fondo social europeo regions for economic change – sharing excellence brussels, february 2008...
TRANSCRIPT
Fondo Social Europeo
Regions for Economic Change – Sharing Excellence
Brussels, February 2008
IMPLEMENTATION OF STRATEGIES AND TOOLS
FOR BUSINESS DEVELOPMENT
• Small enterprises with slightly mature structures• Lack of management knowledge in company directors (often are
expert) • Insufficient use of ICTs (71%), especially in the operations,
marketing and human resources organization departments• Persistence of management strategies based on costs (11%) • Little organizational innovation (31%)• Little flexibility and adaptability in work teams (48%)• Low level of adaptation of productive technology when faced with
changes • Hardly any implantation of processes and project organization
(28%)
REFERENCE FRAMEWORK
COMPANY SITUATION
RESOURCES IN THE TERRITORY• Local administrations with different levels of company service resources• Supralocal administrations which promote different initiatives to support • Well-developed management organizations which offer resources and services to associated companies• Employment agreement in the Vallès Occidental area from 1998
THE PROJECT OF EQUAL IMPAC-TEM VALLÈS
competitiveness challenges, through co-operation between local institutions and companies
with new work organization and business management formulae: business co-operation, agreed timetable flexibility, balance between private and working life, promoting innovation, qualifying human resources,...
equal employment opportunities for men and women
To experiment
To face
To improve
PARTICIPATING ENTITIES:• 12 City Councils• 5 Supralocal administrations• 5 Social and economic agents
AIM
PROPOSED ACTION
business situation: current activity, difficulties, interests,...
, according to companies and market challenges
, to reflect upon the company future
and advise on its development
aimed at management personnel, middle management, male and female trade union delegates, male and female workers, to adapt the company to changes
and training for male and female workers
Designing specific proposals
Analysing
Using self-diagnosis tools
Developing Adaptability Plans
Training
Developing Career Plans
INTERVENTION FRAMEWORK
ACCOMPANIMENT ADAPTABILITY OF COMPANIES AND MALE/FEMALE
WORKERS
APPROACHING COMPANIES
SELF-DIAGNOSIS QUESTIONNAIRE
ACTION PLAN MONITORIN
G
THE DIAGNOSE, THE BEST START TO A
PROCESS OF CHANGE AND IMPROVEMENT
OF RESULTS
THE PROCESS
SELF-DIAGNOSE
GENERAL ADVICE
Tool accessible on line
With expert professionals
Phase I
Phase II
•The self-diagnose as an import value itself for the company• The Businessman as protagonist of the process• Promote the use of Internet• Create a Flexible tool , with clear, easy-to-use concepts
• Synthesis of the current situation: global approach, problems detected, interests and priorities..,• Strong points and weak points• Lines of action: improvement actions proposed for the short an medium term• Actions of immediate impact• Additional Information of interest
Action Plan
EU
RO
DEC
O
PROSPECTOR SUPPORT TO THE COMPANIES
• Presentation of the tool (dissemination diptych): Personal visit, Telephone call
• The businessman is offered the possibility to be accompanied when using it • Assures the access from behalf of the businessman• Doubts are cleared from the questioner, facilitating knowledge
regarding the business management• Allows obtaining complementary information on the Company• Consolidates a prospector-businessman relationship
(entity/administration-company)
• Follows the outcome of the interviews (e-mail/telephone) • Participates when the Action Plan is presented to the company• In some occasions participates throughout the process
EURODECO: OUTPUT
DEVELOPMENT ORGANIZATION GROUP: 19 participants MÜNCHENKOMPETENT- Germany NA FALI- Poland B-SAPIENS - Portugal IMPAC-TEM Vallès - Spain
TRANSFERENCES IN SUBJECTS Accessing Companies for Cooperation and Development Trust in Network Relationships Managing Knowledge and Information Facilitating Benchmarks Trough Self-Diagnosis
Booklet “Key Factors of Organizational Development”
CONTRIBUTIONS AND BENEFITS
GENERAL BENEFITS General knowledge of different economical and social realities Cooperation between entities with different characteristics Establishment of a network of contacts between professionals Scale economy effect in the application of new knowledges, taking advantage of the good participation of entities and professionals Cooperation agreement for the future Influence in policy designing
SPECIFIC BENEFITS. Knowledge in… Accessing SME and promote changes: share of knowledge and tools Generate confidence and work in networks between companies: phases, clue aspects… Facilitate recognition and integration of persons over 45 Reflections about new knowledge management models for SME’s
CONTRIBUTIONS Experience in work through networks between entities: Experience Pact for Employment Methodology and tools: approach to companies and diagnosis Different profiles of entities and professionals Active participation in working groups Political involvement in exchanges: compromise in a agreement for the future
RESULTS IMPAC-TEM
• Shared between agents in the territory
• Compared with other European regions
• Enriched with contributions of transnational partners
• Business strategy21,2 %
• Improvement plans for production and organization processes 26,8 %
• Commercialization and marketing strategies14,1 %
• Technological innovation on business management11,7 %
• Human resources management: training, motivation, conciliation 21,6 %
Regional level of Dissemination: agents and other projects
Methodology of Organizational Development
ADAPTABILITY OF COMPANIES, micro-companies or small
