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Better Work Viet Nam (Phase II) - Midterm Evaluation

eval_number:

2226

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/2226

lessons_learned:

themes:

theme:

Staff capacity building

category:

Organizational issues

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comments:

BW management BWG and BW factories

challenges:

The level of expertise amongst EAs varies, but BWV is trying to address this. For example buyers reported that the level of expertise amongst EAs was uneven, with some EAs not broadly knowledgeable enough about the garment industry. EAs should understand that they are providing services to the factory, supporting them, rather than, acting like a policeman.

success:

BWV management encourage open feedback from EAs. If EAs are finding some factories very stressful, they try to unpack the reasons for the stress, and rearrange work if such support does not work. EA staff are also offered training courses, to strengthen their skills and thinking. Social activities are also organised. Incentives for EAs which go beyond financial remuneration are being highlighted and this is an important aspect of retaining EAs. Two EAs suggested having a junior and senior EA system in place; others mentioned more flexible hours; being allowed to do home based reports; or allocating EA responsibilities based on preferences. EAs themselves stated that beyond salary the contributing to the good of workers; social justice motives; integrity; experience of working with the UN; being given considerable leadership roles; learning about the sector in detail; learning new things; travel abroad; being involved in BW of other countries; being part of an effective team; etc. were important to them. Two EAs reported that they enjoyed their work because there is variety, with lots of opportunities to do new things, and BWV is a learning organisation. Many EAs complained of a high workload, but realise that the new adjusted model will eventually (they hope) reduce this.

context:

Apart from technical knowledge on assessment and advisory services, essential ingredients for a good EA are their facilitators skills and enthusiasm for the work they are doing. EAs themselves state that training and facilitating skills are the most important qualities they bring to the job.

description:

Enterprise Advisors (EAs) are the lynchpin of Better Work. The quality and experience of EAs involved in the core services is the key to success. One of the challenges BWV face in terms of sustainability is losing their EAs once they have been trained. If competent and experienced in undertaking BW assessments, EAs can be offered positions from buyers or other enterprises. The attention paid to EAs by BWV is an important lesson learned, recognising that they make the whole system tick in terms of BW services to factories.

administrative_issues:

A number of BWV staff members reported that EAs remain at a salary of ILO National Staff Officer Level A, only slowing obtaining incremental wages increases in line with the UN system. This in contrast to payment within businesses, where salary and promotion are awarded based on competence rather than following incremental steps. On the other hand, working for a UN agency, is relatively well paid, and in contrast to working for a business does not easily allow for the dismissal of non performing staff.

url:

https://webapps.ilo.org/ievaldiscovery/lessons/211150

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location:

country:

Viet Nam

region:

Asia and the Pacific

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eval_title:

Better Work Viet Nam (Phase II) - Midterm Evaluation