challenges. †The OECD€ s LEED Programme (Local Economic and Employment Development which includes a Forum on Social Innovations,
approaches to cutting graduate unemployment or street homelessness encourages bids by teams with the capacity to develop concepts to scale
apprenticeship. As of late December 2009 there were 3, 261 companies registered as CICS Governance Ownership structures bring with them important dynamics that may help or
one of its goals the attraction and effective employment of a wide range of volunteers.
academies, apprenticeships, and training programmes. One example 5 SCALING AND DIFFUSION 93 Organic farming students at Everdale.
So while familiar data on income, employment, diseases or educational achievement continues to be gathered, there is growing interest in other types
new system of apprenticeships in green industries, or to green existing industries Systemic finance We describe many different finance tools in other sections which can
and the Ministry of Employment, to bring together government, private enterprises, and the research community under one roof to promote
and compulsory targets for the employment of people with disabilities This is also the case with household-generated innovation.
outcomes, such as lower unemployment 327) Holistic local budgets such as the New deal for Communities, which gave local communities wide discretion on how to spend large sums of
In the 1990s, Employment Zones allowed contractors to innovate new methods for getting unemployed people into work, with payment linked
economy such as compulsory targets, including the employment of people with disabilities, regulations for renewable energy, fiscal
helps firemen find part-time employment as benefits advisors alongside their roles as firemen, or the local branch of Unison in Newcastle upon
397) Secure employment innovation models which separate project failure from redundancy. Examples include funding a range of parallel
projects to test out innovations with job security, so that individuals can be transferred from failures to successes
398) Accreditation, search and recruitment of public innovators by commercial headhunters or government agencies. For example, with
employment for the rural poor 420) Venture philanthropy focused on innovation in particular sectors, such as the Robert Wood Johnson Foundation†s (RWJF€ s) Pioneer Portfolio
†bads†(such as criminality or unemployment), to accelerate market innovation to meet social and environmental goals
market, and to their terms of funding and employment? Who will provide the necessary tools and platforms?
Paid work Unpaid work Leisure Housework, paid work and leisure Minutes per day and person, latest year available
the arrangements for retirement and unemployment, the size and location of public service centres such as schools and hospitals,
505) Flexible terms of formal employment to enable a sustainable informal economy, such as the right to request flexible working time
management, business intelligence, e training. Examples of innovative working processes are customer call centers, Intranets that link business partners, data
-up, for community building, e-learning tools, support for e-learning and e training (in technology and in e-business), methodologies and practices of networked business
sharing e-learning and e training modules knowledge basis including models and e-business practice, benchmark implementation of digital business ecosystems
e training and e-learning modules Shortage of Capital Actions: support for venture capital, investment forum Stafford Beer, Platform for Change,,
employment and a framework of competence which stimulates the market, and increases the shared fund of knowledge, opening up alternatives to generate services of
contributing to economic growth and job creation see, for example Startx, Stanford†s student start-up accelerator, which in less than a year
vocational training institutions take the lead over universities in engaging into joint initiatives with local firms (especially with low-tech, low/non-R&d small firms) that prefer the more
practical, shorter-term oriented opportunities of the vocational training institutions to the more complex, long-term programmes of the university (Ranga et al. 2008
researchers, promoting better policies for employment, education and training, immigration to attract world-class researchers,
Employment and Economic Development Center regional office Five-point Likert-scale 1 Â Insignificant to
entrepreneurs had no vocational training at all 3. 2 Variables and measures 3. 2. 1 Dependent variable. The dependent variable used in this study is the introduction
ï Employment Commerce contributes significantly to social inclusion by bringing opportunities to those with limited qualifications who often find it difficult to find employment.
The sector invests heavily each year in training programmes to develop employees†skills and competences 4 of 12
ï to have at least 75%of people aged 20-64 in employment ï to invest 3%of GDP in research and development
youth unemployment and to increase the youth employment rate, as pursued by the â€oeyouth on the Move†initiative
employment, the Single Market and international trade: A â€oethink-of-commerce reflex†in policy making when considering new legislation or changes to existing legislation, echoing
furthering Europe†s competitiveness and job creation. It is essential that we further dismantle market access barriers,
growth and job creation. Retail and wholesale can contribute, given the right economic and policy conditions
For instance, 75%of the people aged 20-64 in employment seems a high target at first sight; de facto countries are still far below.
of employment creation: 29 million Europeans work in commerce, which is one of the few remaining job
millions of users with often one or a limited set of applications, may lack redundancy,
-ment system to verify employment history and social security status seamlessly 22 However, after completing preliminary interviews, it became clear that the
Can we contribute to supporting employment at community and local level? 7 Conclusion 7 Appendix A:
It also has a higher rate of unemployment (19%)than the national average (15%)and a higher rate of underemployment amongst under 25s than the national average.
