COMMUNICATIONS STRATEGY
2012-2014
1. Introduction
According to the Eurobarometer Geographical and Labour Market Mobility report1, while people express rather positive opinions about mobility within the EU, actual mobility levels tend to be relatively low. Only slightly more than two per cent of EU citizens currently live in another EU Member State, compared to almost four per cent of the EU-27 population who are non-EU nationals.
The Eurobarometer survey also revealed that 34% of Europeans think that their chances of finding a job abroad are better than finding a job in their own country. Fur- thermore, personal contacts and the Internet are the most likely sources of information Europeans would use to find a job abroad while 21% would use a public employment agency.
There’s plenty of scope for EURES to increase its visibility to encourage more people, i.e. those who already know, to use its service and also to encourage more people who are not yet aware of the EURES service, some 88%
of the EU population, to consider EURES and mobility when looking for a new job or career.
By reinforcing the EURES brand and maximising EURES’
presence in the marketplace at this crucial time, there’s never been a better time to positively promote the EURES brand.
To date, EURES has struggled to make an impact in its marketing of itself as the premier source for jobs in Europe for the mobile jobseeker, and for employers who, like jobseekers, are overwhelmed with choice in the job search and placement market.
Presented here is the overarching two year EURES com- munications strategy.
2. How to use this strategy
The proposals laid out in this strategy are designed to provide a framework for each EURES member to pick and choose those elements that are relevant to their national situation. The strategy is not a prescriptive docu- ment. The members are free to adapt the techniques and recommendations to national resources and use those tools that are best suited to having the maximum impact in their region.
This strategy is a living document. Every year, a EURES Annual Communications Plan will be developed based on the principles of the strategy to set actions and targets for the coming year. These will detail various initiatives coordinated centrally that can be implemented at the local level with the aim of achieving maximum impact.
Every EURES member organisation will make its own action plan based on the EURES Communication Strategy as much as possible to be presented at the spring meeting of the Information and Communication Working Group at the start of each calendar year.
The strategy refers and links to other relevant docu- ments which all are available on the Extranet section of the EURES Portal.
3. Policy context
The Europe 2020 strategy is the Commission’s response to the economic challenges that the EU faces to which all Member States have signed up. It sets out growth strategies for the coming decade based on four priorities:
• Smart growth;
• Sustainable growth;
• Inclusive growth; and
• Economic governance.
1. 2010.
Each priority has at least one target and one flagship initiative. The target most relevant to EURES is:
• 75% employment rate for women and men aged 20-64 by 2020 - achieved by getting more people into work, especially women, the young, older and low-skilled people and legal migrants.
The flagship initiatives most relevant to EURES are Agenda for New Skills and Jobs and Youth on the Move.
3.1. Agenda for New Skills and Jobs
The Agenda for New Skills and Jobs is the flagship initia- tive of the Inclusive Growth priority. As well as aiming to increase the employment rate of 20-64 year olds by:
• Stepping up reforms to improve flexibility and security in the labour market (‘flexicurity’)
• Equipping people with the right skills for the jobs of today and tomorrow
• Improving the quality of jobs and ensuring better working conditions
• Improving the conditions for job creation.
3.2. Youth on the Move
Youth on the Move is a flagship initiative under Smart Growth. It is a comprehensive package of policy initia- tives on education and employment for young people in Europe. It aims to improve young people’s education and employability, to reduce high youth unemployment and to increase the youth-employment rate by:
• Making education and training more relevant to young people’s needs;
• Encouraging more of them to take advantage of EU grants to study or train in another country;
• Encouraging EU countries to take measures simplify- ing the transition from education to work.
3.3. EURES 2020
In response to current economic challenges and the Europe 2020 Strategy, EURES is adapting to meet the requirements of the changing environment in which the service operates.
The rationale for the EURES 2020 reforms is in line with the Europe 2020 agenda. In the years since EURES was established in 1993, its remit has changed as the eco- nomic climate and labour market has changed. EURES is being more heavily used by the Member States’ Public Employment Services as one of the tools to alleviate the consequences of the current recession2. As such, the service needs to make itself fit for its new purpose.
EURES is moving from being primarily an information provider on jobs and the labour market to being a job placement service, or a ‘results oriented matching tool’
meaning that the EURES brand needs to position itself as a key solution to the crisis on the labour market .
