Consultancy Center - Berkovitsa, 1 Atanas Kyurkchiev Str., Block "Kom", floor 0
Mrs. Lyudmila Filipova, director of the Consultancy center
Work time:
during the winter period (1st November to 31st March) Monday - Friday from 16:00 to 18:00
during the summer period (from 1st April to 31st October) Monday - Friday from 17:00 until 19:00
Phone: +359 890943741
e-mail: berkpro.robg@abv.bg
Consultancy Center - Craiova, 21 Jiețului Street,
in the building of the Library of Dolj County "Alexandru and Aristia Amman"
Mr. Lucian Dindirica - Director of the Consultancy Center
Work time:
Monday - Friday from 08:00 to 16:00
20.05.2024
NEARLY 10,000 UNEMPLOYED PEOPLE WILL START WORK UNDER THE NATIONAL EMPLOYMENT ACTION PLAN IN 2024
The government adopted the National Employment Action Plan in 2024. It foresees 9,926 unemployed people to start work under programs, projects and measures, and over 9,000 people to be included in training to become more competitive in the labor market . The financing of the planned activities will be within the approved funds from the state budget for active labor market policy - BGN 88 million, which is BGN 15 million more than in 2023.
As a result of the implementation of the actions, programs, projects and measures set out in the plan in 2024, the unemployment rate is expected to decrease to 4%, and employment in the 20-64 age group to reach 77%.
Key employment policy priorities in 2024 include promoting employment and reducing unemployment, including among disadvantaged groups in the labor market. An important focus is increasing the quality of the workforce in the context of the digitalization of the economy and the just transition to climate neutrality.
The wages of the unemployed included in full-time subsidized employment will be in line with the minimum wage and will be increased from BGN 780 to BGN 933. The wages of young people included in the "Start a Career" program will also increase (from BGN 920 BGN per BGN 1,100); of youth and Roma mediators (from BGN 950 to BGN 1,140); of psychologists and case managers working under the National Program "Activation of Inactive Persons" (from BGN 1,070 to BGN 1,280).
In 2024, the implementation of the incentive measure under Art. 36 of the Employment Promotion Act. According to the order of the measure, employers are encouraged to hire unemployed persons from disadvantaged groups in the labor market, by providing funds for labor remuneration, social and health insurance, funds for vocational training and funds for a responsible person (mentor). This measure envisages employment for up to 9 months for 1,000 unemployed and training for 100 people.
According to the Regional Employment Programs of the 28 regions, 1,950 unemployed people are expected to start work. Under the "Beautiful Bulgaria" project, 300 people will be employed in the field of construction.
17.05.2024
A 3 WEEK VACATION EXTENDS LIFE, 4 DAYS - MELTS STRESS
Don't think that your otherwise healthy lifestyle will compensate for too much work and lack of recreation. If you haven't already for this year, take a break. A vacation can extend your life.
Trust yourself. These are the words of specialist in aging medicine with professional interests in the effects of stress Prof. Timo Strandberg from the University of Helsinki. He uttered them last year to the participants of the European Society of Cardiology congress, and behind the statement there is a 40-year study. It turns out that vacations not only create memories for years to come, but also add years to our lives.
People who take less than 3 weeks of vacation per year have a 37% greater risk of premature death. And this probability is real, although in everything else the person may live according to a textbook for centenarians.
The study included 1,222 middle-aged men in middle and senior management positions. All had at least one risk factor for cardiovascular disease (smoking, high blood pressure, high cholesterol, elevated triglycerides, blood sugar problem, overweight).
The volunteers were divided into two equal groups: one subjected to planned effects by the researchers - interventional, and second, control. Participants in the intervention group received oral and written advice at 4 months to perform aerobic physical activity, eat a balanced and moderate diet, maintain a healthy weight, and stop smoking.
When health advice was not effective, they also received drugs recommended at the time to lower blood pressure and lipids. The men in the control group received usual health care and were not further counseled by the researchers. The only thing that was common to all was that the data on the duration of work, sleep and vacations were regularly filled in for all participants.
What is happening?