Can we contribute to supporting employment at community and local level Immersing the regional community into an evolving entrepreneurial culture is essential.
Hospitals in the Southeast are a major source of employment, employing close to 5, 000 workers. It is estimated that each job in the Health Services sector supports 1. 18 jobs elsewhere in the economy.
and thereby create employment. The example of the School†s work with Rigney Dolphin is a case in point
Unemployment 13.7 %18.4 %index of disposable income per capita 100 94.5 Median annual household disposable in 2010
%%of those in employment employed in MNES 50 %40 %Table 1 Economic indicators for the Southeast compared to the State
capital development and job creation This report, part of the World Economic Forum†s â€oefostering Innovation-driven Entrepreneurship in Europe†project, examines
where growth rates remain low and unemployment stubbornly high. Europe continues to struggle to increase its competitiveness and set its economy on a more solid
and employment churn, symptomatic of the real but volatile growth, innovation and employment opportunities they present. Figure 3 shows that SMES in different European
difference to growth and employment across Europe. 7 Figure 3: SMES Struggling to Reach or Exceed the 2008 Level of Employment and Value Added5
Source: Project Team based on Eurostat This report focuses on the challenge of scaling innovative entrepreneurial organizations.
Increase in employment or value-added Decrease in both dimensions Increase in employment and value-added 10 Enhancing Europe†s Competitiveness
In the following pages, a detailed model is introduced for each life cycle phase, showcasing key influencing factors
activities is less attractive in terms of job security (64 %financial benefits (29%)and long-term career prospects 26%).
help protect against the employment and financial risks of creating or joining a new venture
creation of new firms, on firm survival, and on job creation in organizations featuring programme participants. 17 This is
Self employment is a less popular option today than it was in 2009, with a clear majority in the European
driving force behind employment and job creation in Portugal. †A recent success in fostering entrepreneurship: â€oeportugal has been referenced as a country with complete incentive
Employment, introducing an assertive agenda along three key intervention areas (human capital, R&d and financing), and
helping up to 1. 25 million businesses cut their employment costs, and supporting apprenticeships †Develop new ideas by helping businesses accelerate innovation and by improving intellectual property protection
†Break into new markets, simplifying access to the £230 billion public procurement market, helping small businesses
Unemployment Mark Rutte, Prime minister of The netherlands Aymeric Sallin, Founder and Chief executive officer Nanodimension, USA; Young Global Leader
output and employment figures. Japan†s economy while still needing to translate Abenomics into stronger
by protracted internal demand, high unemployment and financial fragmentation. Emerging economies are forecasted to grow more modestly than they did in the
a stable population, facing sluggish growth, unemployment and an aging population will be quite different from those
important cause of high youth unemployment. Youth unemployment continues to be high in a number of European countries as well, where important barriers to
entry into the labor market remain in place Efficient labor markets must also ensure clear strong incentives for employees and efforts to promote
its labor market, especially in terms of hiring and firing practices (123rd) and wage determination (135th) †these rigidities are regarded as the most problematic factor for
unemployment. Traditionally a black spot, the situation of France†s labor market has improved markedly over the year (61st, up 10), thanks to increased flexibility
labor market (136th) that hinders employment creation Overall, Italian companies†most notably small and medium-sized enterprises (SMES) †continue to suffer
and 90 percent of its employment. 4 It is therefore urgent that the government create the right incentives for businesses
this in turn could result in more employment opportunities for the country†s rapidly growing population
accounts for just 28 percent of employment but for 56 percent of the economy. Most services jobs are low-skilled
result from its persistent high redundancy costs (120th Notwithstanding these strengths, the current economic context†with its potentially strong headwinds that result
will help drive private-sector employment that, in turn, is necessary to provide sufficient numbers of gainful and
it must address both unemployment among young people (31.3 percent in 2012) and the consequence of
increase employment in the medium term and provide new entrants to the labor market with enhanced
higher-value-added employment Mauritius continues its steady upward trend this year, moving up six positions to 39th place and
and creating sufficient employment also present considerable challenges. The health of the workforce is ranked 132nd out of 144 economies†as
and firing practices (143rd), wage inflexibly (139th), and continuing significant tensions in labor-employer relations 144th).
