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There is Á߰赿Æ÷ÀåÀÌ»ç<br /> some criticism of the privatised job council system, much of which centres on the idea that agencies don¡¯t do anything ·¹Çø®Ä«¿©¼ºÁö°©=·¹Çø®Ä«¿©¼ºÁö°©<br /> to help raise skill levels of employees not facing ±ºÆ÷¾ÆÆÄÆ®ÀÌ»ç<br /> layoffs, since these councils only work with people who have ²Äµ¥°¡¸£¼Û¿©¼ºÀÇ·ù=²Äµ¥°¡¸£¼Û¿©¼ºÀÇ·ù<br /> lost, or are about to lose, their jobs. Additionally, it¡¯s quite a bit harder to place job seekers who haven¡¯t recently been in the workforce, which generally means that skilled µð½ºÄù¾îµå¿©¼ºÀÇ·ù=µð½ºÄù¾îµå¿©¼ºÀÇ·ù<br /> workers partnering with the job security councils have a higher chance of getting a new position.

But, compared to other European countries, the Swedish system is efficient and has garnered attention internationally. The closest equivalent to the Swedish system is Germany¡¯s Transferma©¬nahmen, or ¡®transfer measures¡¯, in which support for laid-off workers is partly financed by the employer and partly by the state. However, this only applies to large companies. And in general, ¼ººÏÀϹÝÀÌ»ç<br /> current programmes in Europe more commonly focus on avoiding layoffs altogether, such as cuts in pay or working hours. In most countries, there exists no additional support for laid-off workers apart from state-run ´ä·Ê¶±=´ä·Êǰ ´ä·Ê¶± Çà»ç¶± ±îÄ¡¶±<br /> schemes. This applies in particular to the French system, but also to Belgium and the Netherlands, for example.
     

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