1. 1 8/30/2015 ORGNAZING MODEL FOR VIET NAM PUBLIC EMPLOYMENT SERVICES MA. Ngo Xuan Lieu Department of Employment, Ministry of Labour – Invalids and Social Affairs (MOLISA)

2. 2 8/30/2015 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.

3. 3 8/30/2015 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.

4. 4 8/30/2015 KEY ECONOMIC AND LABOUR MARKET INDICATORS Source: GSO (2013, 3014) Monthly statistic data and Quarterly labour force survey

5. 5 8/30/2015 1. Organizing structure PUBLIC EMPLOYMENT SERVICE IN VIET NAM  Decision 120/HDBT dated April 11 st 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).

6. 6 8/30/2015 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

7. 7 8/30/2015 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.)

8. 8 8/30/2015 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

9. 9 8/30/2015 PUBLIC EMPLOYMENT SERVICE IN VIET NAM 2. 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.

10. 10 8/30/2015  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

11. 11 8/30/2015 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

12. 12 8/30/2015  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

13. 13 8/30/2015 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

14. 14 8/30/2015 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

15. 15 8/30/2015 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

16. 16 8/30/2015 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

17. 17 8/30/2015 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

18. 18 8/30/2015 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.

19. 19 8/30/2015 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.

20. 20 8/30/2015 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.

21. 21 8/30/2015 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.

22. 22 8/30/2015 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.

23. 23 8/30/2015 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 LOCAL CENTER LOCAL CENTERS Registraition & Placement Sopts Registration & Placement Spots CENTRAL PES LOCAL CENTER LOCAL CENTERS LOCAL CENTER LOCAL CENTERS LOCAL CENTER LOCAL CENTERS Registration & Placement Spots

24. 24 8/30/2015 Thank for your attention!