'This'offers'new'possibilities'for'public'employees'to'coqcreate'a'working'environment'that'is'compatible'with'their'work/life'balance'aspirations.'
'It'is'also'affects'the'attractiveness'of'the'public'sector'as'an'employer.''In'our'research,'we'also'paid'attention'to'followers,'late'adopters'and'laggards,
'In'this'sense,'the'skepticism'of'single'employees'is'also'a'barrier.''For'example,'in'the'Slovak'context,'this'has'been attributed'to'the'bureaucratic'attitude'inherited'from'the'communist'regime,'characterized'by'a'strong'aversion'to'change'and'innovation.'
'The'latter'is implemented'through'decentralized'negotiations'between'employers'and'unions'at'the'organizational'level.''Yet,'the'legislation'has'to,
employers,!, employees! and teleworkers.!Within! this! general! framework,!, telework! relationships! can! be! then arranged! in!
autonomy! within! public sector! organizations! at! the! local! level '4 European Framework Agreement on Telework, cf. http://goo. gl/Cyisfq
'According'to'a'â€oegrassroots'dynamic, â€'committed'employees'generally'design'telework'projects'in'autonomy, 'then'promoting'it'to'the'top'management,
''Top'management†s'decision'whether'to'consent'employees'to'telework 'or'not'is'necessary,'of'course.'
employees! for! experimental! telework! and! providing! the! necessary! support! through! top management†s! guidance 'European) Policy) Brief)#)5)))8
employees through! pilot! projects;!this! may! attenuate! their! perception! of! risk '5 8! Policy! recommendations!
'This'implies'the'establishment'of'clear'rules,'rights'and'duties'for'employers,'employees'and'teleworkers.'
among'employees'for'the'implementation'of'telework'experiments 'and'provide'the'necessary'support'through'top'management†s'guidance.!
'8. Highlight'the'diffused'benefits'achievable'for'both'managers'and'employees'through'the 'experimentation! of!
HSE Health Service Executive ICT Information & Communications Technology ICZM Integrated Coastal Zone Management IDA Industrial Development Agency
This Executive Summary summarises each Section of the Guidelines Section 1 Section 1 sets out the legislative framework for regional and national policy covering planning and environ
employment services and leisure facilities and to make better use of existing and future investments in public
employment opportunities 16 Regional Planning Guidelines for the Southeast Region 2010-2022 Section 1: Context 17 17
The value of goods and services produced per worker in 2007 was significantly below the national value (73.4
and services added per worker is significantly below the national average. The two key challenges facing the region are to enhance the rate
a consequent reduction in the proportion of the labour force employed in the agricultural sector Table 2. 3 Changing Employment Profile of the Southeast Region 2002-2006
and labour force mass by integrating Waterford and the main urban centres around the Gateway along the economic and transport corridors of the region
There are approximately 17,000 employees in Enterprise Ireland client companies across the region (Southeast Regional Competitiveness Agenda, Forfã¡
strong rural areas and ensuring an effective supply of employment opportunities and services. This enables areas to hold on to existing population, both urban and rural,
To provide a wider range of sustainable employment opportunities that would reflect both the current and
-edge workers and a lower capacity to generate research and development, stimulate private sector investment and innovation
investors and HPSU Principals in promoting and developing training/education models for workers in high value industrial activities
-ployed workers in the region will need to gain the skills that can help them regain employment.
-cation as a positive step towards advanced training and reskilling of the labour force. The development
reskilling of the labour force 4. 7 Retail Strategy The Regional Authority would encourage preparation of a Joint Retail Strategy for
broad employment opportunities and a wide range of services including education, healthcare and childcare facili -ties, transport systems and ready access to entertainment and amenity facilities
and empower the workers within the industry to contribute to the development of that sector
significant employers and exporters Although the performance of the region in terms of High-Potential Start-up (HPSU) companies has been compara
challenge for the region will be to address skills development needs of those employees emerging from these sec
Specific regional initiative on upskilling-focussing on people in the labour force with basic or redundant qualifications and innovative delivery/access.
targets can provide many benefits for employers, employees and to members of the wider community.