Two objectives of the EURES 2020 reforms are to:
1. Increase intra-EU-mobility by giving access to more employment opportunities and contribute to eco- nomic growth by establishing EURES as a matching, placement and recruitment capacity for labour mobil- ity across Europe, in line with post-crisis labour market adjustment needs, and the employment target of Europe 2020; and to
2. Expand EURES to support a new specific and youth- targeted mobility scheme “Your First EURES Job” and provide a legal basis for giving financial incentives to young people who have the highest propensity to be mobile.
This communications strategy takes into account EURES’
new mission.
2. http://europa.eu/rapid/pressReleasesAction.do?aged=0&format=HTML&guiLanguage=en&language=EN&reference=IP/09/1714
A.4. Objectives
The following are the objectives for this communica- tions strategy:
• EURES is seen as the leading job placement service in Europe amongst jobseekers and employers;
• Make job mobility in Europe a natural choice for jobseekers and employers by raising the profile of EURES in the media;
• Strengthen relations internally and between stake- holders, decision-makers and the general public;
• Establish a well-developed visual identity that can be extensively applied to all communication supports used by EURES, creating a consistent EURES image governed by a set of guiding principles.
• Don’t limit the network
(Engage and empower internal audiences) What: Providing the network with the tools to increase
internal understanding of the need for a coordinated communications strategy.
How: As well as EURES advisers, who are the voice and face of the network, there are many other organisa- tions and networks that could be tapped into to act as multipliers of the EURES message. That is, they can help to spread the EURES message to their target audiences who are similar to the EURES target. Taking internal and external audiences broadly, these include PES communications managers and employees, other DG’s of the European Commission, specifically the networks run by these DGs e.g. EURAXESS, Enterprise Europe, Europe Direct, and Your Europe.
• Prioritise human stories
(Success-focused, not process-focused)
What: Demonstrating that EURES finds jobs and makes matches. Promoting the value of EURES, not the ser- vice.
How: EURES advisers mustn’t be afraid to shout about their success. Every month, advisers successfully place jobseekers in new posts and these are stories that can be used to sell EURES as a job placement service.
• Add value centrally
(A common, strategic umbrella)
What: Pan-European communications activities exe- cuted from Brussels combined with country-specific outreach tasks under a common strategic umbrella.
How: As stated previously, while common com- munications messages and campaign products will be executed from Brussels, these need to be communicated at a local level to ensure authen- ticity and resonance with the local target groups.
• Integrate social media
(Media and mass communications)
What: These will continue to form the foundation for this communications strategy, but have been further developed to reflect the new realities to spread the message to selected audiences.
How: Social media is an essential component in the communications toolkit. A combination of central coordination and local implementation will ensure that the messages are kept consistent, up-to-date and of usefulness and relevance to the audience.
A.5. Guiding principles
The following principles are integral to the successful implantation of the communications strategy. They form the foundation of the various actions that will be under- taken to ensure the EURES brand is firmly in the public domain and reaching the intended target audiences.
6. Target groups
In order to successfully implement the guiding principles and achieve the objectives of this strategy, it is neces- sary to identify specific groups who will be the main target of EURES communications. This will enable EUREs communications to have greater impact and be a more efficient use of resources.
EURES has multiple target groups. These include:
• Job seekers
Those looking for employment, whether currently employed i.e. job changers or unemployed, and who are considering moving abroad to improve their job prospects:
• Job changers
• Cross-border workers
• Students / Young people
This group includes those who are still at college or university, those who are soon to graduate and young people not in education or employment, among others:
• ERASMUS exchange students
• Unemployed with benefits
• Seasonal workers
• Returning migrants
• Employers
Those looking to recruit, who may or may not have considered recruiting from abroad as the solution to their recruitment problems, including:
• Small and medium sized enterprises (SMEs)
• International companies
• Recruitment agencies /headhunters
• Learning partners
The institutions, organisations and initiatives that work with learners to develop and upgrade their skills to enable them to be competitive in the labour market:
• Universities
• Training and education institutions
EU lifelong learning programmes such as Erasmus
(higher education), Leonardo Da Vinci (vocational education and training), Grundtvig (adult educa- tion), and Comenius (for schools).
• Internal/other partners and stakeholders Those institutions and organisations with an interest in the work of EURES:
• Public Employment Service staff (PES)
• Other European Networks, such as EURAXESS, Enterprise Europe, Europe Direct, Your Europe etc.
