Third chapter of the English version of the book 'Energieke Arbeid' published by the Centre of Applied Labour Market Research and Innovation (Dutch abbreviation: KCA) to celebrate the 10th anniversary of applied labour market research at Hanze University of Applied Sciences. This chapter discusses the second line of research of KCA: The Labour Market in the EnergyPort Groningen Region.
This book brings together the opening addresses of the first four professors of theCentre of Applied Labour Market Research and Innovation at Hanze UniversityGroningen, the Netherlands. The Centre started in 2008.
English version of the book 'Energieke Arbeid' published by the Centre of Applied Labour Market Research and Innovation (Dutch abbreviation: KCA) to celebrate the 10th anniversary of applied labour market research at Hanze University of Applied Sciences. After an introduction by drs. Marian van Os (vice-president of the Executive Board of Hanze University of Applied Sciences Groningen), the first chapter (by dr. Harm van Lieshout) takes a brief look back at the development of KCA over the past ten years. The second chapter (by dr. Louis Polstra) discusses the first of two lines of research of KCA: Healthy Ageing & Work. The third chapter (by dr. Harm van Lieshout) discusses the second line of research: The Labour Market in the EnergyPort Groningen Region. The book concludes with a brief epilogue by van Lieshout & Polstra.
In our increasingly global society, organizations face many opportunities in innovation, improved productivity and easy access to talent. At the same time, one of the greatest challenges, businesses experience nowadays, is the importance of social and/or human capital for their effectiveness and success (Backhaus and Tikoo, 2004; Mosley, 2007; Theurer et al., 2018; Tumasjan et al., 2020). High-quality employees are crucial to the competitive strength of an organization in the global economy, as these employees have a major influence on organizational reputation (Dowling at al., 2012). An important question is how, under these global circumstances, organizations and companies in the Netherlands can best be stimulated to attract and preserve social capital.Several studies have suggested the scarcity of talent and the crucial importance of gaining competitive advantage with recruitment communication to find the fit between personal and fundamental organizational characteristics and values for employees (Cable and Edwards, 2004; Bhatnagar and Srivastava, 2008; ManPower Group, 2014; European Communication Monitor (ECM), 2018). In order to become an employer of choice, organizations have to not only stand out from the crowd during the recruitment process but work on developing loyalty and a culture of trust in their relationship with employees (ECM, 2018). Employer Branding focuses on the process of promoting an organization, as the “employer of choice” to a desired target group, which an organization aims to attract and retain. This process encompasses building an identifiable and unique employer identity or, more specifically, “the promotion of a unique and attractive image” as an employer (Backhaus 2004, p. 117; Backhaus and Tikoo 2004, p. 502).One of the biggest challenges in the North of the Netherlands at the moment is the urgent need for qualified labor in the IT, energy and healthcare sectors and the excess supply of international graduates who are able to find a job in the North of the Netherlands (AWVN, 2019). Talent development, as part of the regional labor market and education policy, has been an important part of government programs and strategies in the region (VNO-NCW Noord, 2018). For instance, North Netherlands Alliance (SNN) signed a Northern Innovation Agenda for the 2014-2020 period. SNN encourages, facilitates and connects ambitions focused on the development of the Northern Netherlands. Also, the Social Economic council North Netherlands issued an advice on the labour market in the North Netherlands (SER Noord Nederland, 2017). Knowledge institutions also contribute through employability programs. Another example is the Regional Talent Agreement (Talent Akkoord) framework issued by the Groningen educational institutions, employers and employees’ organizations and regional authorities in which they jointly commit to recruiting, training, retaining and developing talent for the Northern labor market. Most of the hires with a maximum of five year of experience at companies are represented by millennials. To learn what values make an attractive brand for employees in the of the North of the Netherlands, we conducted a first study. When ranking the most important values of corporate culture which matter to young employees, they mention creative freedom, purposeful work, flexibility, work-life balance as well as personal development. Whereas attractive workplace and job security do not matter to such a degree. A positive work environment and a good relationship with colleagues are valued highly (Hein, 2019).To date, as far as we know, no other employer branding studies have been carried out for the North of the Netherlands. Further insight is needed into the role of employer branding as a powerful tool to retain talent in Northern industry in particular.The goal of this study is to provide a detailed analysis of the regional industry in the Northern Netherlands and contribute to: 1) the scientific body of knowledge about whether and how employer branding can strengthen the attractiveness of a regional industry in the labor market; 2) the application of this knowledge and insights by companies and governments in local policy development in the North of the Netherlands.
Meaningful applications in education, healthcare and media. The first spearhead concerns the use of virtual humans (AI-driven, digital people) in various sectors of society such as education, healthcare and media. The shortages of labour affect all sectors and the use of AI and virtual humans can contribute to solutions. Think of a virtual 'buddy' for lonely elderly people, a virtual teacher for education and training of digital coaches and assistants. But also of serious games that measure or influence behaviour and digital twins (digital copies of objects, systems or plans) for better decision-making. The second pillar of the project focuses on the further growth of the region as an innovation district. To this end, collaborations between knowledge institutions, organisations and companies established in the Spoorzone are stimulated. The result is that (young) talent is committed to the region; also one of the objectives of the Regio Deal Midden-Brabant.Societal issueCombating a digital divide so that the (digital) society remains accessible and fair for everyone - even if you are not very technically minded - is also a spearhead. Benefit for societyBy developing the innovation district for society, we create a magnet function for:Socially involved experts (knowledge institutions), companies, social organizations, citizens and investors. Students/young talent with innovative power who are challenged to new solutions and entrepreneurship. Companies that want to bring new solutions to the market, that invest in R&D and want to establish themselves close to talent;o Attractive jobs in the companies mentioned so that young talent commits to the region and can “work for the best brands” there.In addition to structural reinforcement by the innovation district, the technology of virtual humans is being researched in the practice of health, care, welfare, education and media. The concrete projects in this proposal are already achieving initial results in this area; applications that meet social needs or that provide social solutions.