The health service in the Southeast is managed by the Health Service Executive, established in 2004 with four
Jan Lamser, Member of Board of directors and Senior Executive Offi cer, CSOB Bank member of KBC Group
Tom Fleming, Consultant on creativity and economic development 7 Table of contents 1) Reinvent Europe through Innovation
manager or a consultant. It is striking to see that in certain companies, there are more
We passionately believe that innovation is not a minor policy area for a small group of experts
Member of Board of directors and Senior Executive Offi cer, CSOB Bank (member of KBC Group Professor RÃ diger Iden
Tom Fleming, Consultant on creativity and economic development This report and the work of the panel were supported by DG Enterprise and Industry as part of the preparations
8. Promoting employment and supporting labour mobility 9. Promoting social inclusion and combating poverty 10. Investing in education, training and vocational training for skills and lifelong
8. To promote employment and support labour mobility 7. To promote sustainable transport and remove bottlenecks in
For this reason, it is vital to promote incentives to enable workers at existing companies
and use of tacit knowledge acquired by workers ï§To decrease legal barriers to entrepreneurship
English skills of today†s pupils is to train the workers of the future. Public actions to promote English
Evaluation always involves the participation of independent experts Catalonia has acquired experience and best practices in evaluating the impact of R&i
carried out by independent experts 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the
8. Promoting employment and supporting labour mobility 9. Promoting social inclusion and combating poverty 10. Investing in education, training and vocational training for skills and lifelong
8. To promote employment and support labour mobility 7. To promote sustainable transport and remove bottlenecks in
For this reason, it is vital to promote incentives to enable workers at existing companies
and use of tacit knowledge acquired by workers ï§To decrease legal barriers to entrepreneurship
English skills of today†s pupils is to train the workers of the future. Public actions to promote English
Evaluation always involves the participation of independent experts Catalonia has acquired experience and best practices in evaluating the impact of R&i
carried out by independent experts 4. 4. 3. Review The RIS3CAT system of governance provides for continuous review based on the
â Meetings with experts, universities, research centres, clusters companies, chambers of commerce â Public consultation
â Significant labour force with a low educational level â High unemployment â Unbalanced productive structure and consequent inertia
Without employees From 1 to 9 employees From 10 to 49 employees 50 or more
employees •Develop actions specifically tailored for each SME typology •Goals •Increase productivity in each existing
sector •Modernisation & internationalisation of SMES with capacity and will for growth •Balance sectors by promoting
diversification •Management training programmes for innovation in a wide sense to increase productivity in companies
Smart specialisation has also been advocated strongly by the Synergies Expert Group established by the Commission's Directorate-General for Research and Innovation.
Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potoä nik
rely on a trained local labour force and a history of cooperative relations with other regional actors.
and workers should all be taken on board of the design process of RIS3. In other words this means that the governance model includes both the market
assessment (a review by peer regions and experts) and post-review follow-up Stage 1: During the preparation stage, a region has to prepare a structured presentation of
consultation with the S3 Platform team and experts Stage 2: The actual review phase generally takes the form of an interactive workshop.
academic experts working in the field of smart specialisation. Following the peer review phase, the S3 Platform team prepares a summary report,
as well as any conclusions and expert recommendations Stage 3: During the post-review follow-up stage, the S3 Platform team will then contact the
introduction of external experts in this analytical phase The benefits of bringing in an external view to address sensitive issues such as redundancies and
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input, rather than a one-off contribution
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division
of labour), context conditions for the operation of the cluster, labour market situation, etc It also involves an analysis of the linkages between the cluster and other clusters or
experts who study the cases in close cooperation with cluster actors: this helps to take into
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website). ) For RIS3, foresight studies would ideally combine regional expertise with
experts who can contribute to the benchmarking and peer review processes Defining the scope of the RIS3 is crucial,
-making, with a wide participation of actors and experts from within and outside the region.
and international experts who can offer benchmarking and peer review services for example. Figure 1 exemplifies a number of organisations belonging to each of the previous
outmigration, providing new employment opportunities for specific categories of the population combating social divide, etc. These justifications go much beyond the alleged classical benefits
Cohesion Policy adopted by the international panel of experts advising the EU Commissioner for Regional Policy
representatives as well as foreign experts at relevant points. It is important at this stage to take a
should be carried out by independent experts, guided closely by those responsible for the policy Monitoring and evaluation complement each other.
expenditure per worker, etc 1) Indicators should be selected to reflect the programme's objectives and intervention logic
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region, mainly
•Policy Recommendations of the High-level Expert Group on KETS (2011). 98 95 http://www. observatorynano. eu/project
EU's creative industries,'TERA Consultants, March 2010. See also the emphasis on the creative industries in the
A group of experts from Member States currently working on the'strategic use of EU support
New forms of engaging with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation, making better use of
of local stakeholders to implementing active labour market policies. For the next programming period, social innovation is treated in a horizontal way in the ESF regulation.
