The initiative strives to develop concrete measures to bring digital skills and competences to all levels of the economy and society by connecting different stakeholders from the public and private sector. Moreover, the National Coalition pledges further coordinated action to identify and share best practices. Skills anticipation in the digital sector is made using stakeholder´s inputs.
Legal base (E.g. Law, regulation, implementing provision, other)
It is a supported by the European Commission. Digital Luxembourg, Chambre de Commerce and Chambre des Métiers have relaunched the national coalition in Luxembourg.
Starting period
TIMESPAN: In what year did the initiative commence?
In 2019 (3 years)
Perspective
PERSPECTIVE: is the initiative based on evidence derived from skill forecasts or foresight activities?
No
Policy area
To which POLICY AREAS(s) does the initiative apply?
The commission aims to address the digital skills gap improving matches between supply and demand of workers in the digital sector.
Skills delivered
What types of skill does the initiative deliver?
Basic digital skills
More advanced digital skills
Methods
Methods
What methods of undertaking skills assessments and / or skills anticipation does the policy instrument utilise?
Expert panels
The relaunched Digital Skills and Jobs Coalition follows an action plan based on matchmaking events and conferences. The objective is to connect private and public stakeholders and establish a national agenda to improve digital skills.
Other
Initiatives of stakeholders, e.g. breakfast events involving different stakeholders to discuss about digital skills needs in the future
Use of skills intelligence
How is labour market information / skills intelligence used within the initiative?
The Digital Skills Coalition shares and promotes digital skills initiatives and encourages a matchmaking between these projects and actions that can range from granting training, financial support but also coaching, resources, rooms and, traineeship places, permitting these initiatives to grow and augment their outreach.
Stakeholders
Main responsible body
Main body or organisation with overall responsibility for the initiative.
Other
The European Union and at the national level Digital Luxembourg, the Chambre de Commerce and the Chambre des Métiers
Other involved organisations
Which other organisations have a role in the initiative?
Social partner: employer organisation
Provide information on the demand for digital skills and organize/participate to events including other stakeholders
Research centres, universities
Provide information on the demand for digital skills and organize/participate to events including other stakeholders
Other
Schools, ministries, government, companies, social partners, non-profit organisations and education providers. Provide information on both the demand and the supply for digital skills and organize/participate to events including other stakeholders.
Sustainability
Success factors
SUCCESS FACTORS in the implementation
The number of members grew over time, it reached a large number of beneficiaries, it highlighted skills initiatives. At the beginning the initiative included only handful of trainings for selected audiences. Now it includes a comprehensive broad collection of trainings for everyone.
Barriers
BARRIERS in the implementation
The community requires members participation on their own initiative.
Monitoring and evaluation
MONITORING and EVALUATION: Is progress measured regularly? What are the indicators used to measure progress of the policy instrument? Have any evaluations been conducted?
The Commission monitors at the European level its memberships, the number of beneficiaries, the number of National Coalitions and the number of skills initiatives. Yes, an evaluation was conducted after three years. (https://digital-luxembourg.public.lu/sites/default/files/2021-02/DL_202…)
Updates
UPDATES: whether there have been any major updates of the initiative since it has been implemented?
No
No
Effectiveness
EVIDENCE ON EFFECTIVENESS: How effective is the policy instrument?
Throughout the mandate of the current Digital Skills and Jobs Coalition (DSJC) Governing Board, the Coalition has achieved growth, consolidation and digital skills for millions of Europeans.
Sustainability
SUSTAINABILITY: How sustainable is the policy instrument? Do you expect the instrument to continue over the next few years and why?
Yes, given its success and the growing importance of digital skills over time.
This project is geared to the young to demonstrate the attractiveness of employment and qualifications within the industry / banking sector. The goal is to inform and attract younger people towards employment in the industry. They provide information based on surveys among the industry / banking sector and the labour demand of the firms. It guides towards qualification providers and further information.
Focuses on a large number of sectors in the country (which is not fixed can increase/decrease over time), it is implemented by a multisectoral business federation
Legal base
Legal base (E.g. Law, regulation, implementing provision, other)
Part of the services provided by the federation of employers.
Starting period
TIMESPAN: In what year did the initiative commence?
2018
Perspective
PERSPECTIVE: is the initiative based on evidence derived from skill forecasts or foresight activities?
No, it uses forward locking (short term) skill anticipation as derived from employer surveys
Policy area
To which POLICY AREAS(s) does the initiative apply?
Facilitating their interaction with companies and informing them on skills demand in the industry
Stakeholders
Main responsible body
Main body or organisation with overall responsibility for the initiative.
Social partner: employer organisation
FEDIL (Industry), ABBL (Banking)
Other involved organisations
Which other organisations have a role in the initiative?
National ministry
Social partner: employer organisation
FEDIL, ABBL / Please describe each of their roles and how they are involved - e.g. are the involved in delivering the initiative, its design, providing supplementary funding, being part of an advisory board, etc...(max. 30 words for each institution).
National PES
ADEM; EURES / Please describe each of their roles and how they are involved - e.g. are the involved in delivering the initiative, its design, providing supplementary funding, being part of an advisory board, etc...(max. 30 words for each institution).
Chambers of Commerce
Please describe each of their roles and how they are involved - e.g. are the involved in delivering the initiative, its design, providing supplementary funding, being part of an advisory board, etc...(max. 30 words for each institution).
Sustainability
Success factors
SUCCESS FACTORS in the implementation
The initiative provides LMSI through their main instrument an employer survey. It reflects on the opportunities in various occupaitons and for various qualifications and informs about qualification possibilities (and further information on those institutions).
Barriers
BARRIERS in the implementation
As always in information provision, the information has to be received and used by the target group (youth, guidance counselors)
Monitoring and evaluation
MONITORING and EVALUATION: Is progress measured regularly? What are the indicators used to measure progress of the policy instrument? Have any evaluations been conducted?
There is no information about any monitoring or evaluation activities conducted.
Updates
UPDATES: whether there have been any major updates of the initiative since it has been implemented?
There have been three rounds of reports / surveys (2018, 2019, 2020)
No
Effectiveness
EVIDENCE ON EFFECTIVENESS: How effective is the policy instrument?
Unknown
Sustainability
SUSTAINABILITY: How sustainable is the policy instrument? Do you expect the instrument to continue over the next few years and why?
The instrument is based on the employers' unions survey & reporting. As such it seems to be sustainable.