1 / 27

INSTITUTE OF HUMAN RESOURCE MANAGEMENT PRESENTATION

INSTITUTE OF HUMAN RESOURCE MANAGEMENT PRESENTATION. REGIONAL INTEGRATION DYNAMICS OF LABOUR RELATIONS : IMPLICATIONS FOR HUMAN RESOURCE PRACTICES ; 25 TH AUGUST, 2016. OUTLINE OF PRESENTATION. Introduction. The Global Context. The Continental Approach.

vkemp
Télécharger la présentation

INSTITUTE OF HUMAN RESOURCE MANAGEMENT PRESENTATION

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. INSTITUTE OF HUMAN RESOURCE MANAGEMENT PRESENTATION REGIONAL INTEGRATION DYNAMICS OF LABOUR RELATIONS : IMPLICATIONS FOR HUMAN RESOURCE PRACTICES ; 25TH AUGUST, 2016

  2. OUTLINE OF PRESENTATION • Introduction. • The Global Context. • The Continental Approach. • EAC Dynamics and Implications for Human Resource Practices. • Way forward • Toolkit • Conclusion.

  3. INTRODUCTION AND BACKGROUND The nexus between Regional Integration and Labour Relations should be conceptualized within the existing - Political, Economic and Social dynamics as well as the broader geopolitical arrangements. According to ILO The steady growth of International Trade in intermediate goods and services has made the relationship between trade and the International division of labour more complex. The same, has made the dynamics of labour relations within the perview of regional integration very dynamic

  4. ACCELERATED BY GLOBALISATION • The process of international Integration is widening, deepening and accelerating creating a global village • Internationalisation of local and national markets – Financial liberalisation – trade - Commerce etc • Components and elements include: • Movement towards free trade • Global communication & IT • Liberalization and mobility of labour and capital.

  5. FUELLED BY COMPETITIVENESS • The expectation is the ability to produce goods and services that can meet the tests of domestic and international markets while at the same time promoting and maintaining a high living standard and quality of life for people. • Rapid change in customer preferences • Increased competitiveness which affects how we manage our Labour relations and HR generally. • The challenge of sustainable development and exclusion – labour mobility - Brain drain/gain?? • What is the reality especially in emerging markets and in small, medium and micro enterprises as well as the informal economy??

  6. THE GLOBAL CONTEXT • The United Nations Multi-lateral frame work shapes our local labour relations • Various International Instruments influence Labour Relations, such as:- • The UN Global Compact • The UN Guiding Principles on Business and Human Rights (UNGPs) • International Standards Organization (ISO) • ILO Declarations – MNE Declaration • Global Unions and Global business organizations • Conventions, Protocols and Recomendations

  7. Declaration on Fundamental Principles and Rights at Work • It contains a social minimum that every Member State must respect in the globalization process in the context of the ILO’s mandate. • The Declaration is a powerful tool to assist in the task of ensuring the respect of fundamental principles and rights at work in all countries. • Sets a framework for the basic minimum standards which are domesticated in to National Labour law that shapes our Labour relations.

  8. DECLARATION ON SOCIAL JUSTICE FOR A FAIR GLOBALIZATION • Response to the Globalization process • Underscored the need to pursue social justice for all • Used as a tool to respond to the Economic crisis • Underscores that Labour standards cannot be used as a protectionist strategy • OR as a means to disadvantage others e.g through labeling of goods and services

  9. CORE CONVENTIONS • Freedom of Association and Protection of the Right to Organise Convention, 1948 (No. 87) • Right to Organise and Collective Bargaining Convention, 1949 (No. 98) • Forced Labour Convention, 1930 (No. 29) • Abolition of Forced Labour Convention, 1957 (No. 105) • Minimum Age Convention, 1973 (No. 138) • Worst Forms of Child Labour Convention, 1999 (No. 182) • Equal Remuneration Convention, 1951 (No. 100) • Discrimination (Employment and Occupation) Convention, 1958 (No. 111 )

  10. PRIORITY CONVENTIONS • The ILO's Governing Body has also designated another four Conventions as “priority” instruments, thereby encouraging member states to ratify them because of their importance to the functioning of the International Labour Standards system. The four priority Conventions are: • Labour Inspection Convention, 1947 (No. 81) • Labour Inspection (Agriculture) Convention, 1969 (No. 129) • Tripartite Consultation (International Labour Standards) Convention, 1976 (No. 144) • Employment Policy Convention, 1964 (No. 122

  11. THE CONTINENTAL APPROACH • The African Union framework influences labour relations at the continental level • Employment and Labour relations issues discussed in the Employment and Social Affairs Sector of AU • Tripartite arrangements obtain at continental level • Government, Employers and Trade unions debate and agree to agree or disagree at continental level • Business Africa and OATU • SADC, ECCAS, ECOWAS, Magreb Union, EAC • Negotiations and Decisions are based on Consensus

