creating employment opportunities for young people of that community, who are mostly black, training them for a music career.
majority and the lack of employment opportunities for young people are two of the foundations of the renewed spectre of political extremism and heightened social tensions
successful are structurally shutout of stable and well-paid employment situations Barrett 2010. Failure to address the skills gap will impact on the general well-being
They are the experts on their own lives. At a more theoretical level, it also suggests the need to challenge the â€oeorthodoxy†within the functionalist managerial
Barrett, R. 2010. â€oedisadvantaged Groups in the Labour market. †Economic and Labour market Review 4 (6:
form which is used by the administrator to manage the company information, owner information, employee information, income and other financial information about the company.
and verified by a panel of experts include human, financial, physical equipment and space), and intangible/intellectual resources and are offered as part of the content services to
entrepreneurial, productive, successful and aspiring employees who have a full belief in the vision II.
citizens & employees about health •Extra investments generated outside the UK to improve services
1 Executive Summary 11 1. 1 Introduction and rationale for the report 11 1. 2 Key Facts 13
1 Executive Summary 1. 1 Introduction and rationale for the report This Action Plan arises from the Joint Committee on Jobs Enterprise and Innovation,
with the task of drafting a document to consider what steps can be taken to improve the employment situation,
A list of key recommendations is given in the Executive Summary and expanded upon in the document.
while representing only 38%of the Labour force in the region A vision for the Southeast
The development of a specific Labour market Activation Programme for those with literacy and numeracy needs
Create greater opportunities for engagement with employers in the important areas of training, re-skilling and up-skilling
Identify gaps in further education course provision across the region to serve the needs of local employers
Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees
An audit of the wider creative and cultural sector in the Southeast to quantify current activity, the net contribution to the region, employment levels,
The strengths, weaknesses and potential of the Southeast have been analysed by State agencies and by consultants in these reports
DKM Economic Consultants. An Economic Profile of Carlow, February 2009. Unpublished report commissioned by Co. Carlow local authority
s study into the region found that Waterford City has underperformed as a Gateway with the city exerting a limited influence within the region in terms of its relative scale, physical extent and labour force catchment
%Labour force and Employment (Southeast region) †Q1/2013  In Labour force In Employment Unemployed Unemployment rate (State 13.7
%Participation Rate (State 59.5 %GVA Per capita (State=100) Â Â GVA Produced by: footnoteref: 12
The unemployment rate in the Southeast region in the second quarter of 2012 stood at 18.7%of the labour force,
that Gross Value Added (productivity) per worker and per person are lower than the State average,
Current employment situation in the Southeast Recent statistics indicate that the Southeast region has the highest regional unemployment rate.
Table 4. Labour force and Employment in the Southeast-Q1/2013 In Labour force 228,600 In Employment 186,500
Unemployed 42,000 Unemployment rate (State 13.7%)18.4 %Participation Rate (State 59.5%)58.3 %Source: http://www. cso. ie/en/media/csoie/releasespublications/documents/labourmarket/2012/qnhs q42012. pdf
and creating employment opportunities The Southeast has a significantly lower percentage of students reaching third level than other regions.
Other students (Apprentices/Professional development, etc 638 953 1, 591 Total 7, 581 2, 480
Apprentices 312 148 Lifelong learning 1193 1682 Total 4795 5649 Source: ITC Institutional Review 2005 †2010/Personal communication Carlow ITC
WIT has a strong track record in the support of vocational and labour market oriented education at all levels.
The establishment of ETBS provides a platform for a strengthened, more coordinated Further Education sector at local level and the potential for greater engagement, both with employers and the higher education sector as well as a better learning experience
or its successor needs greater flexibility to respond to the needs of employers, unhindered by caps on post-Leaving Cert numbers,
There is also a need to identify gaps in course provision across the region to serve the needs of employers in the region.
For example, Carlow College is now offering a food science course aimed at food manufacturing to fill an identified gap in the labour market
The Institutes of Technology and a future Technological University need to work more collaboratively with the vocational sector and labour market orientation education.
and re-skilling unemployed people as happened in the case of former Waterford Crystal and Talk Talk workers
Currently there are a number of programmes designed to assist people who are unemployed to gain access to the labour market through developing their skills.
