Flexicurity has been in recent years foremost on the EU social policy agenda. Presented as a necessary tool for the implementation of the Lisbon strategy, seldom are the studies dedicated to its concrete application within the firm. As an instrument of growth and social cohesion, flexibility, as explained by the European foundation for the Improvement of Living and Working Conditions (Dublin) poses for firms the following challenge: “how to combine the multiple needs of organization (productivity, short delivery times, customer satisfaction or innovation) with those of workers among which figure life apprenticeship, the need of a motivating job and a better balance between private and professional life”.
s for firms the following challenge: “how to combine the multiple needs of organization (productivity, short delivery times, customer satisfaction or innovation) with those of workers among which figure life apprenticeship, the need of a motivating job and a better balance between private and professional life”.
Which adjustment variables? To answer this question, the report examines the different adjustment variables implemented to introduce factors of flexibility into the company. The report identifies two in particular: flexibility in working time and flexibility in work organization:
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As regards the first point, it is up to the firm to reconsider the division of work by reinforcing worker adaptability.
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