OECD Reviews on Local Job Creation

English
ISSN: 
2311-2336 (online)
ISSN: 
2311-2328 (print)
DOI: 
10.1787/23112336
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With the rising economic importance of human resources and skills, employment and training agencies are now often expected to play a more important role in local strategies to support new job creation, facilitate restructuring and increase productivity. The OECD Local Economic and Employment Development (LEED) Programme has developed a series of Reviews on Local Job Creation to examine the contribution of local labour market policy to boosting quality employment and enhancing productivity.

 
Employment and Skills Strategies in the Czech Republic

Employment and Skills Strategies in the Czech Republic You do not have access to this content

English
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    http://oecd.metastore.ingenta.com/content/8414041e.pdf
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Author(s):
OECD
21 May 2014
Pages:
94
ISBN:
9789264208957 (PDF) ;9789264208964(print)
DOI: 
10.1787/9789264208957-en

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This review looks at a range of institutions and bodies involved in employment and skills policies in the Czech Republic, focusing on local strategies on the Ústí nad Labem and South Moravian regions.

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  • Preface

    Across the OECD, policy makers are grappling with a critical question: how to create jobs? The recent financial crisis and economic downturn has had serious consequences across most OECD countries, with rising unemployment rates and jobs being lost across many sectors. Indeed, for some countries, the effects of the downturn are continuing, if not amplifying. Shrinking public budgets in some countries also mean that policy makers must now do more with less. In this context, it is necessary to think laterally about how actions in one area, such as employment and training, can have simultaneous benefits in others, such as creating new jobs and better supporting labour market inclusion.

  • Acronyms and abbreviations
  • Executive summary

    Compared to other OECD countries, the Czech Republic emerged relatively strong from the global financial crisis but growth remains fragile. Long-term unemployment is persistently higher than the EU average and productivity remains weak affecting overall competitiveness. Creating quality jobs and skills is an important priority to continue growing the economy. As articulated in the National Reform Programme, the government is focused on maintaining stability, increasing national competitiveness, and driving up employment.

  • Reader's guide

    The Local Job Creation project involves a series of country reviews in Australia, Belgium (Flanders), Canada (Ontario and Quebec), Czech Republic, France, Ireland, Israel, Italy (Autonomous Province of Trento), Korea, Sweden, the United Kingdom and the United States (California and Michigan). The key stages of each review are summarised in .

  • Policy context for employment and skills in the Czech Republic

    The Czech Republic has made significant progress toward creating a stable and attractive climate for investment following its transition to a private market economy. Its unemployment rate is significantly lower than the EU average and while the recent economic crisis has increased joblessness, its impact has been less than in many other EU countries. However, long-term unemployment has been persistently higher than the EU27 average and women are also much less likely than men to participate in the labour market. While youth unemployment remains lower than the EU average, it is a growing concern as young people find it increasingly difficult to integrate into the labour market. Since 2008, the Czech Republic has introduced significant reforms within the employment and training system, which has altered the institutional landscape and the way in which policies and programmes are managed at the local level.

  • Overview of the Czech Republic case study areas

    To better understand the role of the local level in contributing to job creation and productivity, this study examine local activities in two Czech regions: 1) Ústí nad Labem; and 2) South Moravia. This chapter provides a labour market and economic overview of each region as well as the results from an OECD LEED statistical tool which looks at the relationship between skills supply and demand at the sub-national level. Both areas have different local economies and labour market characteristics. Ústí nad Labem has historical industrial roots in mining and industrial production but in recent decades it has struggled to keep up with changing economic demands of the knowledge economy. South Moravia has a stronger regional economy and is the centre of the engineering industry as well as clusters of food, IT, chemical and pharmaceutical industries.

  • Local job creation dashboard findings in the Czech Republic

    This chapter highlights findings from the local job creation dashboard in the Czech Republic. The findings are discussed through the four thematic areas of the study: 1) better aligning policies and programmes to local employment development; 2) adding value through skills; 3) targeting policy to local employment sectors and investing in quality jobs; and 4) being inclusive.

  • Towards an action plan for jobs in the Czech Republic: Recommendations and best practices

    Stimulating job creation at the local level requires integrated actions across employment, training, and economic development portfolios. Co-ordinated place‑based policies can help workers find suitable jobs, while also stimulating job creation and productivity. This requires flexible policy management frameworks, information, and integrated partnerships which leverage the efforts of employment, training, and economic development stakeholders. This chapter outlines the key recommendations emerging from the review of local job creation policies in the Czech Republic.

  • Interviews and rountables in the Czech Republic

    A series of face-to-face interviews were carried out by the national expert in order to gather information for this report. These interviews took place from September 2012 to December 2012. All interviews, which were strictly confidential, covered the four main thematic areas of the report and were guided by the questions contained within the methodology. The following stakeholders from the two case study regions provided background information or direct input for the methodology:

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