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Support to development in industrial relations, wage fixing and labour law implementation institutions and capacity in Viet Nam - Midterm Evaluation

eval_number:

2491

eval_title:

Support to development in industrial relations, wage fixing and labour law implementation institutions and capacity in Viet Nam - Midterm Evaluation

location:

region:

Asia and the Pacific

country:

Viet Nam

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eval_url:

https://analyticstest.ilo.org/ievaldiscovery/eval/2491

lessons_learned:

description:

Enhanced Communication between the Implementing Partners and Project Management, and the Building of Trust among them. Regular and sustained communication between Project Management and the Implementing Partners (IPs) can prevent misunderstandings arising among them because of reduced understanding of each other’s up-to-date roles and activities (including the sheer volume of work each one is undertaking). Through regular communication the building of trust is substantially enhanced. Regular communication could typically include quarterly Project Steering Committee meetings; regular bilateral meetings with specific partners, (e.g. two times per month) with the project holder, the trade union and the employers’ organizations; and, quarterly handover meetings with the stakeholders at the local level (in pilots, etc.) as well as for example weekly discussions (in person or through the internet/phone) between project implementation units at the local level and the Project Office usually at central level. In a context of a relatively poor understanding of Industrial Relations (IR), it is a good practice (initiated in this case by the project holder with project support) to provide for a discussion platform for monthly open and challenging discussions (no lecturing) thereby building a network of IR practitioners, including tripartite partners, academics, lawyers and students, providing further opportunities for communication and building trust. Designing a communication & media strategy at the outset will enhance the visibility of a project, and, as a matter of priority, include (regular) bulletins with contributions of partners.

context:

The implementing partners should have a substantial sense of ownership of the project as was the case in the current project among most of them. The occurrence of changes in staff positions among either the partners or the project management makes it all the more important to have a strategy and an ingrained structure of communication.

success:

Have a good understanding and appreciation of each other’s role and activities burden, and enhanced trust among each of the stakeholders

challenges:

A reduced level of communication negatively impacts on partner relations.

administrative_issues:

n/a

comments:

All implementing partners, project management, ILO and Donor.

url:

https://analyticstest.ilo.org/ievaldiscovery/lessons/217967

themes:

theme:

Communication/media strategy

category:

Organizational issues

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