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ORGNAZING MODEL FOR VIET NAM PUBLIC EMPLOYMENT

SERVICES

MA. Ngo Xuan LieuDepartment of Employment, Ministry of

Labour – Invalids and Social Affairs (MOLISA)

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CONTENTS

1. Overview on Administrative Management Decentralization in Viet Nam;

2. Key Economic and Labour Market Indicators;

3. Public Employment Services in Viet Nam

Organizing structure;

Core Tasks and Functions.

4. Employment Promotion Programs;

5. General Assessment.

6. Perspectives for Public Employment Service in Viet Nam.

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OVERVIEW ON ADMINISTRATIVE MANAGEMENT DECENTRALIZATION IN VIET

NAM Vietnam’s administrative structure consists

of four levels of government: central, provincial/municipal (hereafter called provincial), district/precinct/city under provincial authority (hereafter called district) and commune/ward/ township (hereafter called commune).

Provincial level consists of 63 provinces and cities.

Viet Nam has gone through a long and complex process of decentralization and public administration reforms whereby the state has managed to empower these meso-level institutions while retaining a firm central grip on overall policy.

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KEY ECONOMIC AND LABOUR MARKET INDICATORS

Source: GSO (2013, 3014) Monthly statistic data and Quarterly labour force survey

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1. Organizing structurePUBLIC EMPLOYMENT SERVICE IN VIET NAM

Decision 120/HDBT dated April 11st 1992 of the Council of Ministers (Government at present) is the legal foundation for making the PES of Viet Nam;

Currently, the system include: 130 Employment service centers (of which, 63 centers under the management of DOLISA, 67 centers under the management of ministries, sectors, social organizations and management boards of Industrial zones and export processing zones).

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MOLISA (130)

OTHER MINISTRIES & SOCIAL ORGs (67)

DOLISA (63)

ESCs

REGISTRATION & PLACEMENT SPOTS

ESCs

REGISTRATION & PLACEMENT SPOTS

1. Organizing structure (Cont.)PUBLIC EMPLOYMENT SERVICE IN VIET NAM

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PUBLIC EMPLOYMENT SERVICE IN VIET NAM

ESCs are under the management of DOLISA in provinces/cities, social organizations being organized by the administrative division (on the horizontal basis of authority or decentralized model). The central labour authority (Ministry of Labour, Invalids and Social Affairs - MOLISA) is not responsible for the direct management (personel and financial resources) of ESCs;

Some social organizations manage directly and generally their ESCs;

Organization of ESCs is complied with regulations in the Decree No. 196/2013/NĐ-CP.

1. Organizing structure (Cont.)

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PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Provide services of career guidance, job consultation, vocational training and the consultation of related policies;

Provide job placement, recruitment and labour supply in accordance with employer’s demand;

Collect, analyze, forecast and provide labour market information (LMI);

Provide training on job search skills, skills development and vocational training;

Implement unemployment insurance scheme; Support skills mobility; implement employment promotion programs

2. Core tasks and functions

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PUBLIC EMPLOYMENT SERVICE IN VIET NAM2. Core tasks and functions (Cont.)

Various forms of activities: Job fairs, job matching sessions. Currently, 46 ESCs nationwide organize job bazaars with job matching sessions to be held regularly.

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National Target Programs on Employment and Vocational Training;

National Fund for Job Creation;

Supports for Vietnamese workers working overseas on term-based contracts;

Master plan of supporting job creation and vocational training for youths 2008-2015;

Vocational training supports for rural workers;

Vocational training for youths who have fulfilled military services.

EMPLOYMENT PROMOTION PROGRAMS

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GENERAL ASSESSMENT

Regulations of job placement activities are increasingly improved;

ESC system develop rapidly, particularly the centers under the sector of labour, invalids and social affairs;

ESCs are increasingly invested by ministries, sectors, local authorities and concerned agencies;

ESCs’ activities basically meet the demands of the labour market;

The operational efficiency of the job matching sessions is increasingly enhanced.

Advantages

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Linkages are consolidated among ESCs via the Employment E-portal, particularly ESCs under the sector of labour, invalids and social affairs.

Advantages (Cont.)

