This Project is a consequence of the need to implement a social and labor action policy to reduce the difficulties that young people and women have when accessing the labor market.
It seems clear that there are imbalances that prevent this step to social maturity centered on economic independence. On the one hand, the educational system has not yet known how to solve the problem of individualization and prevention of its action; on the other, social norms are still sometimes entry barriers for certain groups.
From the point of view of the environment, this has not facilitated adaptation, since its dynamic of change has been and is becoming faster, even vertiginous.
project-local-employment-centerThe situation created of speed and change can only be treated from the personalization of the guiding action and its flexibility. We must not forget many other factors such as the environment, training, the globalization of opportunities…; however, a necessary and irreplaceable element is the person. We have a social obligation to "slow down within speed" and meet the needs and potentials that we often do not have "time" to discover. Perhaps this is the paradigm on which we have to work, in any case we will not find another as valid as returning the individual as the engine of change.
Change in person, as fuel for change in the environment. Starting from the local level, like opening an umbrella that will eventually house a growing globality, is everyone's task. Rubén Vara Marcos
INTRODUCTION
This document consists of two clearly differentiated parts. On the one hand, the theoretical frame of reference, and on the other, the Center's own action.
It has been considered necessary to describe the theoretical scope that is below all subsequent actions, with the intention of making the invisible visible, that is, to record the purpose of all practical concretions regarding orientation and employment. The fact of designing what we really want to achieve gives us the game to never lose sight of the fact that our main objective is change, as a cause of labor insertion.
Thus, it is necessary to detail the actions that will make this change possible; This is the second part of the project. Of course, always trying totally flexible and adaptable programs, seeking above all things the involvement and motivation to make individuals become protagonists of their own development. At this point it is necessary to consciously demarcate the concrete and time frame of the Center's start. What do you mean by that? Undoubtedly, it would be too ambitious, unrealistic and contradictory to what was stated, in the theoretical framework, to try to expose in detail a path to be followed, this being such a particular area of social action and with a necessary flexibility and permanent reorganization.That is why the "action" approach does not go beyond reflecting what will be the start of the program and its consolidation, in a period not exceeding six months.
The time does not have to be higher than the referenced, since being a program subject to subsidy and the political will of the municipal government, results that justify its existence are necessary. It is important to never lose sight of this aspect, since, although it is clear that it is a purely social service, unfortunately budgets and political will on duty must be the keys to action.
- THEORETICAL FRAMEWORK FOR ACTION.
2.1. ORIGIN.
Covered in the Order of March 1, 2001, of the Presidential Ministry, which establishes the Bases for the creation and / or maintenance of Local Employment Centers for women and youth, in the Local Corporations of the Region of Murcia, the initiative arises, in the Mazarrón City Council, to promote the development and implementation of an employment center, as well as the implementation of an appropriate policy and structure. This is the origin of the present project.
Why precisely a center dedicated to women and youth? Why locally?
Undoubtedly, job placement programs are aimed at anyone who has difficulties entering the job market. For this reason, the two groups mentioned above appear at this time. On the one hand, the group of women, where unemployment rates have a higher incidence, and on the other, that of young people, where the wide range of academic, training and employment, together with the lack of access to adequate channels of information and experience, is it becomes a major barrier to entry.
Regarding the physical sphere of influence, the locality is the primary circle of influence due to its proximity structure and knowledge of the social and labor reality.
2.2 AIMS.
The Center must provide a job information, training and career guidance service, which will have the following primary objectives:
- Inform and guide women and young people by establishing individual insertion itineraries. Improve the skills of young people and women to enter the labor market. Promote youth entrepreneurship and raise awareness among the population and local agents, especially employers, about the difficulties of access of these groups to the labor market.
2.3 DEVELOPMENT.
Until now we have done nothing more than refer to the origin and normative and legal possibility of the project, as well as some general objectives. However, we have not determined which are the pillars on which to build a viable project (see corner 1). Perhaps now is the time to talk about the concept of "employability" and surely this is a paradigm from which to manage important social and labor change in Mazarrón.
Why focus on the development of employability as a paradigm of our project?
Perhaps rather, one should question whether change in people is possible without developing their skills.
