John Maynard Keynes famously thought that, by now, the primary societal issue would be boredom, due to productivity increasing to a level where we would only need to work 15 hours per week. He was evidently wrong. Despite huge changes in technology and productivity, long working hours are still prevalent.
Economic disparities have been decreasing between EU member states over the past decade, but at the same time inequality has been growing within member states. Despite national level convergence, the gap in wealth and income between the rich and the poor is growing in most of Europe.
Platform work is still small in scale in Europe, but it is increasing – and this not only in terms of the number of platforms, workers and tasks, but also the diversity of business models, matching mechanisms and types of tasks that are mediated through an online platform or an app.
The votes have been cast, tallied and declared and we can now see the political landscape of the new European Parliament. To what extent have mixed developments in employment and quality of life contributed to the more fractured political landscape? And can the EU continue to deliver to the more diverse demands of citizens across Europe?
Imagine you’re at work and something happens: you have to leave to visit a client, you have to go home to let in the plumber, or you have to collect the kids from school as the football training has just been cancelled. If you’re lucky, your employer gives you the flexibility to do this. If you’re even luckier, it is YOU who decides upon your schedule and place of work.
Large scale restructuring involving job loss is usually well-documented, and there is rightly a focus on what options there are for those who have lost their jobs. But what impact does all this have on those that are left behind?
Seniority entitlements have largely been on the decline since the 1990s, and have been gradually phased-out from legislation in Europe, as well as in collective agreements. However, it would be premature to dismiss seniority-based entitlements as a thing of the past, as they remain in force across Europe, even if the more expansive term of ‘relevant experience’ is preferred.
Motivated workers have higher levels of engagement, better health and are able to work longer. Improving motivation at work is therefore a key component in meeting the challenges of Europe’s ageing workforce and improving the EU’s long-term competitiveness on a global scale. This means that fostering motivation at work isn’t just about personal or business success, it's about Europe’s success.
After more than 60 years of European policy on the equal treatment of women and men, men still outnumber women in management positions by almost two to one. The women who do make it into management are more likely to be in non-supervising management roles where they manage operational responsibilities but not staff, and the minority that do manage staff are more likely to be managing other women.
Ein Jahr nach der Einführung des Entgelttransparenzgesetzes sind die ersten Befunde noch nicht wirklich beeindruckend. Dieses Gesetz ist Deutschlands Antwort auf die Empfehlung der Europäischen Kommission von 2014, zumindest eine von vier Lohntransparenz-Maßnahmen einzuführen, um die Lohnschere zwischen Männern und Frauen zu schließen.
Unemployment in the EU is continuing to fall, with the rate approaching its 2008 low point. This is good news: the Europe 2020 target of 75% employment in the working age population is now in sight for many Member States. However, as unemployment reaches new lows, the opposite problem is emerging – labour shortages
Over the last decade, European labour markets have seen a surge in the number of older workers in work and a continuous decline in their unemployment rates. A lot of young and middle-aged workers lost their jobs in the Great Recession, but not so the older age group. This means they receive less policy attention, which is unfortunate for older workers who suddenly find themselves without a job.
