1. Performance Management of public emplyment services
Arbeitsmarktservice Österreich / Public Employment Service Austria (AMS)
Performance Management of public emplyment services
Marius Wilk
April 2017

2. The AMS, the Public Employment Service
is a service provider company under public law (AMSG)
is divided into one federal, 9 regional and 101 local offices
the local organisations are complemented by 68 career information and counselling centres
Budget 2016: unemployment in insurance: € mio.; active labour market policy: € mio.; staff and infrastructure: € 510 mio.
at the end of December 2015, staff (corresponding to full time equivalents)
representatives of employers’ and labour organisations (unions) are involved at all levels of AMS and make a considerable contribution and decision of forming labour market policy (since 1994)
0,75% of GDP for activ/activating
0,18% standardized to 1% UE – top 3 of OECD members

3. Performance Mgmt. Targets
System of central-steering the AMS
Performance Mgmt. Targets
Regulations
(tasks and services)
Rules & directives (active and passive LMP)
Organisational structure and development
HR-training and -development
Ressources
Management by Objectives (Labour market policy targets)
Balanced Scorecard
Working programs
Controlling
Other Management-Information
ALMP Budget
Budget
Staff
Infrastructure IT

4. “Technical” tools of Performance management of AMS
Labour market policy targets
Balanced Scorecard
Specialist Monitoring (e.g. process indikators for main processes for PES like service for jobseekers, service for employers, labour market and vocational information)
Controlling (financial, IT, HR – Controlling)
Traditional statistics and forecasts of labour market
Evaluation; particular pilot evaluation (e.g. instruments of active labour market policy, services)

5. Labour market policy targets (1)
Form of management by objectives since 1995
Maximum of 8 federal policy targets
Quantitative targets, broken down for local offices
If possible outcomes not input
Discussed und negotiated by general directors and regional managers
Decided by tripartite administrative board (workers-, employers- and government-representatives)
Strict controlling of the targets
Separate targets for women and man (gender mainstreaming)

6. Labour market policy targets (2)
Examples of targets:
Maximum number of youth (till 25 years) not finding a job or being integrated in active labour market measures within 6 month
Number of elderly unemployed finding new employment
Number of long term unemployed finding new employment
Effectiveness of active labour market measures

7. Labour market policy targets: results
% of unemployed youth (till 25 years) not finding a job or being integrated in active labour market measures within 6 month

8. Balanced Scorecard (BSC)
Strategic management information
Permanent overall assessment of the local, the regional and federal organisations (benchmarking)
Analysis of the strengths and weaknesses of every organisational unit
Overall performance of every unit in one figure
Basis of further improvement

9. Balanced Scorecard
26 indicators for all 101 local offices and 9 regions
5 main processes: Services to jobseekers, Services to employers, Career information, Management process, Support process
6 main dimensions: Labour market policy targets, Customer satisfaction, Process results: Services to jobseekers, Process results: Services to employers, staff satisfaction, Other performance indicators
Labour market goals are included

10. Services to jobseekers
Taking up work within 3 months after finishing an active measure
Overall customer satisfaction
Customer satisfaction with active measures
Ratio of granted appeals in UE insurance cases
Average duration of processing UE benefit applications
Average duration of business case of registered unemployed
Services to jobseekers
Utilization eAMS
Achievement of LMP targets
Utilization eAMS
Overall performance
Penetration rate of open vacancies
Call centre: settled cases
Support process
Career information
Penetration rate of open apprenticeships
Services to employers
Call centre: service level
Management process
days for filling vacancies
Call centre: customer satisfaction
Customer satisfaction with career information centres
customer satisfaction in general
Cost of materials
Satisfaction of staff with working conditions
Achievement of targets concerning women’s promotion
Achievement of LMP targets
Evaluation of managers by staff

