Multinational enterprises (MNEs) have become global players in the current globalized labour market and their economic activities are no longer territorially limited, but they extend in different countries, thereby leading to the development of global supply chains. Against this background, companies’ operations are increasingly conducted by foreign subsidiaries and they are being outsourced to business partners worldwide. In both cases, lower working conditions and production costs in foreign countries are one of the driving factors leading to this business choice.
MULTIFILE
The main objective of this report is to analyse and inform about international labour mobility, particularly within Europe, from the perspective of the Dutch Health and Social Care Sector. The report starts by describing the introduction of a new care system in The Netherlands. The government does not participate directly in the actual provision of care. This is a task principally for private care suppliers. Furthermore, the legal position of the Health and Social Care professions, regulated through the Individual Health Care Professions Act, and questions like the international recognition of degrees and the evaluation of foreign diplomas are discussed. This is followed by a clarification of the Dutch education system, particularly, relating to the study of medicine, nursing education and social work education. Subsequently, some core data on the ageing Dutch population are presented. The grey pressure increases and this will have an impact on health spending, health support and the future labour market. Then what follows is a description of the development of employment in the Dutch Health and Social Care Sector, per branch as well as the professions that are engaged in it. The general picture, at this moment, is that the Health and Social Care labour market is reasonably in balance. This trend will continue in the near future; shortages are expected only in the long term. All research done on the subject indicates that international mobility of medical and social professionals is still low in the Netherlands. The question remains whether a more active recruitment policy would be a solution for the expected long term shortages. The report concludes with a look at recruitment policy and some of its developments at the global, national and local level.
High Performance Organization (HPO) characteristics indicate why an organization is able to achieve significantly better results than other organizations and these characteristics can facilitate associations to optimize employees’ work outcomes. The independent professional (IP) is an increasingly occurring phenomenon in the labor market that fulfils an organizations’ need for flexibility in knowledge productivity. This study focuses on the contribution of HPO characteristics to the knowledge productivity of IP's. It was conducted among managers and HRM professionals in various Dutch knowledge-intensive organizations that frequently enlist the services of IPs. This study found a number of HPO attributes that appeared to contribute to the IPs' knowledge productivity, namely the quality of management, an open and actionfocused organizational culture, and continual improvement and innovation. We will use these results to look ahead and consider the future consequences for professional practice. Managers and HRM professionals should strive to contribute to the incorporation of these characteristics within the organization in order to safeguard and enhance knowledge productivity of independent professionals.
In our increasingly global society, organizations face many opportunities in innovation, improved productivity and easy access to talent. At the same time, one of the greatest challenges, businesses experience nowadays, is the importance of social and/or human capital for their effectiveness and success (Backhaus and Tikoo, 2004; Mosley, 2007; Theurer et al., 2018; Tumasjan et al., 2020). High-quality employees are crucial to the competitive strength of an organization in the global economy, as these employees have a major influence on organizational reputation (Dowling at al., 2012). An important question is how, under these global circumstances, organizations and companies in the Netherlands can best be stimulated to attract and preserve social capital.Several studies have suggested the scarcity of talent and the crucial importance of gaining competitive advantage with recruitment communication to find the fit between personal and fundamental organizational characteristics and values for employees (Cable and Edwards, 2004; Bhatnagar and Srivastava, 2008; ManPower Group, 2014; European Communication Monitor (ECM), 2018). In order to become an employer of choice, organizations have to not only stand out from the crowd during the recruitment process but work on developing loyalty and a culture of trust in their relationship with employees (ECM, 2018). Employer Branding focuses on the process of promoting an organization, as the “employer of choice” to a desired target group, which an organization aims to attract and retain. This process encompasses building an identifiable and unique employer identity or, more specifically, “the promotion of a unique and attractive image” as an employer (Backhaus 2004, p. 117; Backhaus and Tikoo 2004, p. 502).One of the biggest challenges in the North of the Netherlands at the moment is the urgent need for qualified labor in the IT, energy and healthcare sectors and the excess supply of international graduates who are able to find a job in the North of the Netherlands (AWVN, 2019). Talent development, as part of the regional labor market and education policy, has been an important part of government programs and strategies in the region (VNO-NCW Noord, 2018). For instance, North Netherlands Alliance (SNN) signed a Northern Innovation Agenda for the 2014-2020 period. SNN encourages, facilitates and connects ambitions