «Техническая записка 2: Инструменты государственных служб занятости: пятое совещание. Трехсторонняя рабочая группа по механизму пересмотра стандартов: рассмотрение инструментов, касающихся политики в области содействия занятости» и Европейской комиссии (2018) «Будущее сферы труда: последствия для ГСЗ и ответ на них» (https:// ec.europa.eu/soclal/BlobServlet?docld = 20520&langld=en)
services. Furthermore, facilitating and contributing to the PES reform of the Russian Federation through these processes, as well as informing similar reforms in other parts of the world are also objectives of this manual.
The PES and the Future of Work Manual is designed to provide useful guidance and inspiration on how to update and add value to existing PES services and stimulate thinking around future innovations that may complement current, or planned, institutional reforms. It has been prepared for the practical use of policy makers, particularly PES officials, at both national and regional levels. It elucidates in a user-friendly manner how PES can effectively and efficiently provide services promoting decent work for all in the transforming labour market. It introduces relevant experiences, particularly good practices from the CIS region and beyond, and provides ideas for innovative services. For policy makers, it provides specifically what type of policy reforms they can design and implement to adjust PES services to the changing world of work. PES managers may learn from the manual how to manage and enhance PES performance for its efficient and quality functions and how to strategically expand partnerships with experts and stakeholders for more effective and inclusive services. Each chapter can serve as a standalone learning module, and all chapters together can provide a more comprehensive set of information. The checklist attached to each chapter will allow readers to ensure that they
take all necessary actions to realize an intended reform (Refer to Figure 1 for basic functions for PES services and Figure 2 for emerging trends, implications and possible actions by PES).
PES IN THE FUTURE WORLD OF WORK
How can PES work within the future world of work to provide efficient and effective services, and how can PES services be adapted accordingly? What are the implications for PES' role in the labour market? The PES and the future of work manual discuss future of work implications for PES. The future world of work provides PES with an opportunity to take a central, coordinating role in the labour market. PES can increasingly take such a role by building and fostering strategic partnerships, updating core services to increase efficiency, and developing career guidance and lifelong learning support (Refer to Figure 3). In doing so, PES will continue to have an important role delivering integrated employment and social policies.
Establishing partnerships with external stakeholders, such as other ministries, training providers, and employers' and workers' organizations, will help PES to design services that are a better fit for purpose and more effective, support different types of transitions, and meet new, emerging needs from businesses. This will ultimately allow PES to stand at the forefront of the labour market development, inclusive of pro-employment actions and efforts to reduce the gap between education and work.
Fig. 3/ Рис. 3. Elements of PES coordination in the labour market / Элементы координирующей функции ГСЗ на рынке труда
Source/ Источник: ICF CONSULTING SERVICES LTD
PES core employment support services in the future labour market are likely to incorporate online services for jobseekers and enterprises, moving away from universal face-to-face counselling and the necessary support. Such services provide information, which also needs to be reviewed and updated. PES may need to adjust the office opening hours or make them more flexible to increase accessibility for diverse types of workers. Additionally, training for frontline PES counsellors will be important, so that they can provide information on atypical employment, as well as information on the rights and protection of workers in such forms of employment.
Career guidance and facilitation of lifelong learning are likely to become activities that are more important for PES in the future labour market, as more workers will need some form of assistance in adapting to the labour market's needs in the context of demographic changes and ageing populations. This includes reskilling and upskilling to assist workers in changing their career pathways throughout their working lives. In this sense, PES' current role of career guidance (through counselling services) will need to be redefined and enhanced for the future labour market.
SUPPORTING JOBSEEKERS AND ENTERPRISES
One of PES' main roles is, and will continue to be, matching jobseekers to enterprises. The PES and the future of work manual includes discussions on services for people searching for jobs and businesses that need human resources with necessary skills and
introduces how to enhance such services. The following will introduce some of the discussions on support and services for jobseekers and enterprises.
a. Supporting jobseekers to fulfil their potential
The goal of job matching should be to place job-seekers into suitable work that best matches their skills rather than simply placing jobseekers into any job, and this allows the jobseeker to develop sustainable careers in the future. Investing in effective services for jobseekers can contribute to a better, more efficient matching process with employers hiring individuals who have skills that they need and, consequently, reducing the risk of jobseekers returning to PES after a short time. Services to jobseekers can also assist work-to-work, school-to-work, and other types of transitions in the labour market. Many PES are increasingly investing in the development and delivery of services suitable for all types of jobseekers, regardless of their labour market statuses. Those groups receiving such services will be much larger than unemployed jobseekers in the future, covering groups such as individuals making work-to-work transitions and individuals at risk of redundancies. (Refer to Figure 4 for jobseekers' workflow from registration in PES to employment.)