Thanks to the healthy life of the first group, the risk of heart and vascular diseases was reduced by 46% compared to the control group by the end of the study in the first 5-year phase. However, after 15 years there were more deaths in the intervention group. Extending follow-up to 40 years based on death registries, the researchers found that mortality was almost consistently higher in the closely monitored group than in the control group. Behind the paradox is a peculiarity. Despite the fact that the participants in the "healthy" group had a useful lifestyle in general, they spent less time for real rest. Those who took less than 3 weeks of vacation were 37% more likely to not live the average life expectancy of their peers.
"In our study, men with shorter vacations also worked more and slept less in their day-to-day lives - this stressful life may have canceled out the benefits of the good stuff. On the other hand, just keeping up with all the demands of a healthy life may also have added stress. It is important to get this right: our results do not show that health education is harmful. They report that stress reduction is an essential part of programs aimed at reducing the risk of cardiovascular disease. "Lifestyle advice should be judiciously combined with modern drug treatment to prevent cardiovascular events in high-risk people," explains the scientist.
In many countries, the possibility of paid leave of more than 21 days, especially in bulk, is an unthinkable luxury. According to global studies, countries such as France, Italy, Spain, Monaco, Scotland are rather exceptions, where paid long vacation is a legal right and it is considered common to take 1 month off in the summer. At the other extreme is the United States, the only developed economy that does not have guaranteed paid leave for its workers.
Studies on the effect of shorter but more frequent long weekend vacations can have "magical" effects. For example, if you used the days off around Easter to relax, those 4 days off made you more stress-resistant for the whole month.
16.05.2024
"SILENT HIRING" - THE INVISIBLE REVOLUTION IN THE LABOR MARKET
In today's dynamic business environment, maintaining a constant headcount while investing in the professional development of existing staff has become a challenge for many organizations. In an effort to fulfill these two goals and overcome the talent shortage, many companies have begun to practice the so-called "quiet hiring".
"Silent hiring" of employees is gaining popularity as a strategic alternative to traditional recruitment methods. Instead of constantly expanding the workforce by bringing in people from outside, organizations are increasingly focusing on upskilling and reskilling available talent. In this way, they not only maintain a stable number of employees, but also foster a culture of continuous learning and growth among their teams.
Already last year, Gartner outlined "silent hiring" as one of the key trends for 2023, highlighting its growing importance. Unlike other current trends, it seems to be here to stay and has excellent potential to disrupt traditional recruitment strategies, writes Euronews.
Potential right under the noses of the bosses
Skills shortages are widespread, with artificial intelligence playing a crucial role in its expansion. Working with AI is no longer just a desired skill, but an indispensable part of training and career development – the ability to use the technology is the focus of most, if not all, recruitment teams.
The past year has been marked by sensitive layoffs, and companies like Google, TikTok, and Grammarly have made no secret that layoffs will be followed by hiring with AI skills.
These global waves of layoffs have left companies grappling with a bigger challenge: balancing workforce numbers while investing in team development.
Upskilling, seen as a strategic investment, offers companies a way not only to weather the storm of layoffs, but also to emerge stronger and more competitive in the long term.
This is where upskilling comes in. Instead of looking at layoffs as the only solution to optimizing employees, management teams are recognizing the enormous potential that lies within the existing talent pool.
By investing in upskilling initiatives, companies can empower their employees to acquire new skills, adapt to evolving technologies and take on new challenges.
Instead of viewing employees as people with fixed skills, companies can unlock the untapped potential that lies within them.
Retraining (and promotion) for retention
"Silent Hiring" also fosters a culture of continuous learning and development in the workforce by having employees actively seek out and pursue professional development opportunities.
This is achieved by empowering existing talent, encouraging them to explore different roles and projects within the company and investing in their development. By taking these steps, management teams can reduce talent shortages while driving employee loyalty, satisfaction and retention.
Tangible skills have never been more important. In fact, recent studies show that companies are integrating targeted learning with key skills such as leadership, collaboration and analytical thinking in an effort to both foster professional growth and cultivate a supportive team culture.
To retain the best talent, it is important that organizations prioritize internal career growth opportunities, reducing overall reliance on outsourcing and encouraging career mobility.
In today's changing workplace dynamics, a strategic approach to talent management is essential. "Silent hiring" combined with robust upskilling initiatives offers a sustainable solution to address skills shortages and ensure long-term success.
