Navigating Uncertain Jobs and Non-Linear Career Paths
Explore the rising trend of uncertain jobs and non-linear career paths, with a focus on academic entrepreneurs and self-employment in the labor market. Discover opportunities and challenges faced by unions and organizations, and delve into the SWOT analysis of the current scenario.
Download Presentation
Please find below an Image/Link to download the presentation.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author. If you encounter any issues during the download, it is possible that the publisher has removed the file from their server.
You are allowed to download the files provided on this website for personal or commercial use, subject to the condition that they are used lawfully. All files are the property of their respective owners.
The content on the website is provided AS IS for your information and personal use only. It may not be sold, licensed, or shared on other websites without obtaining consent from the author.
E N D
Presentation Transcript
MEGATREND: UNCERTAIN JOBS, NON-LINEAR CAREER PATH
ACADEMIC ENTREPRENEURS 27 000 entrepreneurs in 27 000 entrepreneurs in Akava 60 % of them doctors, therapists, social workers etc 60 % of them doctors, therapists, social workers etc. . 20 % of 20 % of Akava Akava members has thought about members has thought about entrepreneurship as a career move. entrepreneurship as a career move. Akava (5% of work force). (5% of work force). 58 000 unemployed academics (+1 400 in 2015 58 000 unemployed academics (+1 400 in 2015 16) Unemployment rate of academics is 7 % (gen. 7,8 %) Unemployment rate of academics is 7 % (gen. 7,8 %) Not Not enough enough new new jobs jobs => => solution solution: : self Amount Amount of of academic academic self self- -employed employed is 33 000 in 2000 => 59 000 in 2015 33 000 in 2000 => 59 000 in 2015 16) self- -employment employment? ? is rising rising: :
ENTREPREUNIAL SERVICES WHY, HOW? Services for entrepreneurs / self Services for entrepreneurs / self- -employed WHY: WHY: To provide value to everyone. To provide value to everyone. To justify our role as decision makers and To justify our role as decision makers and experts. experts. To understand our members work life better To understand our members work life better HOW: HOW: Starting new cooperation between unions. Starting new cooperation between unions. employed
Enterprises.) FAILED! SOLUTION: TWO ORGANISATIONS FAILED! 1) 1) Academic Academic Entrepreneurs Entrepreneurs Association 2) Association of 2) Association of Entrepreneurs Entrepreneurs in Akava Association in Akava (And (And there s there s also Enterprises.) also The Federation of The Federation of Finnish Finnish
http://www.aky.fi http://www.aky.fi/ / http://www.akavanyrittajat.fi http://www.akavanyrittajat.fi/ / https://www.yrittajat.fi/ https://www.yrittajat.fi/en en
SWOT ANALYSIS OPPORTUNITIES OPPORTUNITIES - Modern Modern labour union union - Getting Getting ready change change in labour market market - New New members members STRENGTHS STRENGTHS - We We know legistlation legistlation, , we the the work work life. - No No one one represents represents the the self self- -employed labour know the the we know know life. ready for the for the in labour employed. . THREATS THREATS - False False image, to to deliver deliver - Increasing Increasing amount of of members members leave the the unions unions - Internal Internal dispute Akava Akava WEAKNESSES WEAKNESSES - Labour Labour unions not not interesting interesting to entrepreneurs entrepreneurs. . - Just a Just a few few members benefits benefits and and services services so so far image, unable unable unions are are to amount leave members dispute in in far. .
WE MUST LEARN THE CHANGING GAME AND BE A PART OF THE SOLUTION Common Akava Common Akava level More More cooperation cooperation? ? Developing Developing services level policy policy goals goals? ? services from from ground ground up up. .
