Publications & Documents


  • 27-July-2016

    English

    Priorities for completing the European Union's Single Market

    To support the recovery, structural reforms that yield short-run as well as long-run gains should be prioritised.

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  • 27-July-2016

    English

    Estimating the distributional impact of the Greek crisis (2009-2014)

    This paper analyses the effects of the Greek crisis on inequality and poverty in 2009-2014 using the micro-simulation model EUROMOD.

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  • 26-July-2016

    English

    The effects of reform scenarios for unemployment benefits and social assistance on financial incentives to work and poverty in Lithuania

    In 2015 the Lithuanian government launched an ambitious Social Model reform agenda aimed at balancing flexibility of the labour market and security provided through the system of social protection.

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  • 26-July-2016

    English

    Growing together: making Lithuania’s convergence process more inclusive

    Although Lithuania’s growth has been impressive, inequality is high, the risk of poverty is one of the highest of European countries, and life expectancy is comparatively low and strongly dependent on socio-economic background.

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  • 21-July-2016

    English, PDF, 1,166kb

    Enhancing employability, G20 Report

    Skill requirements are changing rapidly as a result of structural shifts. Workforce employability is essential to turn structural change into an opportunity for all. Education and training systems, labour markets, workers and workplaces will have to become more adaptable. A set of concrete actionable measures is proposed to improve the employability of each economy’s workforce.

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  • 18-July-2016

    English

    Country projects

    The OECD has undertaken various reviews of countries' public employement and HRM systems.

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  • 18-July-2016

    English

    Strategic HRM and compensation

    Strategic HR Management looks at the processes and tools used to ensure that the capacities of the government workforce are aligned to the mission and core strategic objectives of the government.The OECD looks at HRM holistically, including the processes in place to bring people into the civil service, develop their skills and knowledge, and allocate their talents to priorities.

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  • 18-July-2016

    English

    Diversity and inclusion

    Workforce diversity can be a strong contributor to innovation, organisational performance and trust in public institutions. If not managed, diversity can result in lower levels of social integration, worse communication and conflict which can deteriorate performance.

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  • 18-July-2016

    English

    Leadership

    Leaders are increasingly called upon not only to be effective target managers, but also to be inspiring, transformative leaders capable of driving innovation while maintaining the highest standards of accountability, integrity and transparency. The OECD is mapping the changing expectations on senior civil servants, and assessing what kind of skills and competencies are needed to meet these expectations.

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  • 18-July-2016

    English

    Skills and capacity

    The skills sets of civil servants need to keep up with the fast pace of change in the societies they aim to support and improve. The OECD is exploring the skills through which civil servants create public value for today's societies.

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