In a rapidly developing labor market, in which some parts of jobs disappear and new parts appear due to technological developments, companies are struggling with defining future-proof job qualifications and describing job profiles that fit the organization’s needs. This is even more applicable to smaller companies with new types of work because they often grow rapidly and cannot hire graduates from existing study programs. In this research project, we undertook in-depth, qualitative research into the five roles of a new profession: social media architect. It has become clear which 21st century skills and motivations are important per role and, above all, how they differ in subcategory and are interpreted by a full-service team in their working methods, in a labor market context, and in the talents of the professional themselves. In a workshop, these “skills” were supplemented through a design-based approach and visualized per team role in flexibly applicable recruitment cards. This research project serves as an example of how to co-create innovative job profiles for the changing labor market. Ellen Sjoer, Petra Biemans. “A design-based (pre)recruitment approach for new professions: defining futureproof job profiles.” Információs Társadalom XX, no. 2 (2020): 84–100. https://dx.doi.org/10.22503/inftars.XX.2020.2.6
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Recently, the job market for Artificial Intelligence (AI) engineers has exploded. Since the role of AI engineer is relatively new, limited research has been done on the requirements as set by the industry. Moreover, the definition of an AI engineer is less established than for a data scientist or a software engineer. In this study we explore, based on job ads, the requirements from the job market for the position of AI engineer in The Netherlands. We retrieved job ad data between April 2018 and April 2021 from a large job ad database, Jobfeed from TextKernel. The job ads were selected with a process similar to the selection of primary studies in a literature review. We characterize the 367 resulting job ads based on meta-data such as publication date, industry/sector, educational background and job titles. To answer our research questions we have further coded 125 job ads manually. The job tasks of AI engineers are concentrated in five categories: business understanding, data engineering, modeling, software development and operations engineering. Companies ask for AI engineers with different profiles: 1) data science engineer with focus on modeling, 2) AI software engineer with focus on software development , 3) generalist AI engineer with focus on both models and software. Furthermore, we present the tools and technologies mentioned in the selected job ads, and the soft skills. Our research helps to understand the expectations companies have for professionals building AI-enabled systems. Understanding these expectations is crucial both for prospective AI engineers and educational institutions in charge of training those prospective engineers. Our research also helps to better define the profession of AI engineering. We do this by proposing an extended AI engineering life-cycle that includes a business understanding phase.
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This study contributes to the employability skills debate by investigating how students’ self-perceived 21st century skills relate to the self-perceived fit between their higher education curriculum and their future labor market for a sustainable entry to this labor market. Survey data from 4670 fourth-year students over a period of four years were analyzed. Furthermore, out of this group, 83 students were monitored longitudinally over their full educational student careers. Results showed a positive relationship between students’ self-perceived 21st century skills and their self-perceived “education-future labor market fit”. Among more recent cohorts, a significant improvement in their self-perceived 21st century skills was found. Overall, this study indicated that in order to deliver “employable” graduates, students need to be thoroughly trained in 21st century skills, and their development should be retained and expanded. This is one of the few studies that uses a vast amount of both cross-sectional and longitudinal data on skills and labor market perspectives among new graduates.
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1e alinea column: Organisaties dienen tegenwoordig randvoorwaarden te creëren waarbij ook behoeftes van de medewerkers aan autonomie, identificatie en zingeving worden vervuld. In organisaties die dit snappen geven de medewerkers zelf vorm aan eigen functie zodat die voldoet aan de behoeftes van de persoon. Ze veranderen de inhoud en de context van de functie waardoor de beleving ook verandert. Job crafting.
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The target group in the Atlas project consists of people who have no access to higher education or training, because of limitations in their mental capacities (people with intellectual disabilities). These people have considerable problems to find and retain a job because of their lack of social skills. They are prepared for jobs in the open labour market, or in sheltered workshops or day centres. Pupils in Practical Training are a part of this target group. In this article the new concept of competence is introduced. Skills, attitude, knowledge and experience are embedded in the competence.
