This module considers the following strategic issues and analyzes available restructuring options. Among the key strategic questions are these:
The new investor will have the best knowledge of which skills, people, and capabilities will be needed in the future.
RESTRUCTURING - WHO SHOULD DO IT?
Labor Restructuring by the Private Sector
Labor Restructuring by Government
Enforcement of Disciplinary Proceedings
Staff Transfers to Other Public Organizations
Recruitment and Promotion Freezes
Placing Workers on Administrative Leave
KEY CONSIDERATIONS IN DEVELOPING STRATEGIES AND OPTIONS
Employment Protection in the Bidding Process
Figure 4.1: Restructuring Options-A Typology
Figure 4.2: An Illustration of Sequencing
Figure 4.3: Strategic Choices in Labor Adjustment-A Decision Tree
Box 4.1: Restructuring by PPI Investors-Argentina and Guyana
Box 4.2: Tanzania-Telecommunications Work Force Restructuring
Box 4.3: Zambia-Redundancy for All Rail Workers
Box 4.4: Philippines-Use of a Mixed Approach through Probationary Employment
Box 4.5: South Africa-Phased Reform in Electricity
Box 4.6: Jordan-Tactical Staff Transfers at Aqaba Rail
Box 4.7: China-Administrative Leave for Workers in State-Owned Enterprises
Box 4.8: Argentina-The Success of a Voluntary Approach
Box 4.9: Aeromexico-Liquidation and Labor Adjustment
Box 4.10: Mexico Rail-How the Legal Framework Changed
Box 4.11: Argentina-International Standards, National Laws, and Labor Contracts
Box 4.12: Turkmenistan-Privatization and Employment Rights
Box 4.13: New Zealand Rail-Changes in Worker Status
Box 4.14: Telecommunications-Institutional Structures and Labor Adjustment
Box 4.15: Experiences of Using Labor Factors in PPI Bidding
Table 4.1: Labor Restructuring-By Whom and When?
Table 4.2: Administrative Leave and Reduced Work Schedules in Countries of the Former Soviet Union
Table 4.4: Labor Issues Legal Framework
Table 4.5: Institutional Reorganization and Changes in Employee Status