percent, with its youth unemployment rate estimated at over 50 percent Botswana remains stable this year at 74th place
redundancy costs†lend themselves to efficiency. On the other hand, the country†s institutions have been
high unemployment, are investing in the healthcare system and primary education (135th) as well as higher education and training (138th
markets for higher employment rates and, therefore, economic performance 14 See Aghion and Howitt 1992 and Barro and Sala-i-Martã n 2003 for
%accounting for more than 60%of employment on average and for more than 80%in many countries. See Afdb, OECD, and UNDP
Amin, M. 2009. â€oelabor Regulation and Employment in India†s Retail Stores. †Journal of Comparative Economics 37 (1:
7. 03 Hiring and firing practices 7. 04 Redundancy costs *7. 05 Effect of taxation on incentives to work
B. Efficient use of talent...50 %7. 06 Pay and productivity 7. 07 Reliance on professional management 1/2
widening, youth unemployment is rising, and access to basic services remains a challenge. Even in several fast
productive employment and strengthen the contribution of economic growth to improvements in broad living standards is becoming an increasingly important concern for political
unemployment or illness. Although welfare systems represent a source of stability for an economy, they
employment, they are exposed to negative shocks and to all the costs associated with unemployment Moreover, a widespread black economy may affect
the resilience of a social system, since informal workers are more vulnerable to concerns related to job loss, old age, maternity, disability, or illness
prerequisites for job creation and long-term sustainable growth. This link is one of the reasons that policymakers
economic growth, full and productive employment and decent work for all 7th pillar (labor market efficiency Goal 9:
Vulnerable employment as a percentage of total employment, the Extent of the informal economy, and
Social safety net protection. The vulnerable employment indicator measures the percentage of people who are
self-employed in a small business or are in a small family business that may provide income levels insufficient to
and Youth unemployment. The income Gini index is a measure of income inequality, but keep in mind thatâ€
of high unemployment and persistent inequality can spark political instability. On a broader conceptual level social mobility is also a direct measure of the freedom to
Finally, high youth unemployment can reduce social cohesion and incur significant economic and social costs. It depresses lifetime earnings for unemployed
an economic standpoint, high youth unemployment Access to basic necessities Vulnerability to economic exclusion Social cohesion
•Vulnerable employment •Extent of informal economy •Social safety net protection •Income Gini index
•Youth unemployment Figure 2: Summary of indicators for social sustainability  2014 World Economic Forum
unemployment is slightly increasing but remains at a fairly low level (8. 4 percent), while social protection
unemployment (15 percent on a decreasing trend In terms of environmental sustainability, the adjusted score reveals a somewhat lower performance,
to address a rather high level of youth unemployment approximately 19 percent), depleting fish stocks diminishing forest cover,
characterized by relatively low youth unemployment widespread access to healthcare, and the presence of a social safety net.
low youth unemployment, its small informal economy and its resilient social safety net. The country attains
Sweden has the highest youth unemployment rate within the Nordic group, which results in its relatively
with high mobility and low level of unemployment. On the environment side, similar to other economies in the
unemployment and wide access to basic necessities positively influence social sustainability, which therefore does not compromise its general competitiveness level
unemployment or vulnerable employment; these indicators cannot therefore be assessed. On the environmental sustainability side, China encounters
employment, despite a slight improvement. Additionally access to healthcare and sanitation remains low (40 percent of the population still does not have regular
unemployment, but inadequate access to healthcare and a poor social safety net are also contributing to a
unemployment and almost universal access to improved drinking water. From the environmental point of view deforestation†despite efforts from the government such
sustainability performance, its low youth unemployment and widespread access to water and sanitation offset its relatively high level of inequality, its widespread informal
employment to poverty risk. The existence of some social programs and the Family Welfare Institute has not
with vulnerable employment and low social mobility. In the environmental domain, difficulties are even more worrisome in some areas.
of vulnerable employment. To a lesser extent, its large informal economy and its lack of a universal social safety
Youth unemployment has increased and inequality remains relatively high. In terms of environmental sustainability, however, Kenya has been sensitive to the loss of biodiversity that accompanies
*S02 Youth unemployment *S03 Access to sanitation*d (log S04 Access to improved drinking water*d S05 Access to healthcare servicesd
S09 Vulnerable employment *Environmental sustainability pillar S10 Stringency of environmental regulations e S11 Enforcement of environmental regulations e
S02 Youth unemployment Percent of total unemployed youth to total labor force aged 15†24 2012 or most recent
Youth unemployment refers to the share of the labor force aged 15†24 without work but available for and seeking employment
Sources: International labor organization, ILOSTAT database available at http://www. ilo. org/ilostat/faces/home/statisticaldata /bulk-download?