The PA Consulting report on the first round of Labour market Activation Measures found that the most successful projects were those with a high level of collaboration.
For example, the EURES expo two years ago was a highly successful event organised by the Department of Social Protection where different local providers provided information to members of the public about information on education and employment options.
Create greater opportunities for engagement with employers Under the new legislation, each ETB will have an employer†s representative.
which the employers sector can assist in the delivery of education and training at local level.
However, the role of employers must go beyond this and a number of mechanisms should be established
ETB structures should allow for engagement with employers at a number of levels Employers must also be encouraged to see that they have a role to play in the re-skilling
and up-skilling agenda. Awareness-raising activities and information campaigns which highlight the benefits of supporting staff to engage in training
where opportunities are established for employers locally to engage with all education stakeholders (from primary right through to FET and third level
This document proposes to create a generic, short-term labour market activation initiative which builds on examples of best practice in the area.
Those still in education should be encouraged strongly to obtain minimum level qualifications before entering the labour force
In their consultation, Carlow VEC made the point that at the pre-employment level, many young people lack the confidence
and employers so that both can benefit The PLUTO preparation for work programme in Waterford City, run by St brigids Family Resource Centre
Developing basic skills among the labour force has a significant economic benefit and impacts directly on employment and employability.
but draw on the experience of the successful NALA programme under the Labour market Activation Fund. 20:
The development of a specific Labour market Activation Programme for those with literacy and numeracy needs
Create greater opportunities for engagement with employers in the important areas of training, re-skilling and up-skilling
Identify gaps in further education course provision across the region to serve the needs of local employers
As it is not a separate corporate entity, it cannot be compared accurately in terms of turnover, overheads and employees to the other port companies.
Nolan Transport is one of the leading transport operators in Europe and one of the largest employers in Wexford
Employees 15 38 **35 ***2000 was the first full financial year as a commercial port company
**2010 and 2011 employee figures include those employed in Waterford Container Terminal Ltd. a wholly owned subsidiary of the Company since 2001
the Port of Waterford engaged consultants to conduct a strategic review of operations and make recommendations as to its future operation and development.
Colin Buchanan Consultants published results of a survey of businesses in their Waterford Airport Economic Impact Assessment in February 2010
but on the role employers can play in providing on-site childcare where feasible Key Proposals
Another proposal that emerged from the consultations in this area of enterprise development is that the remit for LEOS needs to be expanded to include businesses with more than 10 employees
Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees
Tourists, workers, or new businesses cannot fail to be struck by the Southeast†s air quality, relative lack of traffic,
and cities in the region and provide employment opportunities for those carrying out the work and for those businesses benefitting from their urban area becoming a more pleasant visitor experience
There also other opportunities in this sector for former construction workers, particularly in terms of retro-fitting homes and businesses to make them more energy efficient
and retraining TÃ s workers to insulate homes and businesses, including local authority houses, where funding is limited currently very
to quantify current activity, the net contribution to the region, employment levels, as well as the potential of the various elements of this sector to expand
•An audit of the wider creative and cultural sector in the Southeast to quantify current activity, the net contribution to the region, employment levels,
Since The argentine crisis, over 200 failing businesses have been rescued by their workers and reopened as worker cooperatives;
none of these have gone out of business and they employ over 15,000 people Cooperatives are established generally
•are more stable employers, as their members are in the community where they are located
•10th lowest in EU27 in terms of cooperative employees At a time when a significant number of industries and multinational corporations are moving to other countries
Typically cooperatives place more emphasis on job security for employee members; they pay competitive wages, promote additional income through profit-sharing, distribution of dividends and other benefits,
and/or by the care workers providing the service; a fishery co-op is owned by the people who catch the fish
and their workers becoming unemployed, as no agency had the imagination to step in and save the company or use the workers expertise
If the Government and State agencies had acted quickly, the workers left behind by these industries could have been supported to form co-ops to take over where the company had left off.
