De loopbaan van mannen wordt beperkt als ze kiezen voor een werkweek van 4 keer 9 uur, maar vrouwen profiteren juist van zo’n indeling. Dat is een conclusie van het arbeidsmarktonderzoek van economisch geograaf Inge Noback. Uit het onderzoek blijkt verder dat het aantal gewerkte uren per week voor beide seksen nog altijd daalt. Noback: ‘Als de overheid zich zorgen maakt over vergrijzing moet ze niet alleen de pensioenleeftijd verhogen, maar ook meer uren werken op de agenda zetten.’ Noback promoveert op 27 oktober 2011 aan de Rijksuniversiteit Groningen. Voor haar onderzoek naar de verschillen in loopbaanontwikkeling tussen mannen en vrouwen dook Noback in de administratie van een groot Nederlands bedrijf. Door met een loep te kijken hoe de carrière van mannen en vrouwen zich ontwikkelde, gerelateerd aan het aantal uren dat zij werkten, vond zij uit dat de seksen naar verschillende maatstaven worden beoordeeld: ‘Omdat het om één bedrijf gaat kun je niet generaliseren, maar je ziet wel hoe processen werken. Het blijkt dat vier dagen van negen uur voor mannen niet werkt. Zij worden geacht altijd beschikbaar te zijn. Als ze er één dag van de week niet zijn, worden ze daarop afgerekend. Voor vrouwen ligt dat anders, omdat men er toch al van uitgaat dat ze parttime werken. Zij kwamen dus sneller vooruit.’ Regionale verschillen Het onderzoek naar de verschillen in carrière is maar één onderdeel in het arbeidsmarktonderzoek. Noback keek bijvoorbeeld ook naar de regionale verschillen in arbeidsparticipatie. Vrouwen in een stedelijke omgeving blijken vaker en langer te werken dan hun seksegenoten op het platteland. Mannen werken in steden juist minder. Een andere opvallende conclusie is dat vrouwen van werk weerhouden worden niet alleen door zorg voor kinderen, maar ook die voor ouderen in de omgeving. Kinderen In Nederland hebben weliswaar relatief veel vrouwen een baan, maar gemiddeld werken ze veel minder uren dan vrouwen in de meeste andere Europese landen. Ook mannen werken steeds minder uren, zeker na de geboorte van het eerste kind, stelde Noback vast. Dat kan niet lang zo doorgaan, verwacht ze: ‘De overheid moet zorgen voor langere werkweken, want met alleen het verhogen van de pensioenleeftijd redden we het niet. Er is dus meer kinderopvang nodig. Nu zijn kinderen nog allesbepalend voor de loopbaan van vrouwen en eigenlijk is dat helemaal niet vanzelfsprekend. Natuurlijk heb je vrouwen met jonge kinderen die daarvoor een periode willen thuisblijven. Dat moeten ze vooral doen, maar dat hoeft niet de hele loopbaan te bepalen.’ Vingerafdruk Er zijn veel geaggregeerde gegevens beschikbaar over de arbeidsmarkt en ook over arbeidsparticipatie van mannen en vrouwen. Het CBS, de UWV en andere instanties publiceren ze met grote regelmaat. Dat veel vrouwen in Nederland een parttimebaan hebben, maar per saldo minder uren werken dan seksegenoten in veel andere landen is bekend, evenals de trend dat zowel mannen als vrouwen steeds minder werken. Maar Noback kreeg voor haar onderzoek unieke gegevens tot haar beschikking: ‘Ik mocht rondsnuffelen in de microdata van het CBS. Dat betekent geanonimiseerde informatie over tien miljoen individuele banen, en heel specifieke informatie over de dynamiek in bijvoorbeeld het aantal gewerkte uren. In tegenstelling tot de survey data is dat echt nieuw. Je mag ze alleen bekijken, je krijgt toegang vanaf je laptop met een vingerafdruk, dankzij een programma dat ze bij je thuis komen installeren. Echt heel bijzonder.’ Arbeidspotentieel Uit dit Sociaal Statistisch Banen Bestand maakte Noback een selectie van werknemers die tussen 2003 en 2005 dezelfde baan hebben gehouden, maar van wie wel het aantal werkuren kon zijn veranderd. Het blijkt dat de werkuren van vrouwen vaker veranderen dan die van mannen, helemaal als ze eerst een baan hadden van minder dan drie dagen per week. Noback: ‘Dat toont aan dat er nog behoorlijk wat arbeidspotentieel over is.’