•Social enterprises also provide employment opportunities and contribute to the social fabric of local communities,
public sector organisations and advisory bodies and the Chief Scientific Adviser to The irish Government. The group was chaired by a senior industry figure.
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are
s and the consultants prepared detailed assessment of each of the proposed areas using a
•Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
Ireland†s labour force capacity Discover Programme The Discover Programme (formerly Discover Science and Engineering), managed by SFI, aims
•Social enterprises also provide employment opportunities and contribute to the social fabric of local communities,
public sector organisations and advisory bodies and the Chief Scientific Adviser to The irish Government. The group was chaired by a senior industry figure.
Technical experts were appointed to the groups to facilitate their work. The four TWGS and their respective scopes are
s and the consultants prepared detailed assessment of each of the proposed areas using a
•Data repositories serviced by experts to capture and enable the exploitation of publicly available data from research and administrative sources to benefit future research;
Ireland†s labour force capacity Discover Programme The Discover Programme (formerly Discover Science and Engineering), managed by SFI, aims
Consultant: Avensa Consulting SRL, Iasi 2 Declaration of vision and mission Actual status in 2013 (to moment, no intervention scenario
perspective of the total number of employees from all the processing industries in the region. A concentration of companies at regional level canbe noticed in this sector in the field
ï Online consultation with RDI experts and stakeholders †proposals of promising R&i programs for each candidate field;
ï Large-scale online consultation of experts and stakeholders on the 90 R&i fiches †quantitative evaluation, backed up by pro/con arguments;
share of the working population is employed in services, but at just under 40%it is far below the
and experts are divided about the best approach to the matter Economically, the eight †development regions†are very unequal in strength, with Bucharest
number of experts and stakeholders, including representatives of the business community. A commitment to the project was secured from a broad group of key actors †decision-makers in
gradually by groups of experts and stakeholders, on the basis of available evidence, with input
In the second stage, 13 panels of 15-25 experts and stakeholders worked from this input as well
emphasized by the fact that the retribution per employee increases more rapid than the economic
employees is correlated positively with the level of economic development (Lavric, 2013. What is 720 PROCEEDINGS OF THE 8th INTERNATIONAL MANAGEMENT CONFERENCE
that the retribution per employee increases more rapid than the economic development level, thus suggesting that the intensity
among the employees. Although it raises a lot of challenges, applying managerial methods for stimulating creativity is mandatory for an organization that aims to be competitive and
financial incentives for employees to develop new ideas, job rotation of staff, multidisciplinary or cross-functional work teams, nonfinancial incentives for employees
and training employees on how to develop new ideas or creativity 4. SMES should develop strategies that integrate R&d and innovation.
Therefore, the objectives must be analyzed in the context of the challenges imposed by the necessity to innovate and build
Comparison Of value-Added Per Worker (2010) in West Region's Main Clusters...30 Figure 23-Exports Per capita (2007,2009, 2011)..31
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from
of output per worker amounted to 15%in the 2000-09 period. Moreover, there are important signs of
The average compensation per worker in the West Region grew by 13 percent annually between 2000 and 2009 versus 12.2 percent for Romania as a whole and less than 11 percent
Over the previous decade, the West experienced the highest growth in output per worker among the comparator regions, coinciding with one of the highest levels of growth in gross fixed capital
formation (Figure 3). 17 Despite this, in 2009 fixed capital stock per worker in the West stood at only 57
and output per worker was still only one quarter of the EU average. This suggests that
not help explain how falling employment levels could coincide with a very tight regional labor market Table 3 highlights the West†s low unemployment rate (along with North West and Bucharest) relative to
as well as its fall in employment levels. While the comparator group of similar regions also experienced strong decline in employment levels over this period, this process came along with a
high and growing unemployment rate, at more than twice the level of the West Table 2: Unemployment rates (ages 15 and over) and growth rates of employment (ages 15-64), 2000-2011
comparative advantage in highly skilled workers (proxied those with a tertiary education. Like much of Romania, however, the West faces a problem both with older workers retrenched due to restructuring
of traditional industries like coal and metals (particularly impacting Hunedoara and Caras-Severin) as well as younger workers that leave school without qualifications.