This was something both Waterford Crystal and SR Technics workers had requested from the Government at the time of their redundancies
Ireland still lacks legislation prescribing specifically for the cooperative model The Southeast Economic Development Forum should actively support the development of the cooperative sector in the region.
Supported Employment services (Kilkenny/Carlow Paula Murphy Anthony Ryan Kilkenny Chamber of commerce & Kilkenny Industrial Development Company, Ltd.
Anthony Fitzgerald (Business Development Executive South Tipperary Development Company Phil Shanahan (Social Inclusion Programme Manager
Employees (Number 10,007 Under 10 Active Enterprises (Number 2, 059 Persons Engaged (Number 4, 280
Employees (Number 2, 909 10-19 Active Enterprises (Number Persons Engaged (Number Employees (Number 20-49
Active Enterprises (Number 73 Persons Engaged (Number 2, 148 Employees (Number 2, 139 50-249
Active Enterprises (Number 31 Persons Engaged (Number 2, 820 Employees (Number 2, 819 250 and over
Active Enterprises (Number Persons Engaged (Number Employees (Number Kilkenny All persons engaged size classes Active Enterprises (Number
3, 491 Persons Engaged (Number 16,580 Employees (Number 14,272 Under 10 Active Enterprises (Number 3, 199
Persons Engaged (Number 6, 343 Employees (Number 4, 101 10-19 Active Enterprises (Number Persons Engaged (Number
Employees (Number 20-49 Active Enterprises (Number 87 Persons Engaged (Number 2, 615 Employees (Number
2, 606 50-249 Active Enterprises (Number 32 Persons Engaged (Number 2, 700 Employees (Number
2, 700 250 and over Active Enterprises (Number Persons Engaged (Number Employees (Number Waterford All persons engaged size classes
Active Enterprises (Number 4, 317 Persons Engaged (Number 27,417 Employees (Number 24,610 Under 10 Active Enterprises (Number
3, 904 Persons Engaged (Number 8, 213 Employees (Number 5, 507 10-19 Active Enterprises (Number
246 Persons Engaged (Number 3, 257 Employees (Number 3, 183 20-49 Active Enterprises (Number
104 Persons Engaged (Number 3, 046 Employees (Number 3, 023 50-249 Active Enterprises (Number
47 Persons Engaged (Number 4, 531 Employees (Number 4, 527 250 and over Active Enterprises (Number
16 Persons Engaged (Number 8, 370 Employees (Number 8, 370 Wexford All persons engaged size classes
Active Enterprises (Number 6, 035 Persons Engaged (Number 27,355 Employees (Number 23,451 Under 10 Active Enterprises (Number
5, 518 Persons Engaged (Number 11,177 Employees (Number 7, 395 10-19 Active Enterprises (Number
313 Persons Engaged (Number 4, 134 Employees (Number 4, 038 20-49 Active Enterprises (Number
143 Persons Engaged (Number 4, 186 Employees (Number 4, 163 50-249 Active Enterprises (Number
55 Persons Engaged (Number 5, 271 Employees (Number 5, 268 250 and over Active Enterprises (Number
6 Persons Engaged (Number 2, 587 Employees (Number 2, 587 Tipperary All persons engaged size classes
Active Enterprises (Number 6, 254 Persons Engaged (Number 29,480 Employees (Number 25,113 Under 10 Active Enterprises (Number
5, 714 Persons Engaged (Number 12,044 Employees (Number 7, 851 10-19 Active Enterprises (Number
338 Persons Engaged (Number 4, 409 Employees (Number 4, 259 20-49 Active Enterprises (Number
131 Persons Engaged (Number 3, 816 Employees (Number 3, 795 50-249 Active Enterprises (Number
60 Persons Engaged (Number 5, 249 Employees (Number 5, 248 250 and over Active Enterprises (Number
11 Persons Engaged (Number 3, 962 Employees (Number 3, 960 Source: CSO Business Demography. http://www. cso. ie/px/pxeirestat/Statire/Selectvarval/saveselections. asp
Note: North/South Tipperary not available separately Note: The geographical breakdown given is an approximation.