• Employer/trade union organisations
• Press / media
Though all the above are EURES target groups, we should focus on a narrower group that would provide the great- est return on both our communications investment but also on the EU’s agenda for reducing unemployment and increasing growth. Each year, one or several target groups will be chosen and these will be the focus of EURES communications for that year as detailed in the EURES Annual Communication Plan.
7. Messages
The key messages are an essential part of the communica- tions strategies. Key messages are the foundation for all communications and the information the network will convey to the target groups and the wider world. They are general statements and beliefs about EURES that people thinking about the EURES brand should ideally think when asked what EURES is.
The following Unique Selling Points (USPs) will form the basis of the key messages that will be agreed annu- ally with the network and be an integral part of annual action plans.
For more information about the development of key messages and how to use them effectively in national communications, please refer to the EURES Communica- tion Toolkit which can be downloaded from the Extranet.
7.1. Unique Selling Points
EURES has many Unique Selling Points which need to be promoted both internally and externally:
• Free
No cost to either employees or employers to use the service.
• A network of around 850 advisers in 31 European countries
A human network offering face-to-face advice and support in-country.
• Is able to provide a complete overview and up-to- date information of living and working conditions and regulations in another EEA country.
• Unrivalled labour market access
The extensive network, linked to the national Public Employment Service, has the most comprehensive labour market access available.
• Has access to over a million jobs
A huge range of jobs across all sectors, all professions, in all EU countries.
• Work to ensure “fair mobility”
• Can offer a personalised service.
8. Channels
A number of different channels will be used to promote EURES and convey the key messages to the target audiences.
The type of tool used will be dependent upon on its appropriateness to the target audience and its effec- tiveness with that audience. A mix of media - classic print products and online tools - is detailed below, along with an explanation of the target audience and their purpose.
8.1. The EURES portal
The EURES portal is the main communications channel through which the service interacts with all target audi- ences, particularly jobseekers and employers. Not only does it showcase the million jobs that EURES has on offer, it also provides valuable insight and information into the current state of the European labour market. It is the premier showcase for the EURES service, the EURES shop front and it is the main product that needs to be promoted.
All communications activities will direct target audiences to the EURES portal by ensuring that the website’s URL is:
• Continuously promoted online and in print;
• Prominently promoted and displayed at events; and
• Links on partner and stakeholder sites to achieve cross-promotion.
It should in particular be used for: Promoting events, news stories, labour market information, adviser contact details.
8.2. European Job Days
The European Job Days are the main interface between EURES advisers and the job seeking target audience across the network. The Job Days reach thousands of people a year in each of the 31 members of the EURES network and are an essential tool in the communications mix.
It should in particular be used for: Job matching, face-to-face information dissemination.
8.3. Other local events
Most members of the EURES network run smaller, local events or attend events run by others, like information fairs at universities and local job fairs. These provide a good opportunity to both network with partners and stakeholders and also to meet a new audience of poten- tial EURES clients.
It should in particular be used for: Face-to-face informa- tion dissemination, local awareness-raising, partner and stakeholder interaction.
8.4. Social media
Social media is an essential but currently underused channel at the EURES network’s disposal. Tools like Facebook, Twit- ter, LinkedIn, Google + and YouTube can help raise EURES’
profile and attract interest from high numbers of job seekers.
It should in particular be used for: Brief snippets of informa- tion, event promotion, broadening awareness.
For more on social media, see the separate document, EURES Social Media Strategy accessible on the Extranet.
8.5. Media and press
Engagement with the media in all its forms is difficult but necessary. Television, print, radio and online mass media are able to reach the widest audience possible, well beyond the means that EURES alone could reach. Therefore, providing opportunities for the media to report on EURES requires innovative activities and approaches to gain their interest and, ultimately, positive coverage. This should be done by focusing on the human interest element of the activities, which can provide vital sources of publicity.
Two new areas of media engagement will also be devel- oped to take EURES alongside the traditional channels:
• Engagement with EU specialist bloggers will be cul- tivated angled from the standpoint of policy, as well as highlighting success stories of clients placed by EURES in another Member State. Blogs dealing with young people and employment
• Specialist press i.e. those publications dealing spe- cifically with employment issues or European policy issues. These publications are more likely to be inter- ested in covering a EURES story than a general news- paper or magazine and they can also be essential in reaching potential partners and stakeholders.