Still, career path changes can startle and unsettle some employees. However, a situation where people feel they have limited opportunities for development or advancement within their current organization can be much more discouraging. A lack of career development and growth can quickly lead to feelings of stagnation, frustration and dissatisfaction among employees.
By implementing specially designed training programs and strategies, the transition to a more opportunistic environment should be seamless and stress-free. Instead of making retraining or upskilling an obligation, it's crucial to frame it as an opportunity for personal and professional growth, experts advise employers.
Employees should see this as a chance to expand their personal portfolio, acquire new skills and improve their opportunities in the ever-evolving job market.
Investing in the future
"Silent hiring" and upskilling go beyond simply filling immediate talent gaps; they are crucial steps in securing the future of the workforce.
By providing employees with opportunities to acquire new skills and embrace emerging technologies, organizations not only remain competitive, but also create an optimal environment for career development.
When companies prioritize internal talent development and establish a culture of continuous learning, they position themselves to meet the demands of tomorrow and excel in an increasingly competitive marketplace.
Organizations need to be able to look at individuals and understand not only the skills they have today and the value they can bring to the business now, but also how they can and want to grow and what that growth will look like for the future of business.
Building a talent-centric company means that in order to achieve their business goals, organizations must first unlock the potential of their most valuable asset – their people.
15.05.2024
VERBAL PUNISHMENT ORDER
Does the employer have the right to impose a fine on an errant employee by verbal order?
The types of disciplinary punishments are comprehensively specified in Art. 188, para. 1 of the Labor Code. They are three: notice, warning for dismissal and dismissal. It can be seen that the employer has no right to impose the penalty "fine", as it is not provided for in the law.
In this particular case, another violation of the Labor Code was committed. Disciplinary punishments can be imposed only after mandatory compliance with the procedure provided for in the code (Art. 189 - Art. 194 of the Labor Code) and this can only be done by means of a written order (Art. 195 of the Labor Code).
The two violations of the law give the punished person the right to refer the labor inspectorate, and if he deems it necessary, to file a claim against the employer in court according to the procedure for resolving labor disputes.
15.05.2024
FOREIGN MULTINATIONALS EMPLOY ALMOST 30 PERCENT OF ROMANIA'S WORKFORCE IN 2022
As much as 29.2 percent of the total number of employees of enterprises active in 2022 in Romania worked in enterprises owned by foreign multinational groups, according to data published by the National Institute of Statistics (INS) of Romania.
In the year in question, 21.7 percent of total employees were active in multinational corporate groups controlled by the top 10 countries in the ranking, the INS release showed. By share of the employed workforce, the subgroups of enterprises controlled by legal or natural persons from Germany lead the ranking (18.1%), followed by those controlled by France (11.2%) and controlled by the United States of America (9, 3%).
As a share of the employed workforce in the total number of foreign-controlled multinational company groups, the subgroups of German-controlled enterprises dominate the sectors Manufacturing (9.3 percent), Wholesale and retail trade; Repair of cars and motorcycles (3.3 percent) and Professional, scientific and technical activities (2.9 percent).
In the subgroups of French-controlled enterprises, 4.5% of those employed are in manufacturing, 2.3% work in Wholesale and Retail Trade and Repair of Automobiles and Motorcycles, and 1.4% work in Information and Communications . Subgroups of enterprises controlled by the United States of America have the most employees in manufacturing (3.8 percent) and information and communications (2.8 percent).
14.05.2024
WHAT ARE THE META SKILLS THAT COMPANIES LOOK FOR IN THEIR EMPLOYEES
"Technology is literally creating new jobs, eliminating others, changing the nature of work and the nature of jobs as we know them. The future is becoming more unpredictable and creating an ever-increasing environment of uncertainty and anxiety among workers." This was said by Svetlana Doncheva - director of the Center for Project Management at the Bulgarian Industrial Association (BIA) to the participants in the "Time for Update" conference.
"It is becoming increasingly clear that the main characteristic of the labor market will be its constant change, and lifelong learning - a basic principle for adaptation and professional development. And this is exactly where the role of meta skills comes in, as the key to a more successful future. Many consider these to be the only sure-fire skills of the future because they are the skills that enhance a person's ability to develop by learning and quickly applying new knowledge. Through meta skills we can develop, learn and apply other skills. And what we can say for sure is that learning becomes a permanent part of the work process. Unfortunately, these are skills that are often undervalued by both employees and employers. Very often, meta skills are equated to the so-called soft skills, for which each of us writes a word or two about them at the end of our CV.