11. Punkte/Punkte Max
Bgld
Ktn NÖ OÖ
Sbg
Stmk
Tirol
Vbg
Wien
Region
L01 - arbeitsmarktpolitische Ziele SfA
91,21 %
92,59 %
88,26 %
87,28 %
97,07 %
95,53 %
90,57 %
91,59 %
87,16 %
89,99 %
L02 - Geschäftsfalldauer
14,22 %
5,62 %
4,97 %
32,72 %
59,35 %
25,82 %
34,23 %
64,90 %
29,82 %
26,63 %
L03 - Erfolg der Arbeitsmarktförderung
79,19 %
67,17 %
58,63 %
54,95 %
87,40 %
78,08 %
60,13 %
76,49 %
88,88 %
73,40 %
L04 - Zufriedenheit mit der Förderung
66,63 %
90,11 %
62,54 %
85,34 %
77,20 %
97,74 %
60,34 %
48,91 %
98,00 %
83,40 %
L05 - Gesamtzufriedenheit mit SfA
93,88 %
90,21 %
89,29 %
92,85 %
82,86 %
96,88 %
89,93 %
79,70 %
97,34 %
92,80 %
L06 - Antragsbearbeitung
100,00 %
99,23 %
99,70 %
99,83 %
L07 - Anteil der behobenen Bescheide
89,10 %
95,35 %
90,35 %
82,20 %
95,15 %
96,20 %
75,25 %
87,20 %
L08 - Anteil der eAMS-Konten mit eServicenutzung
81,68 %
84,40 %
77,44 %
77,80 %
85,36 %
83,28 %
35,72 %
75,48 %
61,76 %
71,64 %
L09 - Anteil der Zugänge mit Online-Antrag
90,31 %
89,77 %
72,92 %
86,85 %
75,92 %
98,38 %
79,38 %
83,31 %
L10 - Anteil personenbezogene eAMS-Förderbegehren
70,40 %
84,30 %
49,40 %
77,90 %
71,70 %
78,40 %
96,40 %
19,90 %
59,40 %
L11 - arbeitsmarktpolitischen Ziele SfU
97,56 %
99,53 %
98,46 %
L12 - Einschaltgrad offene Stellen
34,53 %
87,80 %
52,05 %
59,15 %
58,28 %
46,65 %
39,10 %
69,80 %
64,20 %
57,83 %
L13 - Einschaltgrad Lehrstellen
90,80 %
99,10 %
70,80 %
96,50 %
95,85 %
95,10 %
86,80 %
99,35 %
89,95 %
L14 - Laufzeit offener Stellen
30,55 %
83,15 %
45,20 %
4,15 %
0,00 %
68,10 %
28,80 %
22,75 %
78,65 %
49,90 %
L15 - Gesamtzufriedenheit mit SfU
64,07 %
52,50 %
66,96 %
57,53 %
49,19 %
55,47 %
40,90 %
21,10 %
73,73 %
60,36 %
L16 - Anteil der über eAMS-Konto/eJob-Room gemeldeten Aufträge
17,62 %
85,38 %
37,77 %
9,77 %
71,77 %
59,00 %
27,54 %
3,46 %
13,31 %
32,77 %
L17 - Anteil unternehmensbezogene eAMS-Förderbegehren
90,92 %
99,00 %
55,00 %
64,31 %
74,69 %
72,15 %
83,08 %
63,69 %
70,62 %
L18 - BIZ (Version 2016)
99,33 %
96,84 %
92,09 %
91,70 %
78,64 %
87,67 %
83,37 %
94,67 %
91,97 %
L19 - Personalausstattung Ist/Soll
L20 - Trust Index
72,99 %
81,78 %
93,96 %
64,49 %
76,95 %
56,14 %
50,27 %
86,32 %
75,96 %
L21 - Führungskräfte feed back
80,04 %
94,15 %
83,19 %
86,11 %
89,74 %
84,98 %
95,57 %
88,13 %
L22 - Ziel Frauenförderplan
68,11 %
78,89 %
54,83 %
61,89 %
63,44 %
63,50 %
60,56 %
62,33 %
79,44 %
65,61 %
L23 - Entwicklung ausgewählter Kosten
28,00 %
19,69 %
55,69 %
L24 - Servicelevel SEL
92,10 %
37,81 %
66,76 %
81,67 %
L25 - Zufriedenheit mit der SEL
L91 - Gesamtscore SfA
79,23 %
78,35 %
72,17 %
77,81 %
86,38 %
84,32 %
81,42 %
81,34 %
79,42 %
L92 - Gesamtscore SfU
66,81 %
78,53 %
69,89 %
65,42 %
65,19 %
69,96 %
58,99 %
55,88 %
77,83 %
70,39 %
L99 - Gesamtscore AMS-Scorecard
77,61 %
81,64 %
76,21 %
73,82 %
77,96 %
80,66 %
71,09 %
72,20 %
84,18 %
78,55 %

12. Performance management: Steering
Quarterly discussion of performance results in the governing board
Quarterly discussion between general directors and regional directors of performance results
Basis of the “management assessment“ (every regional organisation is assessed every 4 years by the federal organisation and every local unit by the regional organisation)
Yearly award of „best local units“ (event: “Best of AMS”)
Basis for the staff bonus (approx. 80% of one monthly salary)

13. BSC Performance

14. EU PES Performance management
EU network of Public Employment Services (PES):
EU PES benchmarking on the basis of common performance Indicators
EU PES “management assessment“: There is a “management assessment” of the PES of every EU member state every 2 – 3 years organised by the EU network of PES.

15. EU PES Performance management – common indicators (1)
Unsubsidised transitions into the primary labour market
Subsidised transitions into the primary labour market
Fast transitions (i.e. within 6 months of unemployment) into the primary labour market
Outflows of low-skilled (i.e. ISCED 0-2) jobseekers, irrespective of destination
Outflows of young (i.e. under 25 years of age) jobseekers, irrespective of destination

16. PES Performance management – common indicators (2)
Relative number of notified vacancies (i.e. notified vacancies per jobseeker)
Share of filled vacancies
PES involvement in job finding according to Eurostat’s Labour Force Survey
Jobseeker satisfaction (i.e. share of satisfied jobseekers)

17. Thank you for your attention!