It should in particular be used for: News, events, spreading the word about EURES to both as wide and as targeted an audience as possible, events,
8.6. Print and publications
Traditional forms of communicating are still important in the digital age and should not be overlooked. Print products can be used for both informational and promotional pur- poses – to both give details about the EURES service and to market and raise the profile of EURES, for example, at events.
A number of print products will be detailed in the annual plans to support communications campaigns throughout the year. The centrally-produced EURES publications of use and relevance to the network can be downloaded using the online order form on the Extranet.
It should in particular be used for: Getting out specific infor- mation in long form e.g. leaflets and brochures.
9. Visual identity
The strict usage and compliance to the guidelines that govern the EURES visual identity is essential to ensuring that EURES presents a consistent image. This runs across all channels - through the web portal, print materials for corporate publications and specific campaigns, e.g. the Job Days, and general leaflets and posters and all pres- entational material e.g. PowerPoint templates, branded folders, visit cards etc.
The visual identity guidelines, EURES Graphic Standards can be downloaded from the Extranet.
10. EURES News and Information Bureau
The EURES News & Information Bureau (ENIB) will regu- larly provide the EURES network with content for use at various levels of the organisation. ENIB’s main task is to regularly produce information products such as articles for the EURES portal and the Extranet, monthly emails to subscribed users, management of the EURES social media platforms and updates of the events calendar.
A key component for ENIB’s success is the participation of advisers. Their willingness to share success stories and best practices is essential. Stories will be disseminated in the most effective ways through the network’s differ- ent channels. The EURES network will be encouraged to share their success stories, best practices and good ideas for a theme or topic.
11. Internal communications
Internal communications is as important as external com- munication. EURES advisers are champions of the EURES brand and are multipliers themselves. Advisers need to deliver a coherent and consistent message that is consist- ent with the messages that are being put out corporately.
In order to ensure consistency of message, there needs to be frequent and effective communication between:
• The EURESco and the network
• The network and the network
• The network and partners and stakeholders
11.1. EURESco and the network
Regular communications through a variety of means is key to maintaining the relationship of trust between EURESco and the network. Consistent contact through email updates and newsletters can be used to deliver timely news and updates that can be supplemented by more detailed briefings as and when.
11.2. The network and the network
The extranet as a method of intra-network communi- cation is a good resource for sharing information and communicating news across the network. It is vital that it be better used to make the most of the knowledge within the network.
Social media can also be used as an alternative method of communication between advisers for exchanging information and good practice although it should pri- marily be used for external communication.
11.3. The network and partners and stakeholders
This will primarily be done at local level, making links with local partners and agencies and consolidating those links through face-to-face contact. Partners and stakeholders should be treated as part of the extended EURES fam- ily and should be included in internal communications when relevant and necessary.
12. Internal communications channels
The regular use of the available channels will facilitate communication across the EURES network.
12.1. The EURES Extranet
As stated above, the Extranet is a good tool for ad-hoc online communications between both EURES advisers and between EURESco and the network. The sharing of good practice, and also personal news and information, is a good way to stimulate discussion and promote cohe- sion between the EURES network.
12.2. The EURES Information and
Communications Working Group (ICWG)
Meets face-to-face twice a year in Brussels to discuss and plan strategic communications activities and share good practice. The annual communications conference is organised back to back or as part of the autumn meet-
ing of the ICWG to which also senior communications experts of the EURES host organisations will be invited to raise awareness of EURES communication needs and strategies and to create synergies.
13. Communication training
Offering relevant communication training to advisers to better enable them to do their jobs to the best of their ability is an investment that cannot be underestimated.
While communications is not the first priority of advisers, they deal with the public and employers face-to-face and are in a position to sell the EURES brand. As such, they need to be equipped with the necessary skills to convey the key messages competently and convincingly.
Social media implementation and local communications also need to take place at the local level. As such, advis- ers need to be confident in developing and maintaining their local EURES presence across the various forms of media in their area.
Please refer to the EURES Communications Training Cata- logue for a complete listing of the various training options available on the Extranet.
There are also a number of courses offered by Ernst and Young (EURES training provider) that are complementary to the communications training. More information can be found on the Extranet.