Actually, employability consists of "the ability of a person to adapt to the job offer that is given by proper management of the factors that affect it, as well as the conjunction of attitudes, interests, motivations, knowledge, training and skills, which position it positively in the labor market ”(ILO corporate website). As we can see, we have come to find specific aspects to develop (see corner 2); aspects that allow an employable person to be able to adapt to change and manage the concurrence of the labor market.
In the previous scheme we find a new field of development, that of opportunities. Perhaps it is the most salable when it comes to presenting a project of this type: however, it is useless to have and offer a large number of opportunities if we do not foresee the management of people as adaptable resources and with potentials to develop. It is not that the repertoire of opportunities must be set aside, but it must be combined with the development of competencies so that the range of offers is opened, and the ability to decide and create work itineraries is affective.
It is clear that we have reached two fields of action as engines of labor insertion:
Where should we influence?
- Develop the ability to adapt to the job offer, through knowledge of the factors that influence it and training to know how to cope taking them into account. Place in better conditions for access to employment for people, taking into account the shortcomings and potential that are available to cover and develop them according to the needs of the world of work and personal interests. Knowing that starting point before starting the insertion process and know the minimum requirements of the labor market in order to integrate both information in the process. Be aware of the need to learnand acquire / develop the capacity that allows us to develop in better conditions in the work environment, either during the insertion process, or after it. Learn to effectively and actively manage access to employment, knowing the possibilities of the labor market, the strengths and weaknesses and acting on themselves to cover them in one case and develop them in another, and above all knowing the offer and trying to generate opportunities and highlight the turnout. Becoming an active protagonist during the insertion process. Keep the competencies active, acquire new ones and mobilize them, so that continuous adaptation to market requirements is possible. Facilitate better developmentin the environment - social, work… - through personal and professional development acquired in the learning process, to develop employability.
WHAT DO WE WANT TO CHANGE?
Following now our process of gradual approach, we come to the factors that should be the object of action, aspects that in a concrete way are conditioning factors of our response to the stimulus of employment (see sections 4.5 and 6, in these diagrams it is done reference to the aspects or factors in which to influence, developing each of them in behaviors and features that compose them)
INTEREST TO WORK: Perhaps one of the most important challenges is to awaken the concern to start a stable and determined work path. For young people it is important to express the need to stop being under the family umbrella, abandon the fear of failure and bring closer the possibilities that the market offers.
For the group of women it is very important to contribute the vision of independence and liberalization that a job, a trade or a profession can offer.
SOCIAL RULES: Work on the knowledge and application of the "social game" that in all personal and work relationships must be managed to successfully address our experience with the environment.
SELF-ESTEEM: Valuing is crucial; perhaps the other factors may be more or less dispensable or ponderable. However, since we seek employability, since we return to the person as the source of change, valuing our potentials and knowing our weaknesses must be basic.
VALUE THAT IS GIVEN TO WORK: Currently there are many studies on those factors that are most valued at work. This only shows that these factors are multiple, variable over time, with cultural factors… This necessarily leads us to consider that each individual must decide what work will represent for him. In any case, we must not fail to insist on the need to make sense of our daily work as a factor of motivation and success, to guide people efficiently when it comes to insertion in those positions that meet their needs.
INTEREST TO LEARN: We must be "curious animals"; raising concerns about never stopping learning is a guarantee of maintaining acceptable levels of employability.
PERSONAL COMPETENCES:
In the attitudes section we work on internal aspects of the person. Here we must develop the strategies that allow us to participate in the job offer.
Starting from a previous analysis of the person, determining what their potential is, work should be done to cover their deficiencies and improve their virtues; We must convert the latter into their "competitive advantage" for job placement.
PROFESSIONAL SKILLS:
In this last section, perhaps it is where the role of the interested party is less relevant. The topic of training at first may seem the most obvious, however we must bear in mind that although the fact that the final achievement may seem clear, perhaps the way forward is not so clear. One of the most important topics for counselors must be the development of individualized and effective training itineraries for each person.
It is necessary to take into account the different social, economic and personal realities that will influence.
As for experience, it is much more complicated and perhaps one of the gaps that the different educational systems, at all levels, have failed to overcome. The Employment Center should not be an ETT or a means of carrying out precarious practices with no future. Collaboration plans with companies involved in this project must be designed. We can only save this aspect from the involvement of the business fabric of the municipality.
