Guidelines on Managing Change and Restructuring Processes Summary of Key Elements

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1 Guidelines on Managing Change and Restructuring Processes Summary of Key Elements For Use by Staff Reps, Managers and Staff Going Through Restructuring

2 Context DG Announcement on Restructuring Change will also be pursued with full respect for the Office s legal obligations and the 2004 Guidelines on Managing Change and Restructuring Process. There will be consultation with the staff and their representatives on issues of concern to them that will arise in the process of implementation.

3 Context (2) IMPLEMENTING THE REFORM COMMITMENT: A Plan for Action (some selected guiding principles ) The Office must act, and be seen to act, as ONE ILO The focus of these reforms is on how the Office does its work. Reform must be developed and implemented in consultation with staff, and not be just something that happens to them. Consultation with both headquarters and the regions must occur in all reform projects. Senior management must ensure regular and effective consultation and communication with all staff.

4 International Guidance Committee on Freedom of Association The Committee has emphasized that it is important that governments consult with trade union organizations to discuss the consequences of restructuring programmes on the employment and working conditions of employees.

5 KEY ASPECTS of the Guidelines Staff encouraged and given opportunity to contribute to decision-making; What information should be provided to staff at the planning stage; Planning and implementation should be participatory; ILO Policy on Job Security; Clear role for Union representatives, and staff, throughout the process.

6 Guidelines ILO s capacity to manage change effectively is essential to ensuring that the ILO is responsive to the needs of its constituents, provides efficient and high-quality services and maintains a productive, secure and healthy working environment for staff. Change and restructuring often provide opportunities to improve work organization and the content of jobs and for changes in roles and responsibilities which may enhance skills and career development while leading to better and more efficient use of staff resources as well as other resources.

7 Objectives Improve transparency of decision-making process by ensuring staff are: Informed at the earliest opportunity of any potential changes in their work area and the reasons behind such a change; Consulted on options and have the opportunity to input into the manner in which the change or restructuring will be implemented, and Provided an opportunity (including via their representatives) to raise concerns so that these can be taken into consideration in decision-making, Avoid problems by identifying and discussing matters of actual or potential concern as early and as close as possible to the level of the problem, Improve the overall level of understanding and cooperation between management and staff.

8 Information Responsible chief directly advise staff, at the earliest opportunity, of any proposal for change. Organize meeting to inform: of the reasons behind the proposed change, the expected outcomes and a list of key areas to be affected. Staff given the opportunity to express their views concerning these organizational changes.

9 Duties of Management: Standards of Conduct Paragraphs 15 and 17 Managers and supervisors are in positions of leadership and it is their responsibility to ensure a harmonious workplace based on mutual respect; they should be open to all views and opinions and make sure that the merits of staff are properly recognised. [ ] Managers are also responsible for guiding and motivating their staff and promoting their development. It is naturally incumbent on managers and supervisors to communicate effectively with their staff and share information with them.

10 Planning for Change Share facts at every opportunity; Formal and informal means to keep staff informed at every stage; and to maintain staff confidence levels. Planning process should be conducted in a participatory manner.

11 Planning Stage Checklist: Information to be Provided The Responsible Chief should inform as to: 1. Purpose: Reason(s) for the change or restructuring? What is it designed to achieve? 2. Budget: Changes in the budget of the unit and its potential impact on human resources and its programme of work. 3. Timing: Timeframe for the implementation of the changes. 4. Costs: Costs associated with implementation of the changes should be identified and included in the planning process. 5. Structure: Implications of any changes in the size or organizational structure of the unit/department. 6. Individual jobs: Clarify roles, responsibilities and functions of jobs to be affected by the change and establish a process for reviewing work organization, job design and content.

12 ILO Job Security Policy In line with ILO policy on job security, managers should ensure that any issues around employment security are addressed with a clear commitment to minimizing the impact of the change or restructuring on job security and ensuring that all opportunities for training and/or redeployment are fully and actively explored. The impact of the proposed changes on gender balance also needs to be considered and measures should be taken to minimize any disproportionate impact.

13 Consultation Staff encouraged and given opportunity to contribute to decision-making. Assist manager to better evaluate the different choices and get deeper knowledge of tasks and work of the team. The manager and the union representative(s) should communicate regularly to ensure that any staff concerns are effectively and speedily communicated to the manager. The involvement of a union representative at an early stage should add value to the process, not only in terms of knowledge of the units concerned, but also facilitating meetings with the staff concerned to identify any potential problems and solutions and prevent conflicts.

14 Implementation Joint responsibility of management and staff to ensure that change is implemented smoothly and effectively. Mechanism to monitor progress, identify difficulties and devise appropriate solutions through regular contacts between the manager, the staff and the union representative(s). Solutions to any problems that may arise during a change or restructuring process, such as training or transfers or redeployment, should be sought in close consultation with the staff member concerned and the union representative(s), as required by the staff member.

15 Impact on Job Descriptions Governed by Staff Regulations AND Collective Agreement S.R. ART. 1.9 Assignment of duties: (a) The Director-General shall assign an official to his duties and his duty station subject to the terms of his appointment, account being taken of his qualifications. S. R. ART. 2.6 Grade Descriptions: A description of the duties and responsibilities attaching to each grade shall be established by the Director-General after consulting the Joint Negotiating Committee. CBA ART. 1.4 The expression generic job description means a statement describing the required competencies, levels of responsibility and typical duties of a job at a particular grade level within a job family, as agreed by the Parties under the Baseline Agreement. CBA ART. 2.1 The procedure for job grading serves to enhance the career of staff members. CBA ART. 3.1 A job grade review may be initiated: (a) when a material and ongoing change in duties and responsibilities has occurred; and/or (b) when work has been redistributed on an ongoing basis amongst positions in or between (an) organizational unit(s).

16 Impact on Job Descriptions What does this mean? Proposed changes to your job description should be introduced with your consent. Changes are possible within the Specific Tasks, but new JD must correspond to negotiated Generic Job Description for your Grade. Proposals to increase responsibilities must follow normal reclassification procedures (Art. 3 of CBA or Para. 3 of Circular 639) Doubts? Concerns? Contact the Union!