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English to Serbian - Standard rate: 0.12 EUR per word / 0 EUR per hour Serbian to English - Standard rate: 0.12 EUR per word / 0 EUR per hour
Source text - English The PES benchmarking projects has incorporated several projects partners in which research has been used to identify and refine a list of benchmark indicators on which participating PES can be measured. These include measures such as off-flows, benefit duration, the influence of interventions on achieving off-flows from benefits and indicators related to the job mobility in potential redundancy situations. The benchmark list also includes both internal and external contextual indicators such as inputs and labor market indicators to allow the adjustment of benchmark output and outcome performance. The PES benchmarking project is also linked to the European Employment Strategy (EES) Indicators which have been under continual development since 2002 to fit the changing requirements of the EES. The EES indicators consist of a wide range of final outcome indicators concerned with wider labor market trends and direct PES activity, including measures which incorporate output and outcome indicators in relation to specific interventions and activities. Other measures incorporate input indicators such as PES staff numbers. The measures also incorporate indicators of the quality of employment such as off-flows to work into different pay bands or contract types. At this moment, PES benchmarking project is a working platform of 20 European Public Employment Services (PES) including those from ex- Yugoslavian countries (Slovenia and Croatia). Benchmarking process by itself is based on indicators which are deduced from the mission statements of the participating PES. The participating PES agreed on the following goals to be of most importance to their organization (though during the discussions about twice as many indicators were considered in greater detail)
- Aiming at a successful transition from unemployment to employment
- Achieving satisfaction among customers (unemployed job-seekers and employers respectively)
- Focusing on transitions from ALMP-training measures to employment
- Opening access to a large share of vacancies through the PES information systems
- Ensuring that registered vacancies are filled
- Taking a special interest in the swift transition to employment
Based on agreed approach among all participating Public Employment Services seven main indicators are derived:
Indicator Q1:” From unemployment to employment” - gives the figure for those people who have made a transition to employment (within six months) after deregistration as a share of all people on the register for unemployed job seekers.
Indicator Q2: “Transition to employment before unemployment lasts long” - gives the figure for those people who have made the transition to employment (within six months after deregistration) after having been on the register for less than six months as a share of all people who have left the register (after having been on the register for less than six months).
Indicator Q3 “From measures to employment” - gives the figure for those people who have made the transition to employment (within six months after deregistration) after having terminated a training measure as a share of all people having terminated a training measure.
Indicator Q4 “Opening access to a large share of vacancies through the PES information system” - gives the figure of the vacancies accessible through PES media as a share of all »nation wide« vacancies.
Indicator Q5 “Vacancies filled” - gives the figure of all vacancies filled at all/or within 4 weeks, with any candidate/with a candidate presented by the PES, as a share of all posted vacancies
Indicator Q6: “Customer satisfaction - Job seekers” and
Indicator Q7: “Customer satisfaction – Employers” are from an operational point of view quite the same. Both indicators aim at capturing the »satisfaction with the overall service the PES provides to customers«. Q6 is directed towards people (as potential job seekers), whereas Q7 is directed towards employers. The empirical information for Q6 and Q7 has to be survey based. Thus, the PES either has already established such a survey (and is, therefore, in a position to retrieve the information); or it has not (yet) established the survey and can therefore not retrieve the information
These seven key indicators are consisted of number of individual indicators which are the basis for reporting and monitoring in all public employment services participating in the project. For these seven basic indicators methodology for collecting and analyzing necessary information is fully developed. It allows potential new members like PES from Bosnia and Herzegovina, by participation in this project, to adopt already developed methodological framework that will provide them more efficient and absolutely comparable system of monitoring and reporting about their performances in the labor market.
POLICY OPTIONS
(Framework of analysis, evaluation of policy alternatives)
Getting the unemployed back to work and filling job openings as fast as possible are two goals most political decision- makers would agree upon easily. There seems to be fewer consensuses on how to achieve these goals in an effective and equitable manner. Such differences in the choice of strategies and programmes are reflected in the specific roles assigned to public employment services as major institutional players in the implementation of labor market policies.