S09 Vulnerable employment Proportion of own-account and contributing family workers in total employment 2012 or most recent
Vulnerable employment refers to unpaid family workers and own -account workers as a percentage of total employment†that is
the share of own-account and contributing family workers in total employment. A contributing family worker is a person who is self
-employed in a market-oriented establishment operated by a related person living in the same household,
7. 03 Hiring and firing practices...3. 9...68 7. 04 Redundancy costs, weeks of salary*..
*20.8.99 7. 05 Effect of taxation on incentives to work...3. 8...53 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...68 7. 04 Redundancy costs, weeks of salary*..
*20.8.99 7. 05 Effect of taxation on incentives to work...3. 8...53 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 1...122 7. 04 Redundancy costs, weeks of salary*..
*17.3.83 7. 05 Effect of taxation on incentives to work...3. 3...97 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 6...137 7. 04 Redundancy costs, weeks of salary*..
*31.0.132 7. 05 Effect of taxation on incentives to work...4. 0...41 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 6...138 7. 04 Redundancy costs, weeks of salary*..
*30.3.129 7. 05 Effect of taxation on incentives to work...1. 9...144 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 5...18 7. 04 Redundancy costs, weeks of salary*..
*11.0.47 7. 05 Effect of taxation on incentives to work...3. 4...94 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 7...136 7. 04 Redundancy costs, weeks of salary*..
*11.7.50 7. 05 Effect of taxation on incentives to work...3. 5...80 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 5...101 7. 04 Redundancy costs, weeks of salary*..
*2. 0...5 7. 05 Effect of taxation on incentives to work...2. 9...121
7. 03 Hiring and firing practices...4. 4...25 7. 04 Redundancy costs, weeks of salary*..
*21.7.101 7. 05 Effect of taxation on incentives to work...3. 4...87 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 3...30 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...6. 3...1
7. 03 Hiring and firing practices...4. 4...28 7. 04 Redundancy costs, weeks of salary*..
*31.0.131 7. 05 Effect of taxation on incentives to work...3. 6...79 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...89 7. 04 Redundancy costs, weeks of salary*..
*16.0.78 7. 05 Effect of taxation on incentives to work...3. 8...58 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 6...139 7. 04 Redundancy costs, weeks of salary*..
*7. 2...19 7. 05 Effect of taxation on incentives to work...2. 3...141
7. 03 Hiring and firing practices...3. 9...63 7. 04 Redundancy costs, weeks of salary*..
*8. 3...24 7. 05 Effect of taxation on incentives to work...3. 9...46
7. 03 Hiring and firing practices...3. 5...98 7. 04 Redundancy costs, weeks of salary*..
*not possible...143 7. 05 Effect of taxation on incentives to work...3. 6...76
7. 03 Hiring and firing practices...3. 8...82 7. 04 Redundancy costs, weeks of salary*..
*21.7.103 7. 05 Effect of taxation on incentives to work...4. 6...14 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 7...135 7. 04 Redundancy costs, weeks of salary*..
*15.4.73 7. 05 Effect of taxation on incentives to work...2. 5...139 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...96 7. 04 Redundancy costs, weeks of salary*..
*7. 5...21 7. 05 Effect of taxation on incentives to work...3. 4...91
7. 03 Hiring and firing practices...4. 1...53 7. 04 Redundancy costs, weeks of salary*..
*10.5.43 7. 05 Effect of taxation on incentives to work...3. 7...63 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 3...118 7. 04 Redundancy costs, weeks of salary*..
*15.9.76 7. 05 Effect of taxation on incentives to work...2. 7...133 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 8...13 7. 04 Redundancy costs, weeks of salary*..
*19.4.92 7. 05 Effect of taxation on incentives to work...4. 1...34 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...38 7. 04 Redundancy costs, weeks of salary*..
*15.3.72 7. 05 Effect of taxation on incentives to work...3. 5...84 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 4...26 7. 04 Redundancy costs, weeks of salary*..
*10.0.37 7. 05 Effect of taxation on incentives to work...4. 3...23 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...111 7. 04 Redundancy costs, weeks of salary*..
*29.5.127 7. 05 Effect of taxation on incentives to work...3. 4...89 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 3...114 7. 04 Redundancy costs, weeks of salary*..
*13.0.57 7. 05 Effect of taxation on incentives to work...2. 7...134 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...66 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...4. 2...28 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 6...15 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...4. 0...36 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 8...79 7. 04 Redundancy costs, weeks of salary*..
*16.7.80 7. 05 Effect of taxation on incentives to work...2. 9...122 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 3...33 7. 04 Redundancy costs, weeks of salary*..