Using digital services, job search and assistance has been increasingly self-sufficient for the last 10 years, and consequently, jobseekers who come to the counters are often facing multiple barriers to employment. Job search assistance in the future will be a highly individualised service, specifically tailored to each individual's needs. Profiling is the assessment undertaken by PES counsellors on each jobseeker, being used for identifying the assets and challenges the job seeker is facing, with a view of developing a personalized employment or training action plan and other purposes.
Online services need to be user-friendly and to provide up-to-date information. With good IT infrastructure, up-to-date information, and relevant training for frontline counsellors, it allows them to identify what has worked for other jobseekers with similar characteristics in the past and provide effective services for future jobseekers. The PES and the future of work manual introduces specific profiling methodologies. Individual action plans are developed with an agreement between a PES counsellor and an individual jobseeker and outline key actions to be taken to help the jobseeker in the future. These plans need to be regularly reviewed and updated and can include job search activities, additional training, and work preparation activities in forms such as
workshops. Relevant training for counsellors is important.
A range of services that help jobseekers to improve their employability should be provided to jobseekers based on individual needs identified by profiling or in line with the individual action plan. Examples of such services and programmes include entrepre-neurship schemes, second chance programmes, wage subsidies, work experience programmes, and Youth Guarantee. Providing information and support to job-seekers to develop or refining their job search skills and techniques includes different aspects of the job search process, such as how to write a good CV and interview techniques: services to help developing work-related soft (non-technical) skills or reskilling/ upskilling; career guidance services; and support for the transition from informal and formal employment. The job search skills jobseekers gain help them with current and future job searches, which may mitigate the risk of them returning to PES in the future.
b. Services to enterprises
One of the core features of PES services is to collect vacancies from businesses to facilitate quality matches between jobseekers and employers. PES can work toward being the first stop for employers to advertise vacancies and reach a wide audience by offering a wide range of services that helps them to identify their skills needs and upskill and reskill their employees.
The PES and the future of work manual outlines key aspects of successful approaches to working with enterprises, particularly internal PES resource issues, efficient ways of receiving and posting vacancies, managing labour market mismatches and strategically working with businesses. PES need to have separate resources exclusively for business services, and this includes human resources dedicated to working with employers. The PES staff assigned to such tasks need a skill set slightly different from frontline counsellors. The method and approach to receive and post vacancies from employers can vary according to PES services and the needs and size of an enterprise. Different approaches to developing job descriptions, as well as receiving posting vacancies, are discussed in the manual. PES can also proactively work with businesses to identify their future skills needs and their implications for PES' services. How PES can support enterprises in relation to labour market mismatches is outlined in the manual. Working with businesses needs to be a long-term strategic activity, with consideration of businesses as part of larger value chain embedded in a market system. The manual also in-
Jobseeker registers with PES B| Initial meetingwith counsellor —> Counsellor undertakes profiling of jobseeker
Individual action plan agreed Pre-employment support (if needed) —> Jobseeker directed to ALMPs (if needed)
i
PES provide ^^H jobsearch support (if required) ^^H Jobseeker secures employment
Fig. 4/ Рис. 4. Jobseekers workflow from registration to employment / Последовательность действия от регистрации до трудоустройства соискателя
Source/Источник: ICF CONSULTING SERVICES LTD
troduces initiatives to understand and collect information on local labour markets, sectors, and enterprises, as well as ways for wider communication with businesses that can build trust and overcome any negative perceptions on PES.
CREATING INCLUSIVE LABOUR MARKETS
The PES and the future of work manual spends a chapter on and emphasizes PES' role in delivering holistic services that support and activate disadvantaged or vulnerable groups, such as young people with little work experience, persons with disability, women returning from maternity leave, long-term unemployed, rural populations, and migrants. By providing targeted support to such groups, PES can facilitate more people to be in employment, and in turn, this can contribute to maximizing the labour force potential. Disadvantaged groups often need to overcome barriers affecting their capacities to seek, find, and maintain work [5]. The manual introduces how PES can plan, deliver, and monitor different measures to activate disadvantaged groups and outlines how PES can invest in their staff for this. Active labour market programmes (ALMPs) can support such job seekers who are unable to find employment easily, and the labour market expenditures on them have been increasing in many countries (Refer to Table 1 for typical elements of an ALMP) [6].
