The cost of mismatching labour supply and demand

The draft law rethinking technical and vocational training confirms itself as positive


Economy - published on 19 December 2023


https://www.trevisobellunosystem.com/wp-content/uploads/2023/12/Confartigianato-Imprese-Marca-Trevigiana-buone-feste.gif

Source: ufficio stampa Confartigianato Imprese Marca Trevigiana

Oscar Bernardi, president of Confartigianato Imprese Marca Trevigiana: “The search for personnel costs small businesses in the Treviso area 193 million euro.”

The mismatch between labour supply and demand costs 193 million euros to the Marca Trevigiana, placing the province in 14th place in Italy. This was revealed in a study by Confartigianato, which calculated the cost deriving from the lower added value produced due to the hard-to-find professions. We speak of the long search times for workers exceeding six months.

Our research only confirms what entrepreneurs have been complaining about for a long time – comments Oscar Bernardi, president of Confartigianato Imprese Marca TrevigianaA personnel search that takes longer than six months has an impact of more than one billion euros on the added value of the micro and small enterprises in Veneto.
Companies in Veneto rank second in this special classification after Lombardy. They are followed by Latium, Emilia-Romagna, Piedmont, Tuscany and Campania (529 million) – More than half of all personnel searches are difficult to carry out – Oscar Bernardi confirms – and yet our companies need them like water in the desert.

The problem of finding personnel shows no sign of improving, especially for artisan and manufacturing and construction SMEs, 95% of which are looking for technical and blue-collar profiles. Last November in Veneto, the difficulty rose to 55.6%, a good seven percentage points higher than the national average ‘stuck’ at 48.5%. With regard to specialised workers, machinery operators, and truck drivers, the threshold reached 68.3%. This value is mostly explained by the absence of candidates (47.2%), rather than by their lack of preparation (15.3%) – The real paradox – underlines president Bernardi – is that while more than one out of two entrants is difficult to find, in Veneto more than one hundred thousand young people, about 18 thousand in the Province of Treviso, in the 25-34 age bracket are inactive. In Italy they are over one and a half million, a figure that brings us to occupy, in negative, the first position in the EU.

The problem of personnel recruitment is linked to that, equally felt by entrepreneurs, of how to attract and retain young people in the company. Among the possibilities are training activities, the valorisation of the benefits that the bilaterality of the craft sector provides to employees, and corporate welfare solutions adapted to the needs and expectations of the workforce – Good news comes from the government – says Oscar Bernardi – with the bill DDL 924 of 18 September that establishes the technological-professional training chain, now being examined by the Senate Culture Commission – which goes in the direction of what we are already doing in our province with the dialogue established with the Ipsia (Professional Institutes for Industry and Craftsmanship) and the IEFPs (regional vocational training centres) to orient young people to the employed or self-employed labour market with experience in companies while they are still students. In fact, the aim of the Ddl is to make all the pieces of the chain dialogue, bringing Italy closer to the best European experiences – We hope that this challenge can be taken up,’ concludes President Bernardi, ‘that schools decide to start experimenting. Didactics must be completely rethought, and not only by compressing the contents currently expressed in the five-year courses. It is more necessary than ever to enter into dialogue with the business world for the benefit of the skills and profiles of young people’s output, favouring dual training courses designed with companies, supporting training experiences co-designed with schools directly in work contexts . What raises some perplexity in us is the centralised management; we would have liked the territories to be the protagonists, thus guaranteeing an effective implementation of the supply chain and a design and concrete dialogue of the training world with the territorial production fabric.

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