The knowledge of the different companies, their operation, their degree of commitment and the "responsibility" on the part of the municipal employment technicians must be a guarantee of success and perhaps the great difference with other private or public entities, in this sense.
2.4 SYNTHESIS
So far we have wanted to expose a theoretical and justifying basis for the different actions to be carried out.
Many times, from the practical dimension of the projects, it is easy to see their viability, purpose, social moment…, but we believe that it is necessary to understand and know the reason for each action, the background of the entire training and socio-labor framework that is intended to create. For the success of such a center it is necessary to have a strategy that allows us to design action plans and practical schemes that do not stray from global objectives.
Making a brief summary, it could be said that the development of employability will be the strategy that we will follow as a way to achieve an efficient social insertion in the population sectors of youth and women. The following will be the objectives of the orientation programs:
- Personalization of the different actions. Adaptation of the training response to the particular needs of people. (Training itineraries; it is about giving different answers to globalize objectives). Attend to the socio-cultural context (Preparation for insertion). Promote personal maturity processes. Prevention activity, especially with actions in educational centers. Mediation with different agents social.
3. ACTION POLICIES
3.1 THE ACTION
Since this project aims to serve as a path and basis for the start of the activity of the future Municipal Center, it is worth making some preliminary considerations:
- The specific actions that will be outlined below must be framed in an implementation plan that will last one year. It is necessary to consider a long term in order to subsequently carry out a serious and effective analysis that allows continuous improvement. From the first moment that a person demands the attention of the Center, an action protocol must be followed that will be detailed later. Special importance is the creation of a computer program based mainly on a complete and relational database. Special attention must be paid to the initial training and updating of methodologies and knowledge of Employment Technicians, all of them having a current level and coordination with other entities to an optimal degree.Special attention should be given to involving SMEs in this project, through different information and information campaigns. It is convenient to show employers the advantages and possibilities that the development of the Center can have for their progress and that of the area. Maintaining a high level of communication with other municipalities, as well as with different organizations related to social and labor issues, has also of being a permanent target. This can and should be a crucial way of information entry and updating. Since the reality that must make the Center last must be “social profitability”, an archive must be created in which all actions are reflected carried out, participation in programs, meetings, achievement, contracts, collaboration,personal dossiers… The preparation of an annual report must be valid, not only as a promotion and justification, but as a method of evaluation and improvement for subsequent policies.
The activity of the Mazarrón Local Employment Center will initially focus on four main blocks:
- Education and training of the Technicians. Management of the municipal employment exchange. Action protocol (Reception, orientation and personalized attention). Promotion of the Center.
These blocks to be developed will be fully operational, achieving measurable results in a period not exceeding 1 year.
3.1.- TRAINING AND TRAINING OF TECHNICIANS
Initially, the responsibility for the specific training of future technicians lies with the Autonomous Community. It will be taught in a course for managers of Employment Centers, where all aspects relating to their management will be treated generically.
But the importance of this section must make us the training of those responsible end here. Undoubtedly, the permanent updating of the municipal team is essential. How to do it?
Let's divide the aspects to be dealt with into three blocks: knowledge, experiences and information (see corner 7)
- Knowledge: This block will include those typically teaching activities that technicians should receive. They will be the result of a needs analysis carried out after gathering information and experiences, the latter aspects of which are detailed below. Experience: Being very attentive to what happens in other environments, more or less close, is a necessary task to be able to adapt, to our reality as far as possible, other performances or programs. Here the different European projects have a special place and the many and interesting experiences carried out in different Spanish cities under their protection. information: It is crucial to have a wide, varied and current information. The possibilities of orientation are multiplied enormously by having material, sources and addresses that distribute all kinds of data.
In short, if we combine the experiences contributed by other institutions or centers, with the information collected by the center, this will facilitate two things. On the one hand, it will make us see the training or other deficiencies that the technicians have to fill, as well as other orientation policies that will undoubtedly enrich us. On the other hand, the analysis of all this will put us in a position to locate new sources of information and experiences that self-feed this process.
One way to objectify this microsystem is to translate it into the Annual Team Training Plan, as a way of evaluating, monitoring, and “growing” it.