But, whatever the strategic approach is, it is necessary to know if defined goals are achieved in effective and equitable manner. It means that performance measurement model and adequate reporting system is needed for at least three very important reasons:
- to assist with the measurement and management of performance in PES;
- to report to politicians and decision-makers and
- to provide relevant information to the public.
Policy options for monitoring and reporting proposed in this study are based on different experiences and approaches. Most public employment services in EU countries are using basic performance measurement model with an appropriate monitoring and reporting mechanisms. Such model enables policy makers and public as well, to have a clear insight into efficiency of PES performances on labor market. More specifically, basic performance measurement model stands on clear linkage between inputs, outputs and outcomes so the monitoring and reporting mechanisms are dominantly focused on system of quantitative and qualitative indicators which are showing PES efficiency on the labor market. The system of seven main indicators developed within PES benchmarking project is an example of commonly accepted methodology for monitoring and reporting among PES in most EU countries. Besides, introduction of basic performance measurement model does not necessarily require significant investment in time, IT equipment, technology and training of existing PES staff.
However, this approach has certain limitation as well. Basic performance measurement model does not provide enough information for detailed and comprehensive monitoring and reporting (for instance in terms of complex organizational structures, needs for immediate information, numerous levels of responsibilities, etc.)
Therefore, instead of only most important headline performance indicators in place, several European countries (e.g. Sweden, Austria,the Netherlands)
are using more advanced performance measurement model (e.g. BSS - Balanced Scorecard System) which gives an overall balance between different important organizational areas and connection between the PES vision/mission and indicators via strategic goals and critical success factors. Such model is based on complex and specially selected indicators which enable very detailed overview of performance of each individual organization unit and their effects to the performance of the PES institution as a whole. It additionally increases level of accountability and transparency of PES and contributes to right allocation of PES resources but, at the same time, requires very developed IT infrastructure and properly educated and trained staff in all PES organizational units and branches.
Translation - Serbian Projekti PES Benchmarking predstavljaju združeni poduhvat više projektnih partnera namijenjen upotrebi istraživanja u svrhu prepoznavanja i preciziranja liste mjernih indikatora na osnovu kojih je moguće ocijenjivati javne ustanove za zapošljavanje (PES) koje učestvuju u projektu. Tu spadaju mjere poput smanjenja broja tražilaca naknade za nezaposlene, trajanje primanja naknade za nezaposlene, uticaja intervencija na smanjenje broja korisnika naknade za nezaposlene i indikatori vezani za mobilnost radnih mjesta u slučajevima viška. Lista mjerila takođe uključuje i unutrašnje i spoljašnje kontekstualne indikatore kao što su inputi i indikatori tržišta rada koji će omogućiti podešavanje mjerila karakteristika radnog učinka i krajnjih rezultata. Projekat PES Benchmarking je takođe vezan i za indikatore Evropske strategije zapošljavanja (EES) koji se od 2002 kontinuirano razvijaju u skladu sa promjenljivim zahtjevima EES. EES indikatori se sastoje od širokog spektra indikatora krajnjih izlaznih rezultata. Oni se tiču rasprostranjenijih trendova na tržištu rada i direktne aktivnosti javnih ustanova za zapošljavanje, uključujući mjere koje obuhvataju indikatore u vezi sa specifičnim intervencijama i aktivnostima. U druge mjere spadaju ulazni indikatori poput broja osoblja zaposlenog u javnim ustanovama za zapošljavanje. U mjere takođe spadaju i indikatori kvaliteta zapošljavanja, kao što su prelasci sa evidencije nezaposlenih na nova radna mjesta sa različito regulisanim načinima isplaćivanja plate i različitim tipovima ugovora. U ovom trenutku, PES Benchmarking projekat predstavlja radnu platformu 20 evropskih javnih ustanova za zapošljavanje, uključujući i one sa prostora bivše Jugoslavije (Slovenija i Hrvatska). Sam proces uspostavljanja mjerila zasnovan je na indikatorima koji su izvedeni iz izjava o misiji javnih ustanova za zapošljavanje koje učestvuju u projektu. Ustanove koje učestvuju složile su se da ciljevi koji slijede budu od najveće važnosti za svaku organizaciju (iako je prilikom preliminarnih razgovora detaljno razmatrano duplo više indikatora):
- Težnja uspješnoj tranziciji od nezaposlenosti ka zaposlenosti
- Postizanje zadovoljstva kod korisnika (prvenstveno nezaposleni koji traže posao i poslodavci)
- Fokus na tranziciju od ALMP treninga ka zaposlenosti
- Omogućavanje pristupa većem broju slobodnih radnih mjesta kroz informatičke sisteme javnih ustanova za zapošljavanje
- Obezbjeđivanje da se registrovana slobodna radna mjesta popune
- Posvećenost brzoj tranziciji ka zaposlenosti
Na osnovu zajedničkog pristupa od strane svih javnih ustanova za zapošljavanje koje učestvuju u projektu, uspostavljeno je sedam glavnih indikatora:
Indikator Q1: „Od nezaposlenosti ka zaposlenosti“ – daje podatke o broju ljudi koji su nakon odjavljivanja sa evidencije nezaposlenih našli zaposlenje (u okviru od šest mjeseci), kao dijelu ukupnog broja ljudi na evidenciji nezaposlenih.
