Reemploying Displaced Adults
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Is Unemployment Structural Or Cyclical? Main Features of Job Matching in the EU After the Crisis
IZA Policy Paper No. 91 Is Unemployment Structural or Cyclical? Main Features of Job Matching in the EU after the Crisis Alfonso Arpaia Aron Kiss Alessandro Turrini P O L I C Y P A P E R S I E S P A P Y I C O L P September 2014 Forschungsinstitut zur Zukunft der Arbeit Institute for the Study of Labor Is Unemployment Structural or Cyclical? Main Features of Job Matching in the EU after the Crisis Alfonso Arpaia European Commission, DG ECFIN and IZA Aron Kiss European Commission, DG ECFIN Alessandro Turrini European Commission, DG ECFIN and IZA Policy Paper No. 91 September 2014 IZA P.O. Box 7240 53072 Bonn Germany Phone: +49-228-3894-0 Fax: +49-228-3894-180 E-mail: [email protected] The IZA Policy Paper Series publishes work by IZA staff and network members with immediate relevance for policymakers. Any opinions and views on policy expressed are those of the author(s) and not necessarily those of IZA. The papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the corresponding author. IZA Policy Paper No. 91 September 2014 ABSTRACT Is Unemployment Structural or Cyclical? * Main Features of Job Matching in the EU after the Crisis The paper sheds light on developments in labour market matching in the EU after the crisis. First, it analyses the main features of the Beveridge curve and frictional unemployment in EU countries, with a view to isolate temporary changes in the vacancy-unemployment relationship from structural shifts affecting the efficiency of labour market matching. -
Daniel K Tarullo: Unemployment, the Labor Market, and the Economy
Daniel K Tarullo: Unemployment, the labor market, and the economy Speech by Mr Daniel K Tarullo, Member of the Board of Governors of the Federal Reserve System, at the World Leaders Forum, Columbia University, New York, 20 October 2011. * * * I appreciate the opportunity to be at Columbia this evening to discuss the American economy and, in particular, the employment situation.1 Mindful of the trend of public discourse toward hyperbole, I hesitated in deciding whether to characterize that situation as a crisis. But it is hard to justify characterizing in any less urgent fashion the circumstances of the nearly 30 million Americans who are officially unemployed, out of the labor force but wanting jobs, or involuntarily working only part time. This situation reflects acute problems in labor markets, created by the financial crisis and the recession that followed. But we also confront chronic labor market problems. In my remarks this evening, I will outline both sets of problems. In my observations on policy responses, however, I will concentrate on the acute problems – in part to join the debate on their origins, in part because they call for the most immediate response, and in part because they are most relevant to my monetary policy responsibilities as a member of the Federal Open Market Committee (FOMC) of the Federal Reserve. That said, I hope you will not think the chronic problems any less important for the briefer treatment they receive tonight. Most of what I have to say can be summarized in three points. First, the acute problems are largely, though not completely, the result of a shortfall of aggregate demand following the financial crisis and recession. -
Structural Unemployment in Selected Countries
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Alatalo, Johanna et al. Research Report Structural unemployment in selected countries Aktuelle Berichte, No. 4/2015 Provided in Cooperation with: Institute for Employment Research (IAB) Suggested Citation: Alatalo, Johanna et al. (2015) : Structural unemployment in selected countries, Aktuelle Berichte, No. 4/2015, Institut für Arbeitsmarkt- und Berufsforschung (IAB), Nürnberg This Version is available at: http://hdl.handle.net/10419/161693 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu Current reports Structural Unemployment in Selected Countries 4/2015 What to expect / In aller Kürze This report introduces basics on structural unemployment in some member countries of the International Labour Market Forecasting Network. -
Has the Great Recession Raised U S Structural Unemployment? U.S