RESULT-BASED MANAGEMENT AND PERFORMANCE MANAGEMENT
The PES and the future of work manual provides rich discussion on how to enhance management and performance. It introduces some basics around effective results-based management and provides some
Table 1 / Таблица 1
Typical elements of an ALMP / Активная политика на рынке труда и ее основные элементы
Element / Элементы What it includes / Что включает
Employment services and job search assistance This usually means that the PES takes a mediating role between jobseekers and enterprises that are looking for employees.
Subsidised employment This usually takes two forms: 1. Employment on public projects, e.g. construction of new infrastructure 2. Employment with private employers via wage subsidies
Skills training This usually involves on, or off, the job training, with a view of providing young people with job-related skills.
Source/ Источник: ILO (2017) "Rising to the youth employment challenge"
information on performance management and how PES can utilize its data to produce labour market information and share it with partners. For their efficient and effective services, it is recommended for PES to carefully manage its resources and consider the inputs and how they relate to the achieved results, adopting result-based management approaches. The ILO defines result-based management as a focus "on defining objectives, developing indicators, and collecting and analysing data on results", and explains that such a system is to "generate and use performance information for organizational learning and decision-making process" [7]. Governments can use the results to consider overall performance, evidence-based policy making, and public-sector reforms. By being aware of its performance, PES can demonstrate thier value for money and added value. This has been increasingly more important with the recent context of shrinking public funds and, as a result, limited resources. Result-based management includes seven stages, as shown in Figure 5.
A valuable starting point for PES to take result-based management approaches is using results-based chains, which is composed of inputs, activities, outputs, and outcomes to achieve targeted results. Using key performance indicators will allow the PES to look at their high-level performance and more strategically consider whether and how they are achieving their goals.
STRATEGIC PARTNERSHIP BUILDING
Related to all abovementioned topics, working with other organizations interested in PES activities is increasingly more important, particularly for the future direction of PES services and strategic decision-making. Stakeholders for PES include employers' and workers' organizations, education and training provid-
ers, organizations representing specific groups of job-seekers, NGOs, media, other relevant public services or departments, and other organizations. Collaborating with these stakeholders brings various benefits for PES. In the short term, it can open up access to other networks and specific target groups. Partners' communication activities might allow PES to spread the word about PES activities and services. In the long term, strategic partnerships can lead to closer relationships between PES and other stakeholders and, over time, contribute to changing any negative perceptions on the PES. In addition, strategic partnerships contribute to the development of cross-cutting perspectives and integrated approaches to multidimensional problems [8]. By working in partnerships multi-layered from local to national levels, PES can develop more well-informed policies and measures and deliver services more effectively, thus contributing to better labour market conditions.
In particular, developing strategic partnerships around tripartism and social dialogue is likely to allow PES to gather in-depth insights from other organizations at important decision-making moments and throughout the development and delivery of important policies, as well as on the ground activities. Doing so, PES are more likely to deliver efficient and effective services that meet needs on the ground (Refer to Figure 6 for key steps for PES to apply the ILO social dialogue approach).
The PES and the future of work manual further discusses possible support of governance structures for local partnerships for employment; strategic partnerships for integrated services for disadvantaged groups and policy coherence; and the role of partnerships for reducing skills mismatches and fostering cooperation between education and the world of work.
Fig. 5/ Рис. 5. Result-based management stages / Управление по результатам
Source/ Источник: ILO (2013) 'Monitoring and evaluation of youth employment programmes. A learning package' (p. 37) (https://www.ilo. org/wcmsp5/groups/puNic/-~ed_emp/-~emp_poNcy/documents/instmctionalmaterial/wcms_384468.pdf) / МОТ (2013). «Мониторинг и оценка программ занятости молодежи. Учебные материалы», с. 37 (https://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_policy/ documents/instructionalmaterial/wcms_384468.pdf)
PES undertakes a scoping exercise to identify potential workers and employers organisations
PES reaches out to identified workers and employers organisations
Agreements signed between the PES and workers and employers organisations
Support structures are put in place to support social dialogue
A series of face to face meetings are scheduled where all parties are present
Mutual confidence is developed
Fig. 6/ Рис. 6. Key steps to apply the ILO social dialogue approach / Основные этапы применения принципа социального диалога МОТ
Source/Источник: Adapted from ILO (2013) 'National tripartite social dialogue: An ILO guide for improved governance' (https://www.ilo.org/ wcmsp5/groups/public/---ed_dialogue/---dialogue/documents/publication/wcms_231193.pdf) / По материалам МОТ (2013) "Национальный трехсторонний социальный диалог. Руководство МОТ по эффективному управлению" (https://www.ilo.org/wcmsp5/groups/public/---ed_ dialogue/---dialogue/documents/publication/wcms_247973.pdf)
CONCLUSION
The PES and the future of work manual has been developed to technically support PES to provide services that are adjusted to the changing world of work. In the labour market, where people are increasingly experiencing multiple jobs in their lifetime and where employers' skills needs are rapidly changing, the roles expected for PES and its significance are increasing.