The general perception of soft and meta skills is that they are something that accompanies the core, most important technical professional skills and are rather aspirational in nature. You will hardly find them in the curricula either. It is believed that because they are associated with human behavior and reflect psychological states and attitudes, they are something you either have or don't have, Doncheva explained.
According to her, this is not true. These are skills that can be built and developed just as successfully as any other skill. It is also true that in the coming time of revolutionary changes in business, they will be one of the most sought after. Because they will contribute to faster adaptation, faster learning of new skills and professional development.
She cites a prediction by futurist Alvin Toffler, who in 1970 predicted, "The illiterates of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and learn again."
The expert points out which meta skills are most in demand
First of all, it is the ability to know each other well.
Knowing ourselves means having a very clear picture of our current abilities and skills, but also of our deficits and limitations. The ability to self-observe, to be self-critical is key to mastering this skill. Empathy is also a key skill on the path to self-knowledge. In this case, by empathy we mean the ability to accept with gratitude and respect the negative feedback we receive from others, and this is difficult. It is difficult to accept criticism as something other than insult, aggression, hurt, hostility. But it is the ability to accept it coolly, to separate it from personal feelings and draw conclusions for yourself, that will bring you closer to better self-knowledge.
A classic example of the lack of ability to assess the situation soberly is the popular comment of the head of Microsoft Steve Ballmer from the time when Steve Jobs introduced the first iPhone. Laughing, he says it's the world's most expensive phone that doesn't even have a keyboard, making it completely unsuitable for business. A replica that evaporates billions in revenue for Microsoft. An example is that when you do not have a clear view of the situation, you fail to adapt to change. The same challenge will stand not only before the companies, but also before us - the workers, on our way forward.
Of course, the meaning of self-knowledge is to give ourselves a clear idea of where we are, but also where we want to go. And here comes the turn of the second very important meta skill – setting and achieving specific goals in one's professional development. This will allow us to be aware of the change we need to initiate in order to adapt to the new situation.
In order to achieve change faster, it is necessary to be flexible, creative and sustainable.
Flexibility will provide us with the ease of abandoning skills that are no longer needed and the willingness to replace them with new ones. A calculator is a convenient way to do simple calculations, but if we throw it in the trash and concentrate on our Excel skills, we will work faster and more efficiently.
Being creative doesn't just mean coming up with new and unique ideas, it means being able to come up with solutions to old and new problems. At the core of this skill is actually analytical thinking – being able to analyze the different aspects of a problem and thus generate ideas, identify obstacles, take action. Being creative also means having the courage to do things that no one else has done. Courage, of course, goes with the belief that you are on the right path.
And here comes the next skill – resilience. Resilience as perseverance and endurance - qualities that will help us in difficult situations, in cases where we have failed. For me, this is the most important skill.
In conclusion, she points out that a cardinal change of mindset is needed. We all have to go through this change and face a different future in which we will have to be more responsible to ourselves, to the decisions we make, and to be aware that refusing to change, staying in the comfort zone will lead to inevitable marginalization of the labor market, to occupying low-paid positions, to poverty. And that will be our conscious choice. The opposite will guarantee us swimming on the crest of the wave, believes Svetlana Doncheva.
13.05.2024
MAIL OR PHONE CALL - WHEN WHAT TO CHOOSE
Very often, business matters are most easily settled by e-mail. But not in all cases, writes Deutsche Welle. When should I send an email and when would a phone call be more helpful? What are the rules that help good communication?
It has happened to everyone: to ask a question by e-mail, to receive an answer in which, however, not everything is clear - that is, you have to write again and again. With a phone conversation, everything would be clarified much faster - you call and discuss things, someone would advise.
This is true, but it is not always known in advance which channel is most suitable for communication. Everyone happens to send an email where a phone call would make much more sense, or vice versa - depending on preferences. Both channels have both their pluses and minuses, says German communications consultant Sabine Lansing, who has also worked as a career advisor for major concerns such as Thyssen, Siemens, Vodafone and others.