3.3- MANAGEMENT OF THE EMPLOYMENT EXCHANGE:
Recruitment and pre-selection processes will be carried out through a database (selection for those organizations that request it). In this section, policies for the involvement of the different social and business agents will be proposed, as a way of maintaining a satisfactory supply and demand that reflects the reality of the environment.
With the collaboration of the City Council and different business organizations in the region, a first presentation of the project and the Center will be made. The same
In this way, a meeting will be held with those companies selected (and who wish to collaborate) to individually prepare a report of their present and future needs, as well as a specific policy of collaboration with the program, this information being updated at least annually, as long as the initiative does not start from the business side. (see corner 8)
Thus, collaboration agreements for the management of offers and demands will be maintained with, among others, the following organizations:
- Mazarrón City Council. ESO Institutes Women's Associations. Cultural associations. Popular University. Cartagena Chamber of Commerce. Murcia Chamber of Commerce. Business School (Fundación Universidad Empresa de Murcia) University of Murcia (COIE). University of Cartagena Catholic University of Murcia (UCAM) Mazarrón Merchants Association. Media. Business.
It is important and necessary that the employment exchange, both from the point of view of supply and demand, is up to date. This implies personalized monitoring of those people and positions that have been managed. Furthermore, the interest that the center must show towards companies and individuals, once the objective has been achieved, must go so far as to confirm the satisfaction of both parties. This is not only not going to give a quality image in the management of the program itself, but it is going to allow a very important feedback to solve possible errors and keep improving.
So:
3 . 4 WELCOME, GUIDANCE AND PERSONALIZED ATTENTION
This section responds to the need to involve people who request it in the process of their labor integration. It is about improving your possibilities of insertion, expanding your vision and informing about the different training itineraries to achieve it. Intervention with people may follow different models:
- Direct and individualized intervention. Group intervention.
Typically, both techniques are used, along with support from technological means. What does this mean? Of course the first contacts will be individual; however, the integration in a work group will be as fast as possible, as a form of motivation, learning and development of social skills.
Therefore, work groups will be created based on the detected needs:
- Employment search techniques group. Self-employment group. (Company workshop) Entrepreneurs group. Social skills development group. Self-esteem improvement group. Specific courses. Employment workshops.
In a more practical way, it should be said that a personalized dossier will be opened in which, in addition to personal identification data and academic training, aspects will be included, visits made to the center, assistance received, courses taken, placements,… All this, not only as a reflection of the action taken, but as an element that facilitates the preparation of the annual report and analysis of results. (see corners 9 and 10)
The personal dossier, together with the database, will be the two main working tools, at least initially, for municipal technicians. It is clear that the Center has an administrative and bureaucratic part, that although being agile, it should not be ignored and designed appropriately.
The archive of absolutely all visits, courses, offers, demands, etc., becomes necessary and convenient to justify to the council itself the need and reality of the project, as well as the possibility of handling concrete data and reliable objectives that allow analysis. The elaboration of improvement policies will be a consequence of all of the above, which would allow us to achieve and create a dynamic efficiency system, whose main objective is the total quality of the service.
For those people who, due to their training or concerns, only wish to be included in the job exchange, they will be given the appropriate assistance in terms of making it advisable to carry out or attend a talk or course on search techniques. job. Undoubtedly, there are occasions when receiving certain information hints at certain shortcomings or simply serves to expand our range of opportunities.
In a more immediate way, it is necessary to create and teach the self-employment course and job search techniques. However, no training action should be initiated until the following objectives are achieved:
- Complete training of municipal employment technicians Sufficient initial promotion of the Center Existence of collaboration agreements with companies Exchange of information and advice with other centers Adequate infrastructure
The evaluation will be given extreme importance as a feedback system that allows continuous improvement in terms of achieving service quality.
The fact of elaborating a design of the training itinerary does not imply the passivity of the main subject of the guiding action, but quite the opposite. Some of the programs mentioned in the section of the job market claim precisely that; Starting from the person's own knowledge of their possibilities and potentials, designing their own training path, under the supervision of a technician, as a method of improving confidence, motivation, and therefore, with a high guarantee of success.
In addition to the different courses organized by the Center, Occupational Vocational Training and Social Guarantee Programs play a crucial role here. However, its development and total implementation in this program should be an important commitment, but once this project has been consolidated.