Has the Great Recession Raised U. S. Structural Unemployment? MllEtãMarcello Estevão International Monetary Fund November, 2011 Views expressed are those of the authors alone and should not be reportedihffiiliifhIilMFdd as representing the official position of the International Monetary Fund. A unique recession … Financial crisis coupled with a housing collapse. Unemployment rate reached a 27 -year high in late 2009 Second highest rate on record. A record 5 .5 million jobs lost in 2009 . Historically high unemployment rates for youth and men. 1 in 6 people in the labor force with no high school diploma unemployed. 1 in 10 pppeople in the labor force with hi ghh--schoolschool diploma unemployed. Historically high unemployment duration All labor underutilization measures reached historic highs. 1 … with regional and sectoral flavors Large regional disparities in Unemployment rates: North Dakota , 3 .9 percent in 2010 . Nevada, 14.9 percent in 2010. Housing market performance Sectoral shocks: Ohio and Michigan (manufacturing) New York and Delaware (financial services) Hawaii (tourism) 2 Signs that structural unemployment has gone up Job Vacancies and Unemployment 4 4 2000-07 2008-10 2011 e; percent) cc 3 3 Beveridge Curve estimated over 2002-11 nings/labor for ee 2 2 acancy rate (op acancy rate vv Job Job Beveridge Curve estimated over 2002-07 1 1 357911 Unemployment rate (percent) 3 The paper Investigate the impact of housing/housing/sectoralsectoralshocks on “structural” or “noncyclical” unemployment Construct Skills Mismatch Index for 50 states & DC. Invest igate t he ro le o f s kills mi smatch es an d hous ing market conditions in explaining statestate--levellevel unemployment rates after controlling for cyclical and other effects. -
Minimum Level of Unemployment and Public Policy
Upjohn Press Upjohn Research home page 1-1-1980 Minimum Level of Unemployment and Public Policy Frank Cook Pierson Swarthmore College Follow this and additional works at: https://research.upjohn.org/up_press Part of the Labor Economics Commons, and the Public Policy Commons Citation Pierson, Frank C. 1980. Minimum Level of Unemployment and Public Policy. Kalamazoo, MI: W.E. Upjohn Institute for Employment Research. https://doi.org/10.17848/9780880995832 This work is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 4.0 License. This title is brought to you by the Upjohn Institute. For more information, please contact [email protected]. Theo o _ _ LevdLof Unemployment and Riblic Iblicy Frank C» Herson The©O O _ TLeveLof Unemployment and ftibliclbliey Frank C. Pierson Swarthmore College THE W.E. UPJOHN INSTITUTE FOR EMPLOYMENT RESEARCH Library of Congress Cataloging in Publication Data Pierson, Frank Cook, 1911- The minimum level of unemployment and public policy. 1. Unemployment United States. 2. United States Full employment policies. I. Title. HD5724.P475 339.5©0973 80-26536 ISBN 0-911558-76-4 ISBN 0-911558-75-6 (pbk.) Copyright 1980 by the W. E. UPJOHN INSTITUTE FOR EMPLOYMENT RESEARCH 300 South Westnedge Ave. Kalamazoo, Michigan 49007 THE INSTITUTE, a nonprofit research organization, was established on July 1, 1945. It is an activity of the W. E. Upjohn Unemployment Trustee Corporation, which was formed in 1932 to administer a fund set aside by the late Dr. W. E. Upjohn for the purpose of carrying on "research into the causes and effects of unemployment and measures for the alleviation of unemployment." The Board of Trustees of the W. -
Information About Unemployment Insurance for Workers on Temporary Layoff
Information about Unemployment Insurance for Workers on Temporary Layoff What is a Temporary Layoff? A temporary layoff occurs when you are partially unemployed because of lack of work or you have worked less than the equivalent of 3 customary, scheduled, full-time days for your plant or industry and earn less than your ineligible amount (earnings allowance plus your weekly benefit amount).Your employer will notify you when a temporary layoff occurs or is pending, and will prepare the information needed to file for temporary unemployment insurance benefits. Your employer is allowed to file a temporary layoff claim only once during your benefit year and this one occurrence is limited to a maximum of 6 consecutive weeks. The first week of this series is a waiting period week for which no benefits can be paid. After this six week period has passed (if you are still unemployed) you will need to file your own claim for unemployment benefits. What Happens Next? After your new claim is filed, you will be mailed Form N CUI-550, Wage Transcript and Monetary Determination. This form shows the employer(s) for whom you worked during the base period applicable to your claim, and the amount of wages they paid you during each quarter. It also shows the weekly amount of benefits payable to you and the number of weeks for which benefits may be paid during your benefit year. Currently, the maximum weekly benefit amount payable is $350 per week. The number of weeks payable at the full weekly benefit amount varies based on the seasonally adjusted unemployment rate. -
Employment Downsizing and Its Alternatives
