ABSTRACT
A 'contractual' relationship came into being between job seekers and the state, that confirms the 'welfare to workfare' strategy rooted in the British "new deal" of labour market policy. The organisation of job placement and counselling was regarded as inefficient and ineffective. Consequently, a reorientation of labour market policies occurred, which considerably influenced the public institutions that process unemployment. The increased staffing resources within the pilot project made themselves felt through an ostensibly significant increase in the individual counselling time that could be provided to job seekers. In this reformed labour administration, counselling interviews with job seekers form the central task for employee-oriented placement professionals. At the level of placement officers these requirements crystallise as targets, process management and controlling and therefore affect interview practice. This chapter discusses that the disciplinary society occupies a key position, particularly because Michel Foucault locates disciplinary techniques as developments of pastoral power.