*18.7.88 7. 05 Effect of taxation on incentives to work...3. 7...64 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 4...29 7. 04 Redundancy costs, weeks of salary*..
*13.1.60 7. 05 Effect of taxation on incentives to work...3. 7...66 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 9...129 7. 04 Redundancy costs, weeks of salary*..
*15.1.71 7. 05 Effect of taxation on incentives to work...2. 2...142 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...39 7. 04 Redundancy costs, weeks of salary*..
*5. 7...15 7. 05 Effect of taxation on incentives to work...4. 4...18
7. 03 Hiring and firing practices...3. 2...121 7. 04 Redundancy costs, weeks of salary*..
*20.2.95 7. 05 Effect of taxation on incentives to work...3. 1...110 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 3...6 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...2. 7...132
7. 03 Hiring and firing practices...4. 0...61 7. 04 Redundancy costs, weeks of salary*..
*26.2.116 7. 05 Effect of taxation on incentives to work...2. 9...118 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...69 7. 04 Redundancy costs, weeks of salary*..
*36.8.134 7. 05 Effect of taxation on incentives to work...3. 0...117 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 8...80 7. 04 Redundancy costs, weeks of salary*..
*22.9.107 7. 05 Effect of taxation on incentives to work...3. 2...108 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 8...12 7. 04 Redundancy costs, weeks of salary*..
*12.9.55 7. 05 Effect of taxation on incentives to work...4. 3...24 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 8...78 7. 04 Redundancy costs, weeks of salary*..
*19.1.91 7. 05 Effect of taxation on incentives to work...3. 2...106 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 5...99 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...3. 6...73 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 7...134 7. 04 Redundancy costs, weeks of salary*..
*11.8.51 7. 05 Effect of taxation on incentives to work...2. 9...125 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...108 7. 04 Redundancy costs, weeks of salary*..
*14.8.68 7. 05 Effect of taxation on incentives to work...4. 2...25 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...37 7. 04 Redundancy costs, weeks of salary*..
*26.0.114 7. 05 Effect of taxation on incentives to work...3. 6...77 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 7...14 7. 04 Redundancy costs, weeks of salary*..
*4. 3...13 7. 05 Effect of taxation on incentives to work...4. 4...20
7. 03 Hiring and firing practices...3. 4...109 7. 04 Redundancy costs, weeks of salary*..
*21.6.100 7. 05 Effect of taxation on incentives to work...3. 7...67 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...72 7. 04 Redundancy costs, weeks of salary*..
*49.8.137 7. 05 Effect of taxation on incentives to work...4. 0...38 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...92 7. 04 Redundancy costs, weeks of salary*..
*15.9.76 7. 05 Effect of taxation on incentives to work...2. 5...138 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 4...24 7. 04 Redundancy costs, weeks of salary*..
*27.0.117 7. 05 Effect of taxation on incentives to work...3. 8...55 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...105 7. 04 Redundancy costs, weeks of salary*..
*7. 9...23 7. 05 Effect of taxation on incentives to work...3. 8...57
7. 03 Hiring and firing practices...4. 3...34 7. 04 Redundancy costs, weeks of salary*..
*16.7.80 7. 05 Effect of taxation on incentives to work...3. 6...72 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 0...59 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...3. 4...90 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...74 7. 04 Redundancy costs, weeks of salary*..
*30.3.129 7. 05 Effect of taxation on incentives to work...2. 8...129 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 7...1 7. 04 Redundancy costs, weeks of salary*..
*5. 8...16 7. 05 Effect of taxation on incentives to work...5. 9...5
7. 03 Hiring and firing practices...4. 2...43 7. 04 Redundancy costs, weeks of salary*..
*13.4.61 7. 05 Effect of taxation on incentives to work...2. 8...128 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 3...4 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...3. 3...99 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...47 7. 04 Redundancy costs, weeks of salary*..
*15.8.75 7. 05 Effect of taxation on incentives to work...3. 9...45 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 3...32 7. 04 Redundancy costs, weeks of salary*..
*57.8.139 7. 05 Effect of taxation on incentives to work...4. 1...31 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 2...120 7. 04 Redundancy costs, weeks of salary*..
*23.1.109 7. 05 Effect of taxation on incentives to work...3. 5...81 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...40 7. 04 Redundancy costs, weeks of salary*..
*12.2.53 7. 05 Effect of taxation on incentives to work...3. 4...93 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...44 7. 04 Redundancy costs, weeks of salary*..
*27.4.124 7. 05 Effect of taxation on incentives to work...3. 6...70 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 4...141 7. 04 Redundancy costs, weeks of salary*..