The county breakdown is based on the address at which an enterprise is registered for Revenue purposes,
all its employees will be counted against the county where the head office is located. Enterprises with Unknown supplied generally have registered Revenue addresses outside of the Republic of ireland.
However, the employees registered with these addresses are working in the Republic of ireland For example, County Waterford has employers in a range of indigenous and FDI companies.
These include Pharmaceutical/Science: GSK, Pinewood Laboratories (Wockhardt), Microbrush International Limited, Lancaster Laboratories Europe (Microchem
DKM Economic Consultants. Annual Construction industry Review 2009 and Outlook 2010†2012, October 2010. Accessed at http://www. dkm
Data on construction employment was obtained by DKM Economic Consultants for Q1 2010, based on the total number employed at that time (130,600).
DKM Economic Consultants. Annual Construction industry Review 2009 and Outlook 2010†2012, October 2010. Accessed at:
While some unemployed workers have left the labour force due to emigration or early retirement, for example, DKM suggests it is likely that the majority are being counted as unemployed
and other construction workers have opted to emigrate. While this trend implies a loss of design and construction skills,
DKM Economic Consultants for the Society of Chartered Surveyors Ireland. The irish Construction industry in 2012. Accessed at:
The situation now is skilled that many construction workers, professionals and trades persons have to emigrate to secure employment.
There are considerable policy implications arising for unemployed construction workers who will require new skills to find employment in other sectors.
Employers tackle †unpredictable†skills mismatch in ICT sector...p. 2 EU€ s †digital champions†make plea to next Commission...
The EU executive has identified five ICT policy themes that need to be addressed by the member organisations and EU officials
Employers also have to be better at explaining that the opportunities in ICT are attractive,
Euractiv that the EU€ s executive is â€oedefinitely†viewing the Grand Coalition initiative as a success so far.
employment services Employers tackle †unpredict -able†skills mismatch in ICT sector Although ICT experts disagree on
how big the future skills gap in the sector will be, they are convinced that employers need to tackle the issue
today through better training pro -grammes, better start-up environ -ments, and recruiting more women The past years†financial crisis is still
reflected in the overall unemployment rate in the EU€ s 28 member states which at the
Experts believe a new wave of big data and smartphone applications has the highest potential in terms of job creation
in a desperate need for skilled workers according to experts. But how big the skills gap will be is impossible to forecast in an
ever-changing business environment. Last year, the European commission said the EU would lack 700,000 workers in the ICT
sector by 2015 Since then the consultancy Empirica has predicted that about 900,000 jobs should remain unfilled by 2020, mostly in
Higgins said that employers face a big challenge in communicating what sort of exciting job opportunities the industry is
are not providing the ICT sector workers that suit the industry needs, making them unemployable in the worst case
between employers and the academic sector when designing courses. A common certification for standards across countries
job market or can create their own start-ups leave for the single US market which is still
EU, experts claim â€oewe need that whole support infrastructure, mentors, access to finance. It should be easier to set up a business, and
matching-up of skills and labour market needs. The commission already runs a series of initiatives across different
global level, experts warn As researchers from the Belgian university KUL stressed in a study recently
will need 900,000 skilled ICT workers by 2020. To address the issue, the SEPE together with Digital Europe on Tuesday
Changes attributed to this technology include new patterns of work organization and worker productivity, job creation and loss, profit and loss of companies,
those of other inputs, dispensing increasingly with the sweat and the old craft skills of workers in the fields and
being indicated by the presence of workers with high formal educational attainments and skill qualifications, company run on-the-job training programs,
reorganization linked with computerization and worker retraining. Taking those into account statistically leads to substantial elimination of the apparent â€oeexcess†of the estimated returns ON IT capital vis-Ã-vis the returns on
intangible investments in the retraining of workers and the reorganization of business operations that, as as been
employees are being given general purpose tools that may be and often are useful for devising new ways to
equipment to which every employee is entitled From a business process or activity accounting viewpoint, however, the spread of personal information
workers. The environmental niches in which these devices were able to achieve a foothold were ones where the
trajectory of ICT development that will impinge directly upon the specific task performance of workers equipped
Government Options for the Labour market. Cambridge: Cambridge university Press, 1997, pp. 433-63 26 Gordon, Robert J.,â€oemonetary Policy in the Age of Information technology:
-98.3%of Spanish companies with 10 or more employees have Internet access in the first quarter 2014.