focused on the development of the Northern Netherlands. Also, the Social Economic council North Netherlands issued an advice on the labour market in the North Netherlands (SER Noord Nederland, 2017). Knowledge institutions also contribute through employability programs. Another example is the Regional Talent Agreement (Talent Akkoord) framework issued by the Groningen educational institutions, employers and employees’ organizations and regional authorities in which they jointly commit to recruiting, training, retaining and developing talent for the Northern labor market. Most of the hires with a maximum of five year of experience at companies are represented by millennials. To learn what values make an attractive brand for employees in the of the North of the Netherlands, we conducted a first study. When ranking the most important values of corporate culture which matter to young employees, they mention creative freedom, purposeful work, flexibility, work-life balance as well as personal development. Whereas attractive workplace and job security do not matter to such a degree. A positive work environment and a good relationship with colleagues are valued highly (Hein, 2019).To date, as far as we know, no other employer branding studies have been carried out for the North of the Netherlands. Further insight is needed into the role of employer branding as a powerful tool to retain talent in Northern industry in particular.The goal of this study is to provide a detailed analysis of the regional industry in the Northern Netherlands and contribute to: 1) the scientific body of knowledge about whether and how employer branding can strengthen the attractiveness of a regional industry in the labor market; 2) the application of this knowledge and insights by companies and governments in local policy development in the North of the Netherlands.
Manual labour is an important cornerstone in manufacturing and considering human factors and ergonomics is a crucial field of action from both social and economic perspective. Diverse approaches are available in research and practice, ranging from guidelines, ergonomic assessment sheets over to digitally supported workplace design or hardware oriented support technologies like exoskeletons. However, in the end those technologies, methods and tools put the working task in focus and just aim to make manufacturing “less bad” with reducing ergonomic loads as much as possible. The proposed project “Human Centered Smart Factories: design for wellbeing for future manufacturing” wants to overcome this conventional paradigm and considers a more proactive and future oriented perspective. The underlying vision of the project is a workplace design for wellbeing that makes labor intensive manufacturing not just less bad but aims to provide positive contributions to physiological and mental health of workers. This shall be achieved through a human centered technology approach and utilizing advanced opportunities of smart industry technologies and methods within a cyber physical system setup. Finally, the goal is to develop smart, shape-changing workstations that self-adapt to the unique and personal, physical and cognitive needs of a worker. The workstations are responsive, they interact in real time, and promote dynamic activities and varying physical exertion through understanding the context of work. Consequently, the project follows a clear interdisciplinary approach and brings together disciplines like production engineering, human interaction design, creative design techniques and social impact assessment. Developments take place in an industrial scale test bed at the University of Twente but also within an industrial manufacturing factory. Through the human centered design of adaptive workplaces, the project contributes to a more inclusive and healthier society. This has also positive effects from both national (e.g. relieve of health system) as well as individual company perspective (e.g. less costs due to worker illness, higher motivation and productivity). Even more, the proposal offers new business opportunities through selling products and/or services related to the developed approach. To tap those potentials, an appropriate utilization of the results is a key concern . The involved manufacturing company van Raam will be the prototypical implementation partner and serve as critical proof of concept partner. Given their openness, connections and broad range of processes they are also an ideal role model for further manufacturing companies. ErgoS and Ergo Design are involved as methodological/technological partners that deal with industrial engineering and ergonomic design of workplace on a daily base. Thus, they are crucial to critically reflect wider applicability and innovativeness of the developed solutions. Both companies also serve as multiplicator while utilizing promising technologies and methods in their work. Universities and universities of applied sciences utilize results through scientific publications and as base for further research. They also ensure the transfer to education as an important leverage to inspire and train future engineers towards wellbeing design of workplaces.
Our mission is to increase the productivity of Dutch greenhouses. Even the most modern greenhouses still suffer from 10% to 25% loss of crop due to pests and diseases (Pimentel, 2012). Our autonomous flying platform can reduce crop loss by regular scouting while avoiding excessive cost of manual labour. With one drone we can scout one hectare of greenhouse per hour, providing detailed information about environmental parameters and crop health, quality and quantity. In comparison traditional manual scouting methods scout a single hectare per day. As a spin-off from RAAK.MKB006.017 HiPerGreen, we are aiming for a fast track solution to a single pest control problem: Fusarium in orchids, and validate a Minimum Viable Product for use in the Greenhouse.
