This section presents an illustrative road map for integrating the labor program in the broader PPI process. The road map will help the implementing agency put the various tasks and activities of a labor adjustment program within the context and phasing of the overall PPI transaction. The first steps for the implementing agency, however, are to establish a labor unit and to secure funding for the labor program.
There are four main phases involved in developing a labor program for PPI:
Figure 1.2 presents a road map or overview of the labor adjustment process. It illustrates the integration of labor program planning with the wider PPI process. For example, the initial assessment of the labor issue should follow or take place parallel with a wider assessment of the health of the enterprise and in the context of the overall economic, social, and development objectives sought from enterprise restructuring or PPI.
Planning of a labor program needs to be integrated with the wider enterprise restructuring program.
The main boxes in the road map link to key modules in this Toolkit, and the oval shapes represent specific tasks or tools in the Toolkit.
Editable copy of the road map in Microsoft Power Point format
The first phase–initial assessment–is critical because it identifies the nature and scope of the labor program and provides the planning framework for the program as a whole. It includes:
In most cases, Phase 1 will be an initial assessment of labor issues in PPI; the analysis, however, will continue through Phase 2 (design) where detailed strategies and options are refined. In Phase 1 there will not only be assessments regarding labor issues, but also assessments of the operational, regulatory, legal, and financial aspects of the PPI transaction more broadly.
The various Phase 1 assessments can provide the basic information needed to prepare the initial submissions for decisionmaking by senior ministers or the cabinet. Box 1.18 sets out a generic checklist for such submissions.
What are the minimum requirements for a paper submitted to the decisionmakers for decision? Although there may be detailed government procedures set out, in principle any proposal for a labor adjustment or work force restructuring program sent to the decisionmakers (be it a committee of senior ministers, the Cabinet, or the Council of Ministers) should fulfill a few simple, straightforward tests:
Phase 2 builds on the assessments of Phase 1 and allows the implementing agency to make specific proposals to decisionmakers. More specifically, Phase 2 involves:
The above tasks typically result in the development of an overall plan for dealing with labor restructuring that is similar to the road map in figure 1.2. A manager in the implementing agency might edit the road map in this Toolkit (which is a Microsoft Power Point diagram) and adapt it to his or her local circumstances, or use the Microsoft Project Plan template (see the CD-ROM).
Outline project plan for a labor program in Microsoft Project format
Monitoring and evaluation are often neglected.
Phase 3 involves implementing the actual labor adjustment program, in particular:
Although important, the final phase of any labor adjustment program–monitoring and evaluation– is often the most neglected aspect. When the difficult and painful task of adjustment is over, many government officials and implementing agency managers wish to move on and overlook this phase.
There are good reasons, however, to take monitoring and evaluation seriously:
The details of monitoring and evaluation systems are covered in detail in module 7.