SHRM Foundation’s Effective Practice Guidelines Series Employment Downsizing and its Alternatives STRATEGIES FOR LONG-TERM SUCCESS Sponsored by Right Management SHRM FOUNDAtion’S EFFECTIVE PraCTICE GUIDELINES SERIES Employment Downsizing and its Alternatives STRATEGIES FOR LONG-TERM SUCCESS Wayne F. Cascio Sponsored by Right Management Employment Downsizing and its Alternatives This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged in rendering legal or other professional service. If legal advice or other expert assistance is required, the services of a competent, licensed professional should be sought. Any federal and state laws discussed in this book are subject to frequent revision and interpretation by amendments or judicial revisions that may significantly affect employer or employee rights and obligations. Readers are encouraged to seek legal counsel regarding specific policies and practices in their organizations. This book is published by the SHRM Foundation, an affiliate of the Society for Human Resource Management (SHRM©). The interpretations, conclusions and recommendations in this book are those of the author and do not necessarily represent those of the SHRM Foundation. ©2009 SHRM Foundation. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the SHRM Foundation, 1800 Duke Street, Alexandria, VA 22314. The SHRM Foundation is the 501(c)3 nonprofit affiliate of the Society for Human Resource Management (SHRM). -
Notice of Layoff Or Reassignment
Attachment B DHRM Form L-1 First Notice Rev. 10/07 Commonwealth of Virginia Final Notice Notice of Layoff or Placement This section is to be completed by the agency human resource officer Agency Name Date Employee Employee ID Name Number Position Role SOC Code Number Pay Current Semi-Monthly Band Salary Effective , you are being placed in the following position: Role SOC Code Position Number Location Semi-Monthly Salary are being placed on leave without pay-layoff for up to 12 months because there is no placement opportunity available to you under the State Layoff Policy. If you are being placed, options available to you are marked with an X below. You may decline the placement if it requires relocating your residence, and proceed to the next placement opportunity available to you under the Layoff Policy, if any other options are available. If none are available, I will be placed on leave without pay-layoff for up to 12 months. You may decline the placement since it is to a position that will result in a salary decrease, and request that you be placed on leave without pay-layoff for up to 12 months. If you do not accept the placement, your only option is to be separated-layoff because it will not result in salary decrease or need to relocate. You will not be entitled to severance benefits. Signed Title This section is to be filled in by the employee and returned to the human resource officer no later than . If you do not return the form by this date, agency management will determine your placement. -
The Essential Guide to Handling a Layoff Table of Contents
Tools, tips, and templates to ensure a smooth transition The Essential Guide to Handling a Layoff Table of Contents Section One: How to Select Who to Layoff 05 Employee Layoff Selection Guide Multi–Criteria Layoff Selection Guide Section Two: Worker Adjustment & Retraining Notification 14 Checklist Sample Letter Section Three: How to Layoff an Employee 18 Reduction Checklist Layoff Script Layoff Letter / Layoff Memo / Layoff Form Severance Pay Policy / Severance Calculator Offboarding Checklist Exit Interview Questionnaire How to handle a layoff with confidence and care Careful planning and preparation are key to successfully managing a layoff. But too often, the day-to-day demands of a busy workplace leave little opportunity to put in place the information and materials that allow an employer to ease — for everyone involved — the turmoil a layoff can bring. That’s why this ebook has been created. Making the hard choices For managers and HR professionals, having to let people go is one of the most difficult parts of the job, even when it’s clear that it’s a necessary step. And for employees directly impacted by that decision, a layoff is not only difficult, but it can also initially be devastating, especially when loyal and productive employees have to be let go due to a company’s decision to downsize in order to remain viable. A reduction in force is also likely to affect the morale of the employees who remain on the job. As tough as layoffs can be, it is possible to do them in ways that make things easier on everyone — ways that illustrate for laid-off employees the fact that the company cares about them as people; ways that also leave remaining employees feeling reassured by the way a layoff has been handled. -
57 ARTICLE 26: LAYOFF A. General Provisions the Employer Shall