An important aspect from the economic and integration point of view in the community employment policies is the attention and integration in the different European employment promotion programs. This collaboration will be processed and established at the Mazarrón Employment Center. These projects are:
- Youth worker exchange program: Exchange between young workers is facilitated with the aim of receiving new training and gaining more work experience. (Young people between 18 and 28 years old). PETRA: Action program for the training of young people for adult and professional life, for employment and for continuous training. Three actions have been developed: a) Action I (European Network of Training Initiatives); b) Action II (Youth Initiatives); c) Action III (Research cooperation). EURES NETWORK: Guidance for job search. IRIS: Actions aimed at promoting equality between the sexes. POGRAMA LEONARDO. NOW PROGRAM:This project includes various training, counseling and support for integration actions, with the aim of integrating women into the market. YOUTHSTART PROGRAM: This Project includes orientation and job counseling measures, training actions and support for the integration of young people, with great development and use of multimedia technology.
General lines of action of the European HR programs:
- Training, advice and orientation Anticipation, promotion of networks and new orientations Adaptation of structures and support systems Information, dissemination and awareness actions.
Specific actions of the programs:
- Development and use of multimedia technologies to support the orientation, training and diffusion of new technologies. Information server for companies. Guidance and advice services for companies and workers. Training actions for managers, executives and workers. Industry studies, labor market and new professions in Environment and Technologies. Sectoral studies by small subsectors. Development and application of methodologies for permanent updating of studies. Support for job creation in the environmental field and new emerging professions. Organization, promotion and assistance to fairs. Promotion of business cooperation. Creation of inter-company working groups. Cooperation between public training, research and business centers on various topics: quality, environment,New technologies. Cooperation between leading companies, subcontractors and suppliers. Information and awareness campaigns. Creation of computerized information points. Interconnection and development of databases. Computerized catalog of companies.
The interconnection between the objectives of these community programs and the purpose of our project is clear; hence the effort that will be made in the integration and development of the same in our municipality.
As with Vocational Training, the development of the aforementioned programs must be the fruit of the progressive development of the Center, as well as a consequence of collaboration with other municipalities.
A special section requires the preparation of a collaboration agreement with the SECOT program: Advisory program for young entrepreneurs. As a result of the Agreement of the Youth Institute (INJUVE) with Spanish Seniors for Technical Cooperation (SECOT), this initiative arises whose objective is to provide free advice on self-employment and business projects for people under 35 years of age.
The Mazarrón Employment Center will try to use this channel to support the Self-Employment and Business Creation Workshop.
This can be an important support in the success of the company workshop.
Regarding the courses offered, these will be the result of an analysis of the environment, needs and deficiencies of the applicants, collaboration agreements…; In any case, it is intended to have the following training activities in a constant way:
- Course on self-employment techniques and management of SMEs in the field of new sources of employment. Course on job orientation and promotion of employment. Course on forms of youth associationism. Course on initiation to informatics. Course on informational orientation seminars on the educational and social centers of the town.
ANNUAL TRAINING PLAN
After an analysis of the needs of both the environment and the applicants, an Annual Training Plan will be drawn up whose objectives will be interconnected with the specific annual objectives and with the general objectives of the Center. This Plan will function as a “training belt” that will cover the three action blocks (see corner 11)
After all the above, the vocation of service that this Center will have is clear, specifically from the strictly personalized and individual point of view.
The detection of needs, involvement, personal and professional training path, achievement of objectives and subsequent evaluation, will be the dynamics of action of the care team of the Center.
3.5.-DEVELOPMENT AND PROMOTION OF THE CENTER
As the last development engine we find the promotion activity of the Center itself, an activity that must have as its main objectives:
- Knowledge of the existence of the service. Dissemination of the activities of the Center, as well as its possibilities. Awareness of the social agents of the difficulties of employment for certain sectors. Knowledge of the environment. Extension of the sphere of influence.
To achieve these objectives, the following actions are proposed:
- Publication of the Annual Report. Dissemination of the local Employment Bulletin. Establishment of regular collaborations with the municipality's media (radio programs, informative columns in newspapers,…). Organization of a regional Employment Forum (As a knowledge system and mutual approach between job seekers and job seekers). Collaboration with other Local Centers for the exchange of working methods and information. Promotion of an association of service users. Information point (panels in strategic places) Suggestion box and initiatives.
4. CONCLUSIONS
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