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Person-centered care interventions can improve the quality of life and decrease behavioral problems of people with dementia. Although not convincingly proven, person-centered care interventions may benefit the caregivers as well. This study aims to gain insight into how working with the Veder Contact Method (VCM) – a new person-centered care method – influences the job satisfaction of caregivers.
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The Internet introduces new business choices for customer interaction. In this article we introduce two claims. Firstly, we will show that the way companies shape their customer interaction, and not their sector or size, determine the market segmentation. Secondly, Internet dynamics and its effect on customer interaction rebalances the companies’ marketing and sales function: the Internet shortens the time window for new market opportunities and makes everyone a salesman. Therefore, traditional marketing activities become more and more part of Sales. Corporate communication and branding become more vital.
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The world needs more jobs to meet United Nations Sustainable Development Goal 8 and to keep up with expected population growth. Policymakers stimulate start-ups due to their expected job-generating effect. Despite the increased number of solo self-employed, percentages on graduation from small to larger enterprises are low. This study focuses on entrepreneurs who create jobs, and have passed ‘the one-employee threshold’. What are the considerations of the solo self-employed when making the decision to hire their first employee? 27 Interviews were conducted with entrepreneurs in developed and developing countries. The analysis shows that solo self-employed have considerations about time, skills, trust and opportunities when hiring their first employee. The study finds evidence of effectual behaviour. Trust is important: trust in others (the first employee) and trust in yourself (becoming an employer). To stimulate job creation, policymakers should stimulate effectual behavior that enhances the self-efficacy of the solo self-employed. This is a draft chapter/article. The final version is available in Unlocking Regional Innovation and Entrepreneurship edited by Iréne Bernhard, PhD, Urban Gråsjö, PhD, School of Business, Economics and IT, University West and Charlie Karlsson, Professor Emeritus, Jönköping University and Blekinge Institute of Technology, Sweden, published in 2021, Edward Elgar Publishing Ltd https://doi.org/10.4337/9781800371248
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In 2013 the Centre of Applied Labour Market Research (Kenniscentrum Arbeid, KCA) has developed a method for data collection to get an insight in employer’s future demand for staff. The method is developed to contribute to solve an action problem in the Eemsdelta region. Despite indications of a threat of shortage of technicians in that region, none of the regional actors undertakes action. They miss detailed information about the employers’ future demand for staff. To be able to take tailor-made measures, the actors must have a proper idea of the labour market problems which can be traced back to company level. For each job opening must be clear to which profession it is related and to which educational specialism and educational level. These information appears to be not available. For employers it is, understandable, difficult to estimate their future demand for staff, because a lot of uncertain factors influence that need. Especially SME’s who often don’t have a HR-officer are missing the knowledge and time or money to invest in making a future picture of their need for staff. And data from existing labour market information sources can’t be translated well at regional or local level, never mind at company level. Without detailed information about the future employer’s demand for staff, possible problems stay latent. There is no sense of urgency for the employers to take action and the regional policy makers are missing information to develop specific educational and labour market policy. To get the needed detailed information, it has to be obtained from the employers themselves, at company level. During a research pilot in 2013 KCA has designed a method for data collection and practiced it with nine companies in the Eemsdelta region. The results indicate that the method works. In a relatively labour-extensive way the needed information can be obtained. At company level it gives the employer insight in his actual and future staff requirements and makes him aware of possible problems. As regards to the policy makers, the pilot was too small for a complete regional picture, but it demonstrates that the anonymised data of the individual companies can be merged to one umbrella data-file. From that file analyses can be made to find trends and possible problems at the labour market, both at regional and sectoral level and to obtain input for developing effective policy. The successful results of the pilot offers good reasons for a follow-up study with much more companies and to develop the method into a complete labour market monitor, by broadening the method with data about the labour supply and data of new employers.
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In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
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