-The percentage of companies with 10 or more employees using mobile broadband rises four points, standing at 78.3
%-91.1%of companies with 10 or more employees interact online with the Public Administrations in 2013
-The turnover created in companies with 10 or more employees due to electronic commerce reached 15.1%of the total sales in 2013, that is, 6. 7%higher than in
98.3%of Spanish companies with 10 or more employees had an Internet connection in the first quarter 2014.
250 or more employees, this percentage reached 95.7 %Percentage over the total number of companies with 10 or more employees
Number of employees TOTAL 10 to 49 50 to 249 250 or more %of companies with
-Computers 99.2 99.1 99.5 99.8 -Local area network 87.3 85.9 95.0 97.7 -Wireless Local area network 61.9 59.5 74.2 81.1
%of companies that provide their employees with portable devices that allow a mobile connection to the Internet for
54.6%of companies issued their employees with portable devices, enabling connection to the internet for company use. 36.4%of these were laptop computers,
25.1%of companies hired ICT experts and 11.1%hired new experts in 2013 In turn, 22.9%of companies invested in ICT training in 2013.
more employees, this figure reached 59.8%,that is, six points over that of the last year
Evolution of ICT use in companies with more than 10 employees ICT use in companies with more than 10 employees had an uneven behaviour between the
first quarter 2013 and the same period of 2014 On the one hand, an increase of nearly four points in the use of mobile broadband and in the
Evolution of the use of ICT in companies larger than 10 employees 71.6%73.6 %90.4
99.9%of companies with 10 or more employees with an Internet connection accessed it via a broadband solution (fixed or mobile.
Percentage out of the total number of companies having 10 or more employees and an Internet connection
or more employees via their website were company introduction (90.5%),privacy policy statement or certification related to website
Percentage over the total number of companies with 10 or more employees and an Internet connection
Posting vacancies or receiving online job applications 21.1 Ordering or booking online 16.9 Online order tracking 11.1
%Use of social media by companies with 10 or more employees 36.9%of companies used any social media due to work issues
Use of Cloud computing solutions by companies with 10 or more employees At the beginning of 2014,15%of companies used Cloud computing solutions.
Companies with 10 or more employees whose headquarters are located in Cataluã a Comunidad de Madrid and Principado de Asturias presented the greatest intensities in their
Sales via e-commerce by companies with 10 or more employees 17.8%of companies with 10 or more employees carried out sales via electronic commerce in
the year 2013. Turnover generated by these sales reached 195,443 million euros, 6. 7%more than in 2012
more employees, as compared with 14.0%from the previous year 12.2%of companies carried out sales via electronic commerce on a website.
%Purchases via e-commerce by companies with 10 or more employees 28.5%of companies with 10 or more employees made purchases via e-commerce during the
year 2013. The total volume of orders of goods and services made via e-commerce reached
or more employees, as compared with 20.3%the previous year 26.9%of companies carried out purchases via electronic commerce on a website.