*7. 2...18 7. 05 Effect of taxation on incentives to work...1. 9...143
7. 03 Hiring and firing practices...4. 1...55 7. 04 Redundancy costs, weeks of salary*..
*14.0.65 7. 05 Effect of taxation on incentives to work...3. 3...102 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 8...133 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...3. 8...61
7. 03 Hiring and firing practices...4. 0...60 7. 04 Redundancy costs, weeks of salary*..
*4. 3...13 7. 05 Effect of taxation on incentives to work...3. 3...95
7. 03 Hiring and firing practices...4. 4...22 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 9...43
7. 03 Hiring and firing practices...4. 5...17 7. 04 Redundancy costs, weeks of salary*..
*6. 5...17 7. 05 Effect of taxation on incentives to work...3. 6...75
7. 03 Hiring and firing practices...3. 4...106 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...3. 1...113 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...75 7. 04 Redundancy costs, weeks of salary*..
*28.1.126 7. 05 Effect of taxation on incentives to work...5. 3...7 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...52 7. 04 Redundancy costs, weeks of salary*..
*17.3.83 7. 05 Effect of taxation on incentives to work...3. 4...92 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...46 7. 04 Redundancy costs, weeks of salary*..
*47.2.136 7. 05 Effect of taxation on incentives to work...4. 1...32 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...50 7. 04 Redundancy costs, weeks of salary*..
*9. 7...35 7. 05 Effect of taxation on incentives to work...3. 3...103
7. 03 Hiring and firing practices...3. 9...70 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 8...51
7. 03 Hiring and firing practices...3. 9...76 7. 04 Redundancy costs, weeks of salary*..
*15.0.70 7. 05 Effect of taxation on incentives to work...4. 0...40 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...95 7. 04 Redundancy costs, weeks of salary*..
*10.3.42 7. 05 Effect of taxation on incentives to work...3. 8...52 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 0...125 7. 04 Redundancy costs, weeks of salary*..
*24.6.112 7. 05 Effect of taxation on incentives to work...2. 9...124 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 7...87 7. 04 Redundancy costs, weeks of salary*..
*21.7.101 7. 05 Effect of taxation on incentives to work...5. 1...10 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 4...27 7. 04 Redundancy costs, weeks of salary*..
*13.0.57 7. 05 Effect of taxation on incentives to work...4. 4...19 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...36 7. 04 Redundancy costs, weeks of salary*..
*12.3.54 7. 05 Effect of taxation on incentives to work...3. 1...111 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...90 7. 04 Redundancy costs, weeks of salary*..
*16.7.80 7. 05 Effect of taxation on incentives to work...3. 3...100 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 9...9 7. 04 Redundancy costs, weeks of salary*..
*23.9.111 7. 05 Effect of taxation on incentives to work...5. 1...8 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 3...35 7. 04 Redundancy costs, weeks of salary*..
*13.7.63 7. 05 Effect of taxation on incentives to work...3. 3...96 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 7...84 7. 04 Redundancy costs, weeks of salary*..
*7. 3...20 7. 05 Effect of taxation on incentives to work...4. 2...27
7. 03 Hiring and firing practices...3. 3...117 7. 04 Redundancy costs, weeks of salary*..
*10.5.43 7. 05 Effect of taxation on incentives to work...2. 8...126 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 2...42 7. 04 Redundancy costs, weeks of salary*..
*10.6.45 7. 05 Effect of taxation on incentives to work...5. 1...9 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...103 7. 04 Redundancy costs, weeks of salary*..
*22.0.104 7. 05 Effect of taxation on incentives to work...3. 0...116 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...93 7. 04 Redundancy costs, weeks of salary*..
*22.6.106 7. 05 Effect of taxation on incentives to work...2. 9...123 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...71 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 6...68
7. 03 Hiring and firing practices...4. 0...62 7. 04 Redundancy costs, weeks of salary*..
*11.2.48 7. 05 Effect of taxation on incentives to work...3. 7...65 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 7...86 7. 04 Redundancy costs, weeks of salary*..
*20.7.97 7. 05 Effect of taxation on incentives to work...3. 9...42 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...102 7. 04 Redundancy costs, weeks of salary*..
*37.5.135 7. 05 Effect of taxation on incentives to work...3. 6...78 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...51 7. 04 Redundancy costs, weeks of salary*..
*20.2.94 7. 05 Effect of taxation on incentives to work...3. 8...56 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 9...128 7. 04 Redundancy costs, weeks of salary*..
*9. 7...35 7. 05 Effect of taxation on incentives to work...4. 0...39
7. 03 Hiring and firing practices...3. 2...119 7. 04 Redundancy costs, weeks of salary*..
