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Aiding for the unemployed has universally been the major government policy. To made relief of the unemployed, the implementation of Workers'' Unemployment Insurance Benefit on January 1, 1999 was to achieve employment security with complementary unemployment benefit system. However, unemployment insurance was not the panacea for structural unemployment problems. Therefore, unemployment insurance was separated from the Labour Insurance System, and was combined with the referral of employment and vocational training and consulting, and laws are particularly enacted to handle unemployment insurance affairs. The Employment Insurance Law was enforced on January 1, 2003 to build a complete employment security system in Taiwan.
The purpose of implementing Employment Insurance Law is to secure basic living requirements for a certain period of unemployment and promote the unemployed to be employed, and to integrate unemployment benefit, employment services, and vocational training into Three-in-one Employment Services. There are two reforms in this law: (1) the importance of consulting for the unemployed to re-enter the labour market: counselling with job-seekers to help them understand themselves and labour market, which serves as the references for their appropriate development. (2)The integration of case management into employment consulting: to avoid long-term unemployment, particularly for the disadvantaged job-seekers, individual and in-depth employment assisting is provided with case management, and plans are tailored for them based on the evaluation of case managing categorised services, or referral to vocational training according to their needs.
Both major reforms have been implemented for four years, although case managers play vital roles in the achievement, the problems of accountability surfaced, such as “How was the achievement they made? How to evaluate? ”; meanwhile, case managers also faced the dilemma that how to cope with the problems of quality and quantity and get the balance between “quality service” and “performance evaluation.” These adversities were not anticipated as this policy was established. Therefore, the object of this study is to:
(1) Investigate the planning of case managements and how they implemented in the
counselling system, and case managers’ role and difficulties.
(2) Compare the differences of counselling services between Counselling services
area and General services area
(3) Inspect the different treatments towards clients as different opinions occur.
(4) Scrutinise the strategy of used in human resources outsourcing.
(5) Evaluate the effects of division and cooperation of employment services.
This is a qualitative research which was conducted with focus-group and in-depth interviewing. The aim of this study is to know the effect of service provided by case managers. Under the pressure of performance-oriented service, could case managers meet the requirement of three-in-one employment services workflow? And could their employment services meet the clients’ needs? Six case managers were selected to be the focus group, and among these six interviewees, one supervisor and one who was employment serviceman were in-depth interviewed. The suggestions drawn after research analysis are as following:
1. In principle
(1) Realising the spirit of implementing case management in public employment services centres.
(2) Enhancing the role and responsibility of human resources outsourcing.
(3) Policy making should meet practicality.
2. In practicality
(1) Securing appropriate employment services, reasonable numbers of case and
service should be considered.
(2) Enhancing the cooperation of interior area
(3) Enhancing the ability of empowerment case management.
(4) Establishing appropriate case managers’ qualification requirement and career
development.
(5) Improving case managers’ vocational knowledge.
Key Words:
Three-in-one employment services, Counselling services, Labour outsourcing
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