Performance of the percentage of companies with 10 or more employees that carried out electronic commerce (2008-2013
-commerce by companies with 10 or more employees (2008-2013 Millions of euros 163,739 156,607
with 10 or more employees (2009-2013 -4. 4 %11.1 %5. 4 %-0. 2 %6. 8
employees (2008-2013 13.8 %15.5%15.6 %19.1 %20.3 %21.7 %9. 6 %11.5%11.5 %13.7%14.0
ICT use in companies with fewer than 10 employees 72.3%of companies with fewer than 10 employees had computers,
and 24.4%had a Local Area Network (LAN) installed, according to the data from the first quarter 2014
Regarding communications, 76.5%of companies with fewer than 10 employees used mobile phones, compared to the 74.6%of the previous year,
%ICT infrastructures in companies with less than 10 employees Percentage over the total number of companies with less than 10 employees
First Quarter 2013 First Quarter 2014 %companies having -Computers 71.6 72.3 -Local area network 24.0 24.4 -Wireless Local area network 16.4 17.6
1) Percentage over the total number of companies with less than 10 employees and an Internet connection
Evolution of ICT use in companies with fewer than 10 employees ICT use also had an uneven behaviour in companies with fewer than 10 employees between
the first quarter 2013 and the same period of 2014 Mobile broadband access experienced the most significant increase, from 56.8%to 66.4
This study has targeted 15,043 companies with 10 or more employees, and 10,618 companies with fewer than 10 employees, located in Spain and belonging to sections C, D
E, F, G h i, J, L, M, N and group 95.1, according to the National Classification of Economic
Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of
proportions in employee tasks and how to do. In situations where employees do not have the knowledge to achieve them,
it is likely that these changes seek to avoid or to reduce as much ï disrputions on networking system Disruption of the person within the
Each employee is integrated in a micro office in the organization being in some work and personal relationships with other people.
employee is satisfied with it, and the change will affect the relational context and position within it,
The employees who develop different perceptions of the objectives, content, implications and effects of change, is likely not generate the same motivation for change sometimes occur
Employees who fall into this category -Quantitative Methods Inquires 109 and they are not few-will always tend to block change,
perceived by employees and other stakeholders, their resistance to change will be more intense ï lack of leadership.
employees will manifest insufficient responsiveness passivity and even resistance to expected changes. The leader is a driving force for
effort, team spirit, obtaining performance from employees will induce a favorable attitude change, thus diminishing the explicit and implicit resistance to change
therefore it is likely that employees feel vulnerable in several respects (risk taking committing mistakes, s. a
According to the American consultant J. Kotter 9 differ tangled emotions that occur change as anger, pessimism, arrogance, pride, cynicism, panic, fatigue, distrust, anger
i e. employees must be shown opportunities and threats in a convincing manner and particularly the EU would achieve it aware of the need for
defined as enterprises with 1-249 employees, and also large companies and was implemented by means of computer-assisted telephone
disproportionally stratified across four size classes (0†9, 10-49,50-249 employees)( official EU classification of SMES) and>250 employees.
Enterprises with less than 10 employees micro-enterprises) were excluded not since they generally have limited identifiable innovation activities and this population usually contains many start-ups who are very
innovative in order to survive on the market. Interviewers explicitly asked for those who were responsible for implementation of change,
0-9 employees 10-249 employees 50-249 employees over 250 employees 223 408 154 34
%-0†9â employees 27 %10†249â employees 50 %50†249â employees 19 %overâ 250â employees
4 %Dimensionâ ofâ analyzedâ companiesâ (employeeâ criteria 0†9â employees 10†249â employees 50†249â employees overâ 250â employees
Privateâ companyâ limitedâ byâ shares 99 %Publicâ limitedâ company 1 %Sampleâ delimitedâ byâ typeâ ofâ
business Quantitative Methods Inquires 114 NACE 6203 (management activities (administration and operation) of calculation), 9. 9
%-NACE code 6209 (Other information technology service activities), 10,9%-NACE 6311 data processing, hosting and related activities), 1, 2%-NACE 6312 (activities of web portals
employees 72,28%of mid-level and high level managers have positive reactions to change, the remaining 39,82%saw the change as a threat
Unfortunately 74,72%of employees show an active resistance to change Frequency of using tactics to reduce resistance to
Reducing resistance to change was obtained negotiation with employees reluctant to change (21,5), %Staff training (21,2%),Providing information
with employees) are vital Success is the approach References 1. Ansoff, I. and Mcdonell, E. Strategic Management, Palgrave Macmillan Publishing
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