Participation rates among workers with the lowest education levels is less than half that of those at the highest (tertiary) levels in the West
Region, while unemployment rates are almost four times higher (Figure 8). This is broadly in line with the experience of peer regions
Comparison Of value-Added Per Worker (2010) in West Region's Main Clusters Source: Calculations based on data from Structural Business Survey
generating and capturing greater employment opportunities. By contrast, in the Timis-Arad agglomeration, the challenge is managing the transition toward a more knowledge and skills intensive
of students enrolled in foreman education (523. In addition, between 2008 and 2011, enrollment in agricultural high schools has remained constant
The auto industry is by far the biggest employer in the region among manufacturing sectors with an importance in terms of total employment that is similar (17%)to the combined share
less than 10 employees, 10-50 employees, 50-250,250-1000 and more than 1000. The West region
shows the second highest share of very big firms (more than 1000 employees), and the third highest of
In this region, 3. 18%of the firms have more than 250 employees, against 3. 41 %in all Romania, 4. 72%in Bucharest, 3. 46%in the Center and only 2. 75%in the Northwest.
employee and value added to employee ratios greater (smaller) than three times the standard deviation from the
employees 10 †50 employees 50-250 employees 250-1000 employees >1000 employees All 41,852 31.24 48.42 16.93 2. 82 0. 59
-10.4)(-0. 5)(-11.5)(-20.6)(-18.0)(-15.4 Bucharest-Ilfov 9, 894 28.93 48.01 18.34 3. 65 1. 07
-7. 6)( 1. 9)(-9. 1)(-15.6)(-12.4)(-7. 8 Center 5, 382 28.5 49.46 18.58 3. 07 0. 39
-11.0)(-1. 6)(-12.3)(-18.9)(-14.5)(-22.2 Northeast 4, 439 32.85 48.79 15.68 2. 41 0. 27
-15.5)(-3. 7)(-16.3)(-29.4)(-28.2)(-14.3 Northwest 5, 604 29.5 52.12 15.63 2. 34 0. 41
employees 10 †50 employees 50-250 employees 250-1000 employees >1000 employees All 5. 52 12.55 22.19 27.94 31.79
5. 75)(-2. 2)(-3. 27)( 7. 45)(-3. 65 Bucharest 4. 38 11.81 27.21 38.24 18.35
-2. 16)( 5. 48)(-0. 86)(-1. 68)( 2. 07 Center 5. 2 12.92 29.09 28.31 24.48
-7. 96)(-12.4)( 0. 07)(-13.78)( 38.33 Northeast 10.09 19.81 28.68 28.78 12.64 5. 71)( 7. 12)(-1. 01)(-7. 97)( 7. 86
Northwest 5. 93 13.29 21.73 21.93 37.12 -7. 53)(-16.72)(-19.13)( 9. 17)( 21.03 South 4. 24 9. 7 18.29 31.23 36.54
outside the Western borders (64.7%)belongs predominantly to small firms (0-9 full time employees
Size(#employees) Plants Percent 0-9 168 64.7 10-49 58 23.0 50-249 28 11.1
FDI and Domestic Firm Survival Rates for Firms of 20 or More Employees (Share of Firms from 2006
through human capital (i e. through workers), through supply relationships, and through competition and demonstration effects (via market competition and joint activities.
experts; and a system of local R&d and innovation to develop prototypes or to produce customized
universities (as well as vocational training facilities) and employers. It may also pay to make strategic investments in promoting disciplines
workers, and consumers in the region to benefit from access to a larger market. Overall, the region is
In addition, transportation of workers is problematic for large scale manufacturing activities. A large proportion of blue collar or low skilled workers commute to the production plant from
surrounding areas and often there are no public transportation options available to them. Large companies provide transportation for employees using company buses but this leads to increased
production expenses and traffic congestion 100. In this context, local authorities could begin by enhancing the quality of the roads in
and of their employees would make the region more attractive to potential investors. In addition enhancing regional mobility by connecting secondary and tertiary nodes to TENT-infrastructure is also
Government policy on the pay of Chief executives and State Body employees and with Government guidelines
•The Executive Committee manages and controls the administration of Enterprise Ireland†s budget, monitors progress against organizational targets,
employers and contributors to Tax incentives, subsidies and better financing terms on productive investments, especially on
difficult to find young workers interested in the business. This will force firms to increase wages which
Lack of skilled workers who can operate mid and high-tech machines limits the growth potential of firms
experts); ) additional financing (identify new sources of financing, leverage relationships with local banks provide negotiation and contracting support;
programs in correlation with labour market demands, especially for sectors with significant growth potential, in order to ensure complementarity with the competitiveness strategy.