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Second chapter of the English version of the book 'Energieke Arbeid' published by the Centre of Applied Labour Market Research and Innovation (Dutch abbreviation: KCA) to celebrate the 10th anniversary of applied labour market research at Hanze University of Applied Sciences. This chapter (by dr. Louis Polstra) discusses the first of two lines of research of KCA: Healthy Ageing & Work.
As the first order of business in the RIGHT project, each region produced and published its own regional report, using an underlying format developed in work package 3 in this project (Manickam & van Lieshout, 2018). The format and the regional work consisted of three parts. Part 1 is the Regional Innovation Ecosystems (RIE) mapping to provide a qualitative understanding of the region’s innovation ecosystem with regards to its Smart Specialisation Strategies (S3). This part is divided into a socio-economic and R&D profile mapping and a SWOT analysis. The RIE is an adaptation of a methodology and tool used by the eDIGIREGION Project. This part is to be filled in by desk research and consulting regional experts (through interviews and/or focus groups). This part is used for mapping the own regional ecosystems, information for the partners to get to know the other regions and to be able to identify relevant similarities and differences across the regions, which in turn, will be reported in part 1 of this trans-regional report. Regions themselves chose their own sector focus. One could focus on either energy of the blue sector, or both. Part 2 focuses on the innovation capacity and needs of SMEs from the chosen sector(s). The questions are adapted from a systemic study on cluster developments, in which an analysis model was developed (Manickam, 2018). It is based on (on average) six face-to-face interviews with SMEs from the sector. The outputs of these interviews were summarised into one template, in English, by each partner region to allow for joint analysis and comparison that is in turn reported in part 2 of this report Part 3 introduced the Job Forecasting and Skills Gaps mapping using the JOES templates as developed by van Lieshout et al. (2017). To gain an appreciation of the extent and nature of skills gap, each region was asked to analyse current and potential future labour demand, workforce, and discrepancies between the two, in up to 2 businesses. For obvious reasons (confidentiality and privacy), the JOEs will not be published separately, nor will their information be used in the report in a way that would be traceable to specific businesses. We will use exemplary information from them for illustrative purposes in Parts 1 and 2 of this report where relevant.
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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.
The precarity in the cultural sector became exposed during the COVID-19 pandemic. With the lockdowns, the sources of income for cultural venues and cultural workers vanished overnight, intensifying an already challenging labour market. Particularly freelance cultural workers were hit hard. While the immediate shock of the pandemic on the cultural sector has been well documented, the effects on the sector in the aftermath of the pandemic are still to be revealed and repaired. This project tackles these issues by zooming in on the case of the performing arts scene in Groningen. This scene constitutes the part of the cultural sector that was affected the most by the lockdowns. Currently, venues and event organizers in Groningen lack qualified freelance staff as many left the industry during the pandemic. At the same time, self-employed cultural workers find it difficult to generate sufficient incomes and develop sustainable careers in the city. The municipality is eager to support the industry, including freelancers, but is unsure about how best to do so. With a consortium composed of the university, the municipality, a knowledge organisation specialised in cultural entrepreneurship, and a network for creative freelancers in the North of the Netherlands the project is well-equipped to reach its two-fold aims of investigating this current situation and coming up with suggestions for solutions. The core component of the project is an interview study with three groups of self-employed cultural freelancers: experienced production staff, experienced performers, and nascent freelancers (both production staff and performers). Based on data from this study, the project provides a multifaceted picture of the cultural ecosystem in Groningen, highlighting how this system is experienced. This establishes a solid foundation for staging discussions on working conditions in the sector, enabling the project to eventually conclude with recommendations on how to improve the situation.