*27.2.118 7. 05 Effect of taxation on incentives to work...3. 5...85 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 1...123 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 7...62
7. 03 Hiring and firing practices...4. 1...58 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...5. 0...12
7. 03 Hiring and firing practices...4. 1...48 7. 04 Redundancy costs, weeks of salary*..
*14.9.69 7. 05 Effect of taxation on incentives to work...3. 2...107 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 2...7 7. 04 Redundancy costs, weeks of salary*..
*16.2.79 7. 05 Effect of taxation on incentives to work...4. 3...21 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 8...132 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...4. 2...29
7. 03 Hiring and firing practices...3. 6...91 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...5. 8...6
7. 03 Hiring and firing practices...4. 1...49 7. 04 Redundancy costs, weeks of salary*..
*27.2.118 7. 05 Effect of taxation on incentives to work...3. 5...82 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 7...85 7. 04 Redundancy costs, weeks of salary*..
*18.1.87 7. 05 Effect of taxation on incentives to work...4. 0...35 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...110 7. 04 Redundancy costs, weeks of salary*..
*26.1.115 7. 05 Effect of taxation on incentives to work...4. 4...17 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 9...130 7. 04 Redundancy costs, weeks of salary*..
*11.4.49 7. 05 Effect of taxation on incentives to work...3. 2...104 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...104 7. 04 Redundancy costs, weeks of salary*..
*27.4.124 7. 05 Effect of taxation on incentives to work...3. 9...47 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...112 7. 04 Redundancy costs, weeks of salary*..
*18.8.89 7. 05 Effect of taxation on incentives to work...3. 4...88 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 3...113 7. 04 Redundancy costs, weeks of salary*..
*23.1.108 7. 05 Effect of taxation on incentives to work...2. 8...131 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 6...94 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...3. 1...112
7. 03 Hiring and firing practices...5. 3...5 7. 04 Redundancy costs, weeks of salary*..
*23.2.110 7. 05 Effect of taxation on incentives to work...6. 3...2 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...57 7. 04 Redundancy costs, weeks of salary*..
*4. 0...7 7. 05 Effect of taxation on incentives to work...2. 5...140
7. 03 Hiring and firing practices...4. 2...41 7. 04 Redundancy costs, weeks of salary*..
*17.3.83 7. 05 Effect of taxation on incentives to work...3. 0...115 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 3...31 7. 04 Redundancy costs, weeks of salary*..
*13.0.56 7. 05 Effect of taxation on incentives to work...4. 5...16 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...54 7. 04 Redundancy costs, weeks of salary*..
*19.5.93 7. 05 Effect of taxation on incentives to work...4. 9...13 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...56 7. 04 Redundancy costs, weeks of salary*..
*13.7.64 7. 05 Effect of taxation on incentives to work...3. 9...44 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 3...115 7. 04 Redundancy costs, weeks of salary*..
*7. 7...22 7. 05 Effect of taxation on incentives to work...2. 6...136
7. 03 Hiring and firing practices...3. 6...88 7. 04 Redundancy costs, weeks of salary*..
*13.5.62 7. 05 Effect of taxation on incentives to work...3. 9...48 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 5...19 7. 04 Redundancy costs, weeks of salary*..
*78.3.141 7. 05 Effect of taxation on incentives to work...3. 8...54 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 4...3 7. 04 Redundancy costs, weeks of salary*..
*3. 0...6 7. 05 Effect of taxation on incentives to work...6. 0...4
7. 03 Hiring and firing practices...2. 9...131 7. 04 Redundancy costs, weeks of salary*..
*18.8.89 7. 05 Effect of taxation on incentives to work...2. 9...119 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 4...140 7. 04 Redundancy costs, weeks of salary*..
*10.7.46 7. 05 Effect of taxation on incentives to work...2. 5...137 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 1...143 7. 04 Redundancy costs, weeks of salary*..
*9. 3...33 7. 05 Effect of taxation on incentives to work...4. 5...15
7. 03 Hiring and firing practices...3. 3...116 7. 04 Redundancy costs, weeks of salary*..
*17.4.86 7. 05 Effect of taxation on incentives to work...2. 8...130 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 0...124 7. 04 Redundancy costs, weeks of salary*..
*58.5.140 7. 05 Effect of taxation on incentives to work...3. 9...50 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 0...126 7. 04 Redundancy costs, weeks of salary*..
*8. 8...32 7. 05 Effect of taxation on incentives to work...3. 5...83
7. 03 Hiring and firing practices...3. 8...81 7. 04 Redundancy costs, weeks of salary*..
