1. Coordinating the Network of EU Agencies 2015 Workplace practices in European companies Findings from the 3 rd European Company Survey Stavroula Demetriades, Senior Programme Manager, Eurofound ILO, AICESIS, SER Conference The Hague, 29-30 October 2015 25/01/20161

2. Coordinating the Network of EU Agencies 2015 Eurofound A tripartite European agency Established in 1975 Comparative socio-economic research Budget of ca. € 21m 115 people in Dublin and Brussels combined

3. Coordinating the Network of EU Agencies 2015 Information sources European Working Conditions Survey ’91, ’95, ‘00, ‘05, ’10, ‘15 European network of correspondents Monitoring living and working conditions in the EU European Quality of Life Survey ‘03, ‘07, ’11, (‘16) European Company Survey ’05, ’09, ‘13 EurWORK: European Observatory of Working Life EMCC: European Monitoring Centre on Change

4. Coordinating the Network of EU Agencies 2015 European Company Survey Conducted in 2013 Data at establishment level from managers and employee representatives Workplace practices with regard to – work organisation – human resource management – direct employee participation – workplace social dialogue 25/01/20164

5. Coordinating the Network of EU Agencies 2015 25/01/20165 Employee participation and social dialogue Work organisation Human resource management Collaboration and outsourcing Internal organisation and information management Decision-making on daily tasks Recruitment, employment and career development Training Working time flexibility Variable pay Direct employee participation Workplace social dialogue Three main topics

6. Coordinating the Network of EU Agencies 2015 Workplace social dialogue Social dialogue is shaped by the cultural, institutional and economic developments in its national setting, affecting the types of actors and their roles in the process of social dialogue National experts (EIRO) were consulted to construct questions about the structure of social dialogue The chapter in our overview report outlines: – the incidence of employee representation structures – the characteristics of these structures, – the resources and information available to the employee representation – the level of involvement and influence – trust and conflict (industrial action) 25/01/20166

7. Coordinating the Network of EU Agencies 2015 Workplace compliance Workplace National legislator Inspectors Departments Tripartite bodies (eg SER) Social partners Statistical services Research institutes EU/International Bodies (eg ILO) The context

8. Coordinating the Network of EU Agencies 2015 Presence of an official structure for employee representation 8

9. Coordinating the Network of EU Agencies 2015 Time for employee representation duties, by size 9

10. Coordinating the Network of EU Agencies 2015 Availability of training and external advice, by sector 10

11. 25/01/2016 11

12. Coordinating the Network of EU Agencies 2015 Level of involvement as reported by manager and employee representative 12

13. Coordinating the Network of EU Agencies 2015 Level of influence, by topic 13

14. Coordinating the Network of EU Agencies 2015 Employee representation and influence on management decisions on OSH by size 14

15. Coordinating the Network of EU Agencies 2015 Work climate Good or very good: 84% of managers, 67% ER Size matters: management & ER more likely to both report good climate in small establishments (62%) than in large and medium (both 50%) Country differences Climate change in the last 3 years – Managers: 31% improved, 13% worsened – ER: 24% improved, 26% worsened – Crisis countries data show deterioration of climate

16. Coordinating the Network of EU Agencies 2015 Trust 25/01/201616

17. Coordinating the Network of EU Agencies 2015 Industrial action Industrial action is not a strong feature of our times 16% ER report some action Reasons? General industrial or social conflicts (and not establishment-specific) More prevalent in large (28%) rather that in medium (19%) or small establishments(13%) – Crisis countries.. Most affected sector: Industry