  12. EAC INTEGRATION DYNAMICS AND LABOUR RELATIONS • Trends and Emerging challenges • Flexible Manufacturing • Globalised Manufacturing • Rapid Advances in Technology • New Forms of Enterprises • New Forms of Work Organisation • New Risks/New Hazards • New Management Strategies e.g. Employee Surveillance

  13. EMERGING CHALLENGES (CONT’D) • Subcontracting for non-core and even core functions wherever suitable • Out-sourcing wherever suitable • Informalisation of the labour market • Minimal protection for domestic industries • Increased Labour flexibility • Casualisation of work and jobs • Governance and increased scrutiny for accountability among others

  14. DRIVERS OF INTEGRATION IN LABOUR RELATIONS – SEVEN PLATFORMs • 1. EMPLOYMENT AND SOCIAL POLICY PLATFORM • Policy coherence will determine Employment opportunities especially for youth • The attainment of full employment – Employability criteria?? • Selection and Recruitment dynamics • Movement of capital and labour will determine employment trends • Labour migration • Employment retention dynamics, • Labour market insecurity??

  15. 2. PRODUCTIVITY AND VALUE ADDITION • Competitiveness • Direction of Investment – Local and FDI • Governance issues regarding the Sharing of the gains • Productivity bargaining • Motivation, working time • Combining work, family and personal life . • Occupational safety and Health • Compensation and rewards • Safe work environment • workers compensation, occupational diseases and accidents

  16. 3. KNOWLEDGE MANAGEMENT • Management of education systems within EAC region. • Technical and vocational training • Traditional knowledge management • Talent and skills mobility • Competencies and qualifications frameworks. • Labour market Information systems

  17. 4. SOCIAL DIALOGUE – Freedom of Association - Industrial Relations - Tripartism • Regional Labour Relations and Human Resource Forums, • Codes of Conduct, Business forums Equal opportunity and Treatment - affirmative action, discrimination matters • Social security/protection- After Service Health Insurance (ASHI) • Portability of benefits including Social security • Promotion of Social Dialogue – workers and employers rights

  18. 5. Technological and Digital • ICT and how it is managed • Technology and youth agenda - Employability • Technology and traditional Enterprises and jobs • Skilling and deskilling • ICT waste management

  19. 6. ENVIRONMENTAL PLATFORM • Green Economy strategies especially Green jobs • Green Energy • Green Architecture and infrastructure • How we manage our energy resources especially in the emerging mining sector and specifically oil and gas will have a lot of implications on Labour relations and HR generally.

  20. 7. POLICY AND LEGISLATIVE FRMEWORK Policies at sectoral, national, regional and global level will be very critical Institutional arrangements and frameworks as well as the processes are important. The Legal framework

  21. WAYFORWARD • The following Initiatives are important going forward:- • Always be aware of Evolving Policy Strategies developed Nationally, Regionally and internationally to protect against adverse human rights impacts on business enterprises in conformity with United Nation Guiding Principles (UNGPS) • United Nations working Group on Business and Human Rights • National Action Plans on Business and Human Rights • United Nation Guiding Principles on Business and Human Rights (UNGPS)

  22. WAYFORWRD CONT’D • Guaranteeing Labour rights and due diligence by companies and enterprises • Corporate responsibility to respect human and labour rights based on the International Bill of human rights and the ILO FPRW • The responsibility of business enterprises to respect labour and human rights applies to all enterprises regardless of size , sector • Sector, operational context, ownership and structure • Affects enterprises directly or indirectly or through association. • Policy commitment and coherence required • Labour rights due diligence required and includes a toolbox.

  23. TOOL BOX 1. Assessing actual and potential labour rights impacts in the workplace 2. Integrating and acting upon the findings. 3. Tracking responses 4. Communicating how impacts are addressed and should cover adverse effects through own activities linked to operation, products or services or business or business relationships e.g outsourcing

  24. Governance mechanisms • Global labour audits /inspection. • East African Business Council Code of Conduct for business in the East African Community aimed at enhancing ethical business practices including labour standards. • The above compliments Enterprises/or workplace based codes as well as the national and international ones. • Codes provide common values to support regional economic integration and trade within the East African Community (EAC).

  25. CONCLUSION • There is need to harmonise Labour laws and policies within the region. • Review the Free movement of workers in the Protocol particularly on annex II regarding categories of employees • There are new job classifications • Need for a tripartite mechanism and social partners forum. • Portability of benefits especially social security ones • Exchange programmes on various Employment and labour issue necessary.

  26. CONCLUSION • HR practitioners should be at the forefront of supporting Sustainable Development Goals • Mobility of talent and skills • Future of work Initiative • Green Economy Initiatives • The Decent work Agenda. • The principle of promotion of opportunities for women and men to obtain decent and productive work, in conditions of freedom, equity, security and human dignity should be our rallying call (ILO).

  27. Thank you SAMMY Thumbi NYAMBARI snyambari@yahoo.com

More Related