Indikator Q2: „Tranzicija ka zaposlenju prije nego što stanje nezaposlenosti potraje“ – daje podatke o broju ljudi koji su našli zaposlenje (u okviru od šest mjeseci nakon odjavljivanja sa evidencije nezaposlenih ) nakon što su prethodno bili na evidenciji manje od šest mjeseci, kao dijelu ukupnog broja ljudi koji su napustili listu evidencije nezaposlenih (nakon što su bili na evidenciji manje od šest mjeseci).
Indikator Q3: „Od mjera ka zaposlenosti“ – daje podatke o broju ljudi koji su našli zaposlenje (u okviru od šest mjeseci nakon odjavljivanja) nakon obustavljanja mjere treninga, kao dio ukupnog broja ljudi koji su prestali učestvovati na treninzima.
IndikatorQ4: „Omogućavanje pristupa većem broju slobodnih radnih mjesta kroz informatičke sisteme javnih ustanova za zapošljavanje (PES)“ – daje podatke o broju slobodnih radnih mjesta kojima se može pristupiti kroz PES medijske kapacitete, kao dijela ukupnog broja slobodnih radnih mjesta u cijeloj zemlji.
IndikatorQ5: „Popunjena slobodna radna mjesta“ – daje podatke o broju slobodnih radnih mjesta popunjenih uopšte/ili u roku od 4 sedmice, od strane kandidata koje su zastupale javne ustanove za zapošljavanje, kao dijela ukupnog broja objavljenih slobodnih radnih mjesta.
IndikatorQ6: „Zadovoljstvo korisnika uslugom – oni koji traže posao“ i
IndikatorQ7: „Zadovoljstvo korisnika uslugom – poslodavci“ su sa operativne tačke gledišta prilično isti. Oba indikatora su kreirana s ciljem da se utvrdi u kolikoj mjeri su klijenti zadovoljni uslugama koje pružaju javne ustanove za zapošljavanje. Q6 je namijenjen ljudima (kao potencijalnim tražiocima zaposlenja), dok je Q7 namijenjen poslodavcima. Empirijski podaci za Q6 i Q7 moraju biti zasnovani na studijama. Prema tome, PES je već uradio studiju (i, na osnovu toga, je u mogućnosti da pristupi potrebnim informacijama); ili (još uvijek) nije sproveo studiju i ne može pristupiti potrebnim informacijama.
Ovih sedam indikatora sastoji se od određenog broja individualnih indikatora koji čine osnovu za izvještavanje i monitoring u svim javnim ustanovama za zapošljavanje koje učestvuju u projektu. Za ovih sedam glavnih indikatora, metodologija prikupljanja i analiziranja potrebnih informacija je potpuno razvijena. Ona omogućava novim potencijalnim članovima, kao što su javne ustanove za zapošljavanje u Bosni i Hercegovini, da, učešćem u ovom projektu, usvoje već razvijeni metodološki okvir koji će im pružiti efikasniji i potpuno uporedan sistem monitoringa i izvještavanja o njihovom učinku na tržištu rada.