GENERAL ASSESSMENT

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Reasons for the advantages ESCs’ roles are being

gradually appreciated and also receive more investment from ministries, sectors and international organizations;

The efforts, active and enthusiasm of the staff working at ESCs.

GENERAL ASSESSMENT

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Shortcomings Mechanisms, policies regarding the organization

and operation of ESCs are slowly amended and supplemented, particularly the policies on the financial aspects and the personnel issues;

Lack of the unity in implementing regulations on the organization and operation of ESCs; particularly the centers outside the sector of labour, invalids and social affairs;

Constraints in the financial sources for ESCs; as a result, activities of some ESCs are not on the right track.

GENERAL ASSESSMENT

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Shortcoming (Cont.) Investment mechanisms and procedures are

complicated in some local areas; lack of investment in ESCs’ operation. Some investment sources for ESCs allocated from the central level are not used in the right purpose by local authorities.

The staff of job placement, consultation and LMI are lacked in terms of quantity and inadequately qualified; particularly lack of professionalism.

Poor and non-uniformed infrastructure causes the low process in the system connection, particularly the centers outside the sector of labour, invalids and social affairs.

GENERAL ASSESSMENT

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Reasons for the shortcomings The importance of employment service activities is

not fully recognized by authorities and ministries; Due to the organization based on the administrative

division (on the horizontal basis or decentralized), the quality and efficiency of employment service activities completely attribute to the attention of each local authority, ministry, sector and social organization;

Different policies on recruitment, appointment and allocation are applied by local authorities, ministries, sectors and social organizations.

GENERAL ASSESSMENT

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Lessons learnt – Regarding the centralized model

The implementation of programs, plans and projects from the central to the local is rapid, convenient and uniformed without the intermediary levels;

The direct management attributes to the improved efficiency and ensures the approved targets;

The recruitment and training for personnel are uniformed in accordance with the direction of professionalism.

The opportunities aspect

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Lessons learnt – Regarding the centralized model

The opportunities aspect Convenient procedures in the

personnel rotation accelerate the dealing with weak chains related to the management, guidance and professional aspects;

Ensure the timeliness and unity in collecting, processing and providing LMI;

Favourable conditions for the making of one uniformed system.

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Lessons learnt – Regarding the centralized model

The challenges aspect Constraints in making the full use of local resources

and advantages. The self-dependency and sense of responsibility of

the local level are not fully promoted; Bureaucracy problems may arise; Development policies and programs for the labour

market may not closely relevant to current conditions and local demands in cases of lacking the management division.

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Lessons learnt – Regarding the decentralized model

The opportunities aspect Local resources are fully

used and promoted; Development programs and

plans for the labour market are closely relevant to current situations and local demands;

The self-dependency and sense of responsibility of the local level are promoted.

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Lessons learnt – Regarding the decentralized model

The challenges aspect Have difficulties in implementing programs, plans,

projects from the central to the local level, and difficulties in ensuring the unity, because the implementation process bases on intermediary stages, different management and procedures are being applied in each locality;

The indirect management could not ensure the efficiency and approved targets;

The quality of recruitment and capacity-building for the staff depends greatly to the local level.

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

Lessons learnt – Regarding the decentralized model

The challenges aspect Have difficulties in the personnel rotation

within the system and dealing with shortcomings in the management, guidance and professional aspects for ESCs;

Have difficulties in ensuring the timeliness and unity regarding the collection, process and dissemination of the LMI;

Have difficulties in making a whole system due to local and regional varieties.

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PERSPECTIVES PUBLIC EMPLOYMENT SERVICE IN VIET NAM

NORTHERN REGION CENTER.

CENTRAL REGION CENTER

SOUTHERN REGION CENTER

MEKONG DELTA REGION CENTER

LOCAL CENTER

Registration & Placement Spots

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CENTRAL PES

LOCAL CENTERLOCAL

CENTERLOCAL CENTERS

LOCAL CENTERLOCAL

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LOCAL CENTERLOCAL

CENTERLOCAL CENTERS

Registration & Placement SpotsRegistration &

Placement SpotsRegistration & Placement Spots

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Placement SpotsRegistration & Placement Spots

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Thank for your attention!