ACTIVATION OF THE UNEMPLOYED AND COACHING OF THE EMPLOYED

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ACTIVATION OF THE UNEMPLOYED AND COACHING OF THE
EMPLOYED

• LUBLJANA
• 8 AND 9 JUNI 2007
• BEN VALKENBURG

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• THE CONTEXT
• 25 YEARS OF SOCIAL POLICIES EMPLOYMENT
  STRATEGIES, ACTIVE LABOUR MARKET POLICY,
  (RE)INTEGRATION, ACTIVATION, WORK-FIRST, ET
  CETERA
• THREE MAIN ELEMENTS
• FIRST INTEGRATION IN SOCIETY EQUALS INTEGRATION
  IN THE LABOURMARKET
• SECOND COST-EFFECTIVENESS
• THIRD INDIVIDUALIZATION OF ACTIVATION POLICY

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• THE UNDERLYING DISCOURSE
• FIRST THE (FINANCIAL) PROBLEMS OF THE WELFARE
  STATE
• SECOND A COMPETITIVE, FLEXIBLE ECONOMY
• THIRD JUSTICE, EMANCIPATION AND RESPONSIBILITY
• BRINGING
• THE WELFARE STATE FROM PROTECTION TO
  PARTICIPATION
• CUTS ON BENEFITS
• LIMITS ON THE ENTRY OF THE SYSTEM OF SOCIAL
  SECURITY
• PERMANENT REORGANIZATION OF POLICY DELIVERY
• NEW PUBLIC MANAGEMENT
• DECENTRALISATION
• PRIVATISATION AND A MARKET OF PROVISIONS

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• INDIVIDUALIZATION OF INTEGRATION POLICY ON THE
  SURFACE
• FROM THE CLIENT AS A BUREAUCRATIC CATEGORY
• TO THE INTEGRATION COACHING
• FROM TARGET GROUPS AND CASE-LOADS
• TO INDIVIDUAL INTEGRATION CONTRACTS (IRO)
• UNDER THE SURFACE A MIX OF THREE ELEMENTS
• FIRST TAYLORMADE PROVISIONS FROM AN
  INSTITUTIONAL PERSPECTIVE
• SECOND INDIVIDUALIZATION AS A CHANGE IN THE
  SOCIAL CONTRACT
• THIRD AN INDIVIDUAL, DEMAND DRIVEN APPROACH

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• TAYLORMADE PROVISIONS FROM AN INSTITUTIONAL
  PERSPECTIVE
• POLICY
• DEFINING PROBLEMS
• PROBLEM ANALYSES
• SOLUTION STRATEGIES
• INSTRUMENTS
• DELIVERY
• 6. EVALUATION
• TRADITIONALLY

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• CONSEQUENCES
• CONFRONTATION WITH OTHERS DEFINITIONS,
  STRATEGIES ETCETERA
• NO ROOM FOR THE SUBJECTIVE PERSPECTIVE OF THE
  INDIVIDUAL
• A LIMITED WAY OF LOOKING AT THE INDIVIDUAL
• TAYLORMADE IS
• WHAT DO YOU NEED, TO BE ABLE TO DO WHAT WE WANT?

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• INDIVIDUALIZATION AS A CHANGING SOCIAL CONTRACT
• FROM STRUCTURAL PROBLEMS, TO INDIVIDUAL PROBLEMS
• FROM COLLECTIVE SOLIDARITY TO INDIVIDUAL
  RESPONSABLITIY
• A SHIFT FROM RIGHTS, TO OBLIGATIONS
• SCREENING OF THE INDIVIDUAL, AS A BASIS FOR HIS
  RIGHTS
• INDIVIDUAL CONTRACTS
• ARE YOU WILLING AND ABLE, TO DO WHAT WE WANT?
• AN RECIPROCAL, DEMAND DRIVEN APPROACH
• DATES BACK TO THE 80S

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• FIVE ELEMENTS
• FIRST THE INDIVIDUAL CLIENT AS A PERSON IN A
  SOCIAL CONTEXT
• MOTIVES, WHISHES
• COMPETENCES
• WAYS OF LEARNING
• SOCIAL BACKGROUND AND NETWORKS (SOCIAL AND
  PROFESSIONAL)
• SELFIDENTITY, CULTURE
• PRACTICAL AND DISCURSIVE KNOWLEDGE

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• SECOND LOOKING AT AND WORKING WITH PEOPLES
  STRENGHT AND COMPETENCES
• THIRD THE ACTIVATION TRAJECTORY AS A RECIPROCAL
  PROCESS
• INCLUDING PROBLEMDEFINITIONS, ET CETERA
• INCLUDING THE OPTIMAL MATCH BETWEEN INDIVIDUAL
  AND WORKING SITUATION
• FOURTH INTERACTION BASED ON THE PROCESS OF THE
  CLIENT
• FIFTH THE CLIENT AS A DIRECTOR OF HIS OWN
  TRAJECTORY

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• A RECIPROCAL, DEMAND DRIVEN APPROACH AS A
  SUCCESFACTOR IN ACTIVATION POLICIES?
• FROM AN INSTITUTIONAL PERSPECTIVE ???????
• FROM THE PERSPECTIVE OF POLICY DELIVERY YES

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• A RECIPROCAL DEMAND DRIVEN APPROACH AS AN
  INSPIRATION FOR COACHING THE EMPLOYED YES
• ARGUMENTS
• MISMATCH AS THE MAIN CAUSE FOR PROBLEMS (BURNOUT,
  BAD PERFORMANCES)
• DISCUSSIONS ON HUMAN RESOURCE MANAGEMENT
• WHAT IS THE DIFFERENCE BETWEEN UNEMPLOYED AND
  EMPLOYED
• THEIR RESOURCES YES
• BEING A PERSONAL BEING IN A SOCIAL CONTEXT NO