The advantages and disadvantages
The telephone allows for direct communication, where questions are answered immediately, and further contact opportunities are opened up. Anyone can be found relatively easily on the phone, but the time of the call may turn out to be inappropriate, and no written evidence of the conversation remains. In any case, if it is something urgent, the phone is irreplaceable, it also provides an opportunity to quickly clear up the spontaneous questions that have arisen, as well as the ambiguities where email is more difficult to help.
Its advantages are that it can be written from any possible place, at any time, and the recipient can decide for himself when to read it. But there are definitely downsides – the nuances in the conversation are missing, the first email sent may return with requests for new and new details and so on ad infinitum, and leaving the main topic is difficult, i.e. there are limitations, Lansing points out.
According to subject matter expert Andrea Kom, there is one important rule of thumb in email communication to avoid misunderstandings: "If the topic is too complex, emotional, or difficult to describe in a few words, it's better to pick up the phone and have a personal conversation."
When we take a closer look at the advantages and disadvantages of both communication channels, we can easily identify where their strengths and weaknesses are. And let's decide whether to call or write an email.
When is the phone recommended and when is email recommended?
When introducing yourself - when you have just started a job or have recently taken up a certain position, a call is more appropriate. As well as - if you do not know the interlocutor personally and are not aware of his way of communication. However, in a conversation, it is possible that the topic is not understood correctly, the questions turn out to be too many and there are many points to clarify. If even one of these cases is likely, it is better to give up the phone, advises the expert.
As is well known, we cannot live without e-mails, a large part of our official communication is based on them. They are recommended when the answers to the points mentioned above are negative - as constant phoning is annoying and can disturb the flow of work.
Andrea Kom has formulated a whole 12 steps for creating a perfect email, starting from the correct spelling of the address, the exact wording of the subject and the correct address. From there, the email should have a streamlined structure and the attachments should be labeled. You have to start with the most important, Kom told the German publication "Merkur", then you have to be careful that the wording is unambiguous and the language used is correct. The ending is also not unimportant - the appropriate closing words must be chosen.
However, business phone calls should not be conducted without preparation. "It is important that the caller has an idea of the structure of the conversation in advance and has the relevant arguments," business communication specialist Ute Gitzen-Wieland told the Rheinische Post. Sabine Lansing is of the opinion that emails are an ideal medium when the subject is familiar and the participants in the communication know what it is about, when they know each other and short lines are sufficient. Their value also lies in the fact that "what is written remains", and there is no need to exchange opinions in real time.
A combination of both is optimal
If you have an important phone call coming up, it's best to arrange it first via email, advises the expert. Specify what would be the most suitable moment, and you can clarify in advance the content of the conversation. After that, you can make a short written summary to send to your interlocutor, and thus you will have a protocol that you can return to later.
Whether it's an email or a phone call, think carefully about whether you need to get in touch immediately, says the communications specialist. Her view is that it often makes sense to wait to clarify more things at once.
She also advises to be careful to whom copies of the emails are sent - not to include anyone who does not necessarily need to be familiar with their content. And keep in mind that if it's the boss, bosses often don't read everything they get even though they've been sent a copy. So ask if you're not sure if your supervisor wants to be kept up to date with relevant correspondence.
10.05.2024
GROWTH OF UNEMPLOYED YOUTH IN OUR COUNTRY
Unemployed youth under the age of 25 in Bulgaria are 16 percent or 19,000 people - this is what the latest Eurostat data for March 2024 show. In one year - compared to March 2023, their number has risen dramatically - by 6,000 people.
On average for the European Union, the share of people without a livelihood in this age group, according to current data, is 14.6 percent, which equates to nearly 2.8 million young people.
Youth unemployment in the eurozone is 14.1 percent or two million two hundred and sixty thousand people.
The record holder for the share of young people under 25 without a livelihood is Spain – just over 27 percent. At the other pole is Germany - 5.8 percent.
Bulgaria ranks in one group with countries such as Belgium, Denmark, Estonia, France and Lithuania, where a level of around 16 percent is reported. For comparison, in March last year, the share of young unemployed people in our country was slightly below 10 percent.
According to Eurostat data, the total unemployment in our country in March 2024 was 4.4 percent, which equates to 134,000 people or 5,000 more than in March 2023.
