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Employment research

Gijs van Houten

Senior research manager

Gijs van Houten on Eurofoundin työllisyysyksikön vanhempi tutkimuspäällikkö. Hänellä on erityisosaamista kansainvälisistä kyselymenetelmistä sekä työpaikan käytäntöjen ja organisaatiostrategioiden analysoinnista. Hän johtaa Eurofoundin tiedonkeruuta käsittelevää työryhmää ja vastaa vuoden 2024 Euroopan työolotutkimuksen suunnittelusta ja menetelmistä. Ennen Eurofoundille tuloaan vuonna 2010 hän työskenteli Alankomaiden sosiaalialan tutkimuslaitoksessa (SCP). Gijs vietti vuoden poissa vuonna 2016 työskennellen Pew Research Centerissä Washington DC:ssä. Hänellä on sosiologian maisterin tutkinto Radboudin yliopistosta Nijmegenistä ja tohtorin tutkinto yhteiskuntatieteistä Utrechtin yliopistosta.

Julkaisut

Gijs on seuraavien julkaisujen tekijä.

Tapahtumat, podcast ja blogi

Gijs on osallistunut seuraaviin tapahtumiin, blogikirjoituksiin ja podcast-jaksoihin.

19 September 2023

Podcast-jakso

Does Europe have the skills it needs for a changing economy?

In this episode of Eurofound Talks Mary McCaughey speaks with Eurofound Research Manager Tina Weber, Eurofound Senior Research Manager Gijs van Houten, and Giovanni Russo, Senior Expert at CEDEFOP, about Europe’s skills challenges and what can be done to help workers and businesses adapt to future skills demands.

13 January 2021

Blogikirjoitus

COVID-19, Big Brother and the business case for doing better

The COVID-19 pandemic compelled governments to take exceptional measures to monitor and control the spread of the Coronavirus. Among them was the introduction in most EU Member States of tracking apps to gather data on citizens who have contracted the virus and to trace their contacts, a measure that inevitably traded off privacy protection for effective infection prevention.

27 November 2020

Blogikirjoitus

Managing skills requires skilled managers

According to the dictionary, an organisation is an organised group of people with a particular purpose. To achieve this purpose, tasks are divided between the members of the group, and the task of some of those people is to manage the others. Interestingly, whereas most tasks are allocated based on competence and qualifications, the allocation of the task of managing people is often based on a different rationale. Many managers are appointed to their role because they exceled at the tasks that are carried out by the people they are supposed to manage. Many business owners take on the management of their staff, regardless of whether this is where their strengths lie. But people management is not easy and requires skills that, contrary to what is often assumed, are not just learned by doing.

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