MOGUĆNOSTI ZA DONOŠENJE POLITIKA
(okvir za analizu, ocjena različitih rješenja politika)
Vraćanje nezaposlenih na posao i što brže popunjavanje slobodnih radnih mjesta su ciljevi o kojima bi se politički donosioci odluka lako složili. Izgleda da postoji manji konsenzus o tome kako ostvariti ove ciljeve na efikasan i pravičan način. Takve razlike u pogledu odabira strategija i programa odražavaju se u posebnim ulogama koje su dodijeljene javnim ustanovama za zapošljavanje kao glavnim institucionalnim igračima u sprovođenju politika tržišta rada.
Ali, nezavisno od izabranog strateškog pristupa, neophodno je znati da li se definisani ciljevi postižu na efikasan i pravičan način. To znači da su model za mjerenje učinka i adekvatan sistem izvještavanja potrebni iz najmanje tri veoma važna razloga:
- Da pomognu prilikom mjerenja učinka i upravljanja radom javnih ustanova za zapošljavanje (PES)
- Da izvještavaju političare i donosioce odluka i
- Da pruže relevantne informacije javnosti.
Mogućnosti za donošenje politika za monitoring i izvještavanje predložena u ovoj studiji zasnovane su na različitim iskustvima i pristupima. Većina javnih ustanova za zapošljavanje u zemljama EU koristi osnovni model mjerenja učinka sa prikladnim mehanizmima za monitoring i izvještavanje. Takvi modeli omogućavaju i donosiocima politika i javnosti da imaju jasan uvid u efikasnost rada javnih ustanova za zapošljavanje na tržištu rada. Sistem sedam glavnih indikatora razvijen u okviru projekta PES Benchmarking predstavlja primjer opšte-prihvaćene metodologije za monitoring i izvještavanje kod javnih ustanova za zapošljavanje (PES) u većini zemalja EU. Osim toga, uvođenje osnovnog modela za mjerenje učinka ne zahtijeva nužno i dodatna ulaganja u vremenu, kompjuterskoj opremi, tehnologiji i obuci trenutno zaposlenog osoblja ovih ustanova. Međutim, ovaj pristup ima i neka ograničenja. Osnovni model mjerenja učinka ne pruža dovoljno informacija za detaljan i sveobuhvatan monitoring i evaluaciju (na primjer u pogledu složenih organizacionih struktura, momentalnih potreba za informacijama, brojni nivoi odgovornosti, itd.)
Prema tome, umjesto upotrebe samo najvažnijih naslovnih indikatora učinka, nekoliko evropskih zemalja (npr. Švedska, Austrija, Holandija) koriste napredniji model mjerenja učinka (npr. BSS –balansirani „scorecard“ sistem) koji omogućava sveukupnu ravnotežu između različitih organizacionih područja i veze između vizije/misije javne ustanove za zapošljavanje i indikatora preko strateških ciljeva i faktora koji su ključni za uspjeh. Takav model je zasnovan na složenim i posebno izabranim indikatorima koji omogućavaju izrazito detaljan uvid u djelovanje svake individualne organizacione jedinice i njen učinak na rad javne ustanove za zapošljavanje u cjelini. On dodatno povećava nivo odgovornosti i transparentnosti javne institucije za zapošljavanje i doprinosi dobroj raspodjeli resursa te ustanove, ali, u isto vrijeme, zahtijeva izrazito razvijenu strukturu informacionih tehnologija i odgovarajući nivo obrazovanja i stručnosti osoblja zaposlenog u svim organizacionim jedinicama i granama te institucije.
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Translation education
Bachelor's degree - University of Banja Luka, Faculty of Phylology - English department
Experience
Years of experience: 18. Registered at ProZ.com: May 2011.
Adobe Acrobat, Frontpage, Microsoft Excel, Microsoft Word, Powerpoint, Subtitle Edit
Bio
I am interested in cooperation with any individuals or firms that need the service of professional translation of texts from English to Serbian/Croatian/Bosnian or Serbian/Croatian/Bosnian to English.
I have vast experience in translation in many fields (details in CV).
I believe that in order to properly translate any text, the translator must first understand the context and tone of the text so the main message does not get lost in translation. This is the essence of successful translation and my guiding principle.
Expertise