In addition, during and after economic and other crises, PES can cushion the negative impacts on employment and the labour market by linking those who were dismissed during the crisis with employers who need additional human resources, supporting the job seekers to gain newly demanded skills, and providing short-term work opportunities for the unemployed. Globally, PES have dealt with the crisis due to the COVID-19 pandemic in different
ways. They adjusted their operations by temporarily closing their premises to the public, reducing the number of staff present at the office, offering flexible work practices and teleworking, and enacting hygiene and sanitation at the workplace, while continuing their services and in some cases prioritizing critical processes and functions with effective service continuity plans. In some countries, PES have even scaled up their capacity, coped with the backlog of cases, and increased their responsiveness, in partnership with public and private providers. Increases in technology-based delivery services - including through live video and other online communication tools for free calls and chat - have also been widely observed in PES operations during the pandemic. This included the creation of centralized COVID-19 customer information resource centres by some PES to reduce their staff workload. In particular, active labour market interventions have played an important role in cushioning income losses, protecting existing jobs and facilitating employment in sectors still in operation during lockdowns. Many countries have provided special short-time (temporary) work schemes and income support, the latter of which has included provisions to informal workers and been linked to social protection. PES have supported recruitment by remote (and limited face-to-face) job-matching services, in sectors such as energy and utilities, healthcare, food, information and communication technologies (ICT), water,
transportation, safety and government that experienced sharp increases in labour demand during confinement. In some countries, training and other measures have been offered to enhance jobseekers' employability through upskilling and reskilling and to maintain their labour market attachment. This training and other support for better employability has often been provided using digital channels and sometimes been targeted at certain groups of citizens [9].
Therefore, PES have been even more important and instrumental during and in the aftermath of the COVID-19 pandemic, as institutions that are centrally placed and equipped to mitigate the pandemic's negative impacts on the national and regional labour markets. Key lessons for policy makers from this experience have included the significance of PES and active labour market interventions in dealing with economic crises; the effectiveness of partnerships in increasing the agility and responsiveness of PES; the importance of linking labour-market services and interventions with social protection mechanisms; and the urgent need to invest in technology for PES to ensure their effective support service delivery [9]. By providing practical information and ideas to develop PES capacity, the PES and the future of work manual can support PES not only in effectively functioning in the changing world of work but also in incorporating such lessons and fully playing pivotal role, even in crises.
REFERENCES
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2. ILO (2019) https://www.ilo.org/wcmsp5/groups/public/---dgreports/---cabinet/documents/publication/wcms_662410.pdf (Accessed on 16/07/2020)
3. ILO (2019) The Centenary Declaration for the Future of Work. https://www.ilo.org/wcmsp5/groups/public/@ed_norm/@ relconf/documents/meetingdocument/wcms_711674.pdf (Accessed on 16/07/2020)