18. Coordinating the Network of EU Agencies 2015 Combining social dialogue practices: four types of workplaces (1) In the ‘Extensive and trusting’ type (39% of establishments), employee representatives are well resourced and highly involved, levels of trust are high, and industrial action is rare. In the ‘Moderate and trusting’ type (26% of establishments), employee representatives are moderately resourced and involvement and influence are limited; nevertheless, levels of trust are high. In establishments of the ‘Extensive and conflictual’ type (25% of establishments), employee representatives report to be well resourced and highly involved and have moderate levels of influence; however, levels of trust are low, and industrial action is relatively prevalent. In establishments of the ‘Limited and conflictual’ type, employee representatives lack resources and information and have little influence. Levels of trust are low, and industrial action is relatively common. 25/01/201618

19. Coordinating the Network of EU Agencies 2015 Combining social dialogue practices: four types of workplaces (2) The ‘Moderate and trusting’ type is more prevalent in smaller establishments The ‘Extensive and conflictual’ type is more prevalent in larger establishments The ‘Extensive and trusting’ and ‘Moderate and trusting’ types are more prevalent in the services sectors than in construction, industry and transport. – The transport sector stands out with a relatively high proportion of establishments of the ‘Extensive and conflictual type’ Country differences are large but there is no clear-cut pattern, except that both conflictual types of social dialogue are a lot more prevalent in Portugal and Spain than in the other countries 25/01/201619

20. Coordinating the Network of EU Agencies 2015 Workplace well-being and establishment performance of different types of organisation in terms of social dialogue 25/01/201620

21. Coordinating the Network of EU Agencies 2015 Limited & conflictual Extensive & trusting Extensive & conflictual Moderate & Trusting

22. Coordinating the Network of EU Agencies 2015 Conclusions and policy pointers (1) Analysis identified four groups of companies, two of which – ‘extensive and trusting’ and ‘moderate and trusting – score better on establishment performance and workplace wellbeing. Practices with regard to social dialogue tend to be more strongly associated with differences in performance and well-being than the practices with regard to work organisation and HRM practices studied in the other sections of the report. Trust (and the absence of conflict) are more strongly associated with performance and well-being than employee representative resources and levels of involvement and influence 25/01/201622

23. Coordinating the Network of EU Agencies 2015 Conclusions and policy pointers (2) Win-win outcomes are not self-evident even when favourable practices are in place. – Further research into conditions under which the implementation of certain bundles of practices is positively associated with win-win outcomes Differences between and within countries on the incidence of bundles of practices suggest that institutions and context matter Policy learning should be encouraged and should include sectoral initiatives and awareness raising campaigns targeted at managers and workers 25/01/201623

24. Coordinating the Network of EU Agencies 2015 Combining workplace practices: five groups of establishments Systematic and involving (30%) – top-down, highly structured internal organisation, high investment in HRM, extensive practices for direct and indirect participation Externally oriented (25%) – top-down, moderately structured internal organisation, outward looking, moderate investment in HRM, little direct and indirect participation Top-down and autonomous (21%) – top-down, highly structured internal organisation, self-sufficient, moderate investment in HRM, moderately supported direct and indirect participation Interactive and involving (12%) – joint approach to decision-making, moderately structured internal organisation, limited investment in HRM but extensive practices for direct and indirect participation Passive management (12%) – top-down, moderately structured internal organisation, but hardly any HRM, and little direct and indirect participation 25/01/201624

25. Coordinating the Network of EU Agencies 2015 25/01/201625 Well-being and performance of the five groups of establishments

26. Coordinating the Network of EU Agencies 2015 Promoting workplace compliance Workplace compliance would require the presence of institutions at the workplace level (as well as above) ECS findings show that employee representatives are present in 1/3 of establishments Certain workplace practices are more likely to be linked with performance and well-being Creating an environment that is conducive to such workplace practices is important Role of Information & consultation and ER influence on workplace issues, such as OSH, working time Policy makers should be aware of variability of social dialogue functioning; country and size (see small companies) differences –national context & institutions do matter

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28. Coordinating the Network of EU Agencies 2015 Thank you for your attention! www.eurofound.europa.eu std@eurofound.europa.eu www.eurofound.europa.eu std@eurofound.europa.eu 25/01/201628