ARTICLE 26: LAYOFF A. General Provisions The Employer shall determine when temporary or indefinite layoffs are necessary. B. Definitions 1. Temporary layoff affecting a career position is for a specified period of less than four (4) calendar months from the date of layoff. 2. Indefinite layoff affecting a career position is one which is four (4) or more calendar months. C. Temporary Layoff 1. An employee shall be given written notice of the effective date and the ending date of a temporary layoff. The notice shall be given at least thirty (30) calendar days prior to the effective date. D. Indefinite Layoff 1. The order of layoff for indefinite career employees in the same classification (defined as the four (4) digits of the title code) within a unit defined by the Employer is in inverse order of seniority except that the department head may retain employees irrespective of seniority who possess special skills, knowledge, or abilities that are not possessed by other employees in the same classification with greater seniority, and that are necessary to perform the ongoing function of the department. 2. Seniority: Seniority shall be calculated by the number of career full-time equivalent months (or hours) of LLNL service. Employment prior to a break in service shall not be counted. When employees have the same number of full-time equivalent months (or hours), the employee with the most recent date of appointment shall be deemed the least senior. 3. Notice: An employee will receive at least thirty (30) calendar days written notice prior to indefinite layoff. If less than thirty (30) calendar days notice is provided, the employee shall receive straight-time pay in lieu of notice for each additional day the employee would have been on pay status had the employee been given thirty (30) calendar days notice. -
Risk Implications of Unemployment and Underemployment
Risk Implications of Unemployment and Underemployment December 2015 Risk Implications of Unemployment and Underemployment SPONSOR CAS/CIA/SOA Joint Risk Management Section AUTHOR Kailan Shang, FSA, CFA, PRM, SCJP Caveat and Disclaimer The opinions expressed and conclusions reached by the author are his own and do not represent any official position or opinion of the sponsoring organizations or their members. The sponsoring organizations make no representation or warranty to the accuracy of the information. Copyright ©2015 All rights reserved by the Casualty Actuarial Society, Canadian Institute of Actuaries, Society of Actuaries 2 Risk Implications of Unemployment and Underemployment By Kailan Shang1 Acknowledgments The author would like to thank all members of the Joint Risk Management Section’s Project Oversight Group (POG) tasked with providing governance on this research project. This paper would not have attained its current level of relevance to practitioners without the POG’s guidance, feedback, and insightful input. “Risk Implications of Unemployment and Underemployment” POG members are the following: Guy Barker Thomas Hartl Shiraz Jetha Jing Ning Steven Siegel Fred Tavan The author would also like to thank Barbara Scott for her effective coordination of this project, as well as the sponsorship and funding support of the Joint Risk Management Section of the Casualty Actuarial Society, the Canadian Institute of Actuaries, and the Society of Actuaries. 1 Kailan Shang, FSA, CFA, PRM, SCJP, of Swin Solutions Inc., can be reached at [email protected]. Copyright ©2015 All rights reserved by the Casualty Actuarial Society, Canadian Institute of Actuaries, Society of Actuaries 3 Contents Executive Summary .......................................................................................................................... 4 1. -
Preventing Unemployment and Underemployment from Becoming Structural
PREVENTING UNEMPLOYMENT AND UNDEREMPLOYMENT FROM BECOMING STRUCTURAL Report prepared for the G20 Labour and Employment Ministerial Meeting Melbourne, Australia, 10-11 September 2014 Organisation for Economic Co-operation and Development, Paris 1 Executive Summary Key challenges In many advanced economies and some emerging economies, the persistence of high levels of unemployment following the crisis, and the build-up of long-term unemployment in particular, have raised concerns around a possible rise in structural unemployment. In emerging economies, there are long- standing concerns about high levels of under-employment, with many workers trapped in low-paid, informal jobs which fail to develop and fully utilise their skills and capacities. Some groups, e.g. the youth and people from migrant backgrounds, are at particular risk. These trends have reinforced social disparities in income and access to productive and rewarding jobs which are causing much hardship for individuals and families and undermining the growth potential of G20 economies. Underlying these trends has been the substantial transformation in the sources of job growth and the types of jobs that are being created as a result of increased globalisation, technological change, economic and social development, and demographic change in all G20 countries. These long-run forces have contributed to skills mismatch and skills shortages and will continue to put pressure on labour markets to be more adaptable but also on policies to provide more effective support to jobseekers to