4. ILO. The Employment Service Convention of 1948 (No. 88) and the Employment Service Recommendation of 1948 (No. 33).
5. ILO 'Public employment services: Joined-up services for people facing labour market disadvantage' (https://www.ilo.org/ wcmsp5/groups/public/---ed_emp/documents/publication/wcms_632629.pdf) (Accessed on 16/07/2020)
6. ILO (2004) 'Successful employment and labour market policies in Europe and Asia and the Pacific' (https://www.ilo.org/ wcmsp5/groups/public/---ed_emp/---emp_elm/documents/publication/wcms_114329.pdf; ILO (2017) 'Towards policies tackling the current youth employment challenges in Eastern Europe and Central Asia' (https://www.ilo.org/wcmsp5/groups/ public/---europe/---ro-geneva/---sro-moscow/documents/publication/wcms_575550.pdf) (Accessed on 16/07/2020)
7. ILO (2013) 'Monitoring and evaluation of youth employment programmes. A learning package' (p. 37) (https://www.ilo. org/wcmsp5/groups/public/---ed_emp/---emp_policy/documents/instructionalmaterial/wcms_384468.pdf) (Accessed on 16/07/2020)
8. European Commission (2013) 'Successful partnerships in delivering public employment services' (https://ec.europa.eu/ social/BlobServlet?docId=14096&langId=en) (Accessed on 16/07/2020)
9. Avila, Zulum and Mattozzi, Giovanni. (ILO Geneva) (2020) 'COVID-19: Employment Services and Labour Market Policies Responses." (2 July 2020) https://prezi.com/view/epqNU9Z2vZ8nq5mlj0Lf/ (Accessed on 16/07/2020)
СПИСОК ИСТОЧНИКОВ
1. МОТ, 2019 г. Столетняя Декларация о будущем труда. https://www.ilo.org/wcmsp5/groups/public/@ed_norm/@relconf/ documents/meetingdocument/wcms_711674.pdf (Дата обращения 16.07.2020)
2. МОТ, 2019 г. https://www.ilo.org/wcmsp5/groups/public/---dgreports/---cabinet/documents/publication/wcms_662410. pdf (Дата обращения 16.07.2020)
3. МОТ, 2019 г. Столетняя Декларация о будущем труда. https://www.ilo.org/wcmsp5/groups/public/@ed_norm/@relconf/ documents/meetingdocument/wcms_711674.pdf (Дата обращения 16.07.2020)
4. МОТ. Конвенция о Службе занятости 1948 года (№ 88) и рекомендация службы занятости 1948 года (№ 33).
5. МОТ «Государственные службы занятости: Объединенные услуги для людей, находящихся в неблагоприятном положении на рынке труда» (https://www.ilo.org/wcmsp5/groups/public/---ed_emp/documents/publication/wcms_632629. pdf) (Дата обращения 16.07.2020)
6. МОТ, 2004 г. «Успешная политика в области занятости и рынка труда в Европе и Азиатско-Тихоокеанском регионе» (https://www.ilo.org/wcmsp5/groups/public/---ed_emp/---emp_elm/documents/publication/wcms_114329.pdf; МОТ, 2017 г. «На пути к политике решения текущих проблем занятости молодежи в Восточной Европе и Центральной Азии» (https://www.ilo.org/wcmsp5/groups/public/---europe/---ro-geneva/---sro-moscow/documents/publication/wcms_575550. pdf) (Дата обращения 16.07.2020)
7. МОТ, 2013 г. «Мониторинг и оценка программ занятости молодежи. Учебный пакет», с. 37 (https://www.ilo.org/ wcmsp5/groups/public/---ed_emp/---emp_policy/documents/instructionalmaterial/wcms_384468.pdf) (Дата обращения 16.07.2020)
8. Европейская комиссия, 2013 г. «Успешное партнерство в предоставлении государственных услуг по трудоустройству» (https://ec.europa.eu/social/BlobServlet?docId=14096&langId=en) (Дата обращения 16.07.2020)
9. Авила, Зулум и Маттоцци, Джованни. МОТ, Женева, 2020 г. «COVID-19: ответные меры служб занятости и политики на рынке труда». 2 июля 2020 года. https://prezi.com/view/epqNU9Z2vZ8nq5mlj0Lf/ (Дата обращения 16.07.2020).
ABOUT THE AUTHORS
Mikhail Pouchkin, Senior Employment Specialist, ILO Decent Work Technical Support Team and Country Office for Eastern
Europe and Central Asia, Moscow, Russia
Kanae Tada, Project Technical Officer, Research, ILO Decent Work Technical Support Team and Country Office for Eastern
Europe and Central Asia, Moscow, Russia
Julia Surina, Project Technical Officer, Youth Employment, ILO Decent Work Technical Support Team and Country Office for
Eastern Europe and Central Asia, Moscow, Russia
ИНФОРМАЦИЯ ОБ АВТОРАХ
Михаил Павлович Пушкин, главный специалист по вопросам занятости, Группа технической поддержки по вопросам
достойного труда и Бюро МОТ для стран Восточной Европы и Центральной Азии, Москва, Россия
Канаэ Тада, координатор проекта по вопросам занятости молодежи, Группа технической поддержки по вопросам достойного труда и Бюро МОТ для стран Восточной Европы и Центральной Азии, Москва, Москва, Россия [email protected]
Юлия Анатольевна Сурина, координатор проекта по вопросам занятости молодежи, Группа технической поддержки по вопросам достойного труда и Бюро МОТ для стран Восточной Европы и Центральной Азии, Москва, Россия [email protected]
The article was received on 17.04.2020; accepted for publication on 20.07.2020. The author read and approved the final version of the manuscript. Статья поступила 17.04.2020; принята к публикации 20.07.2020 Автор прочитал и одобрил окончательный вариант рукописи.