core team of experts who would oversee the implementation of the action plan and facilitate collaboration on research projects
•Creation of new opportunities on labour market (example, work at home •A more efficient management of enterprises, especially of small and
over the world or to increase the degree of specialization of employees at companies†level by developing programs of E training and e-Coaching
employees broadband communications are meant to reduce the importance of localizing by allowing the establishment of offices in small, rural or isolated localities
than 9%for big companies with more than 50 employees. At the same time 57%of these companies shall select the purchase of a dedicated access connection (where
-%of employees with experience in using computers and Internet -the degree of digital alphabetization of the public
stakeholders and policy experts will help the Commission to decide whether to submit new proposals for legislation on universal service obligations in the
companies with approximately 60%of employees Regarding the integration of procurement solutions in the European context
nominal amounts due the employees and the general consolidated budget (single desk Law), or the Budget Project of revenue and expenditure for 2010-ANCOM
Employees who received ICT training 13,8 17,4 Net domestic ICT market (thousands of euros) 189,5 1, 49
 consultant  for  energy  policy  and  renewable  energies  in
 consultant  for  energy  issues  in  Switzerland  In  1986
 EURES  Institute  for  Regional  Studies  in  Europe  Freiburg
 experts  are  considering  not  to  be  the Â
 Expert  Group  3  of  the  Smart  Grid  Task
 Expert  Groups  have  delivered  reports  in  2011  While
 Expert  group  3  on  â€oeroles  and  re- â€
 Executive  Summary  Pike  Research  Boulder  CO  USA Â
 Executive  Summary  Pike  Research  Boulder  CO  USA  http://www. pikeresearch. com/research/smart- †grids- †in- †europe
through structures such as CREA (www. crea. es) and CEPYME (www. cepymearagon. es) on the employers'side
adviser Meeting with stakeholders Selection of priorities Policy mix roadmap and action plan Integration of
%Employees per sectors in Spain (quarterly average 2012 (3t) 2011 2010 2009 2008 Total 17.320,3 18.104,6 18.456,5 18.888 20.257,6
We have got a european RIS3 specialist consultant (Adrian Healy from Cardiff†s University) to supervise the process
consultant ï¿Our objetive is finish the steps 1, 2, 3 of RIS3's guide in theï¿
1. 3 LABOUR MARKET EVOLUTION...3 2 SCIENCE AND TECHNOLOGY: A PRIORITY FOR THE REGIONAL GOVERNMENT OF CASTILLA Y LEÃ N...3
1. 3 Labour market evolution Due to the important rates of growth of our economy, the rate of unemployment in Castilla y Leã n, was been
2006-2009 by a panel of experts supported by the European Commission2, whose mission was studying the causes of a growing gap in R&d efforts between Europe and the United
The number of innovative companies (with more than 10 employees) has been experiencing a downward trend since 2004 at both regional and national levels,
10 employees and companies with less than 10 employees (micro-enterprises and independent contractors), where usage data and ICT availability continue to be low with
than 10 employees had compared computers with 71.6%at the national level. In the case of companies with more than 10 employees, these percentages increased to 98%.63.7
%of micro-enterprises and independent contractors have Internet access, lightly below the 65.7%national average. This figure rises to 97.1%for companies with more than 10
employees. There has been significant growth in recent years of mobile Internet access in companies, which is replacing fixed lines in some cases
employees in at least one year within the timeframe 1996†2001 covered by this study. As indicated by the European commission
250 employees is the standard cut off point to identify SMES in the European context (Recommendation 2003/361/EC
than 250 employees in the same period Therefore the distribution of our sample is to some extent also
employees, compared to 13.3%in the UK and 7. 8%in Germany OECD, 1997 It is also interesting to note that
each ï rm as the minimum number of employees between 1996 and 2001 This study also controlled for ï rms'age.
employees of the ï rm between 1996 and 2001 551 55.595 54.877 1. 000 248.000 0. 107**0. 110**ï¿
less than 38 employees and ï rms with over 38 employees, where 38 employees is the median number of employees of ï rms in our sample
In Table 5a and b we report the results from the 2sls. Model 5. 1 estimates the ï rst stage equation,
complementary assets, middle management, and ambidexterity Organ. Sci. 20 (4), 718†739 Teece, D. J.,1986.
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