*14.6.67 7. 05 Effect of taxation on incentives to work...3. 6...69 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 5...100 7. 04 Redundancy costs, weeks of salary*..
*14.4.66 7. 05 Effect of taxation on incentives to work...4. 2...30 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 7...2 7. 04 Redundancy costs, weeks of salary*..
*10.1.38 7. 05 Effect of taxation on incentives to work...5. 1...11 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 4...21 7. 04 Redundancy costs, weeks of salary*..
*22.6.105 7. 05 Effect of taxation on incentives to work...3. 9...49 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 1...45 7. 04 Redundancy costs, weeks of salary*..
*15.5.74 7. 05 Effect of taxation on incentives to work...3. 2...109 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...73 7. 04 Redundancy costs, weeks of salary*..
*9. 3...33 7. 05 Effect of taxation on incentives to work...3. 2...105
7. 03 Hiring and firing practices...4. 4...23 7. 04 Redundancy costs, weeks of salary*..
*36.0.133 7. 05 Effect of taxation on incentives to work...3. 8...60 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 4...107 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...3. 8...59
7. 03 Hiring and firing practices...3. 7...83 7. 04 Redundancy costs, weeks of salary*..
*20.5.96 7. 05 Effect of taxation on incentives to work...4. 3...22 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 5...97 7. 04 Redundancy costs, weeks of salary*..
*12.1.52 7. 05 Effect of taxation on incentives to work...3. 6...71 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 9...67 7. 04 Redundancy costs, weeks of salary*..
*29.8.128 7. 05 Effect of taxation on incentives to work...3. 3...98 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 9...10 7. 04 Redundancy costs, weeks of salary*..
*8. 7...26 7. 05 Effect of taxation on incentives to work...3. 6...74
7. 03 Hiring and firing practices...3. 9...64 7. 04 Redundancy costs, weeks of salary*..
*13.0.57 7. 05 Effect of taxation on incentives to work...2. 6...135 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...5. 1...8 7. 04 Redundancy costs, weeks of salary*..
*4. 3...8 7. 05 Effect of taxation on incentives to work...6. 2...3
7. 03 Hiring and firing practices...4. 5...20 7. 04 Redundancy costs, weeks of salary*..
*8. 5...25 7. 05 Effect of taxation on incentives to work...4. 1...33
7. 03 Hiring and firing practices...4. 9...11 7. 04 Redundancy costs, weeks of salary*..
*0. 0...1 7. 05 Effect of taxation on incentives to work...4. 0...37
7. 03 Hiring and firing practices...2. 9...127 7. 04 Redundancy costs, weeks of salary*..
*20.8.98 7. 05 Effect of taxation on incentives to work...2. 9...120 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...1. 4...144 7. 04 Redundancy costs, weeks of salary*..
*not possible...143 7. 05 Effect of taxation on incentives to work...3. 1...114
7. 03 Hiring and firing practices...3. 9...65 7. 04 Redundancy costs, weeks of salary*..
*24.6.112 7. 05 Effect of taxation on incentives to work...3. 4...86 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...3. 8...77 7. 04 Redundancy costs, weeks of salary*..
*27.4.120 7. 05 Effect of taxation on incentives to work...2. 8...127 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...4. 5...16 7. 04 Redundancy costs, weeks of salary*..
*50.6.138 7. 05 Effect of taxation on incentives to work...4. 2...26 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...2. 2...142 7. 04 Redundancy costs, weeks of salary*..
*82.3.142 7. 05 Effect of taxation on incentives to work...3. 3...101 7. 06 Pay and productivity...
7. 03 Hiring and firing practices...486 7. 04 Redundancy costs...487 7. 05 Effect of taxation on incentives to work...
488 7. 06 Pay and productivity...489 7. 07 Reliance on professional management...490 7. 08 Country capacity to retain talent...
7. 03 Hiring and firing practices In your country, how would you characterize the hiring and firing of workers?
1=heavily impeded by regulations; 7=extremely flexible 2013†14 weighted average SOURCE: World Economic Forum, Executive Opinion Survey.
7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 SOURCES: World bank/International finance corporation, Doing Business 2014:
Understanding Regulations for Small and Medium-Size Enterprises; World Economic Forum†s calculations 2. 2:
7. 03 Hiring and firing practices In your country, how would you characterize the hiring
and firing of workers? 1=heavily impeded by regulations 7=extremely flexible 2013†14 weighted average
7. 04 Redundancy costs Redundancy costs in weeks of salary 2013 This indicator estimates the cost of advance notice requirements
severance payments, and penalties due when terminating a redundant worker, expressed in weekly wages. For more details
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