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Trade union organisational capacity tool
What?
• A framework that can help us assess the state of our trade unions with respect to key capacities.
• A self-assessment tool.
• A simple and flexible tool.
• Analyses both hard and soft skills
2Trade Union Partnerships Seminar
Trade union organisational capacity tool
How?
3 Step Framework on the basis of a SWOT analysis:
• Step 1: Strengths & weaknesses
• Step 2: Opportunities & threats
• Step 3: Selecting priority areas and developing an action plan
3Trade Union Partnerships Seminar
Step 1: Strengths & weaknesses3 areas of capacity
Key operating principlesDemocratic ownership|Transparency & accountability | Inclusiveness & equality | Autonomy | Coherence | Sustainability
Capacities to relate
Internal organisational capacities
Capacities to influence and deliver
External factors influencing the
strategic leverage of your union
Decent working
conditions
1
Trade union OC framework - TUOC
Key operating principlesDemocratic ownership|Transparancy & accountability | Inclusiveness & equality | Autonomy | Coherence | Sustainability
Resource mobilisation
Strategic planning & learning
Communication & networking
Structures & procedures
Capacities to relate
Internal organisational capacitiesCapacities to influence and deliver
Collectivebargaining
Influencing gov, business,
& society
Service delivery & legal support
5 external factors affecting the
strategic leverageof your union
Organising, & mobilizing
Education & training
Decent working
conditions
Insert meeting title 8
Factors increasing union power
Factors decreasing union power
Po
litic
al /
reg
ula
tory
inst
itu
tio
ns
Sufficiently strong ties with political players
XX Limited ties or too strong with political players
Labour friendly regulation
XX Hostile labour regulation
Substantial policy space for labour
XX Limited policy space for labour
Eco
no
mic
clim
ate
/ p
rod
uct
mar
ket
Growing profitability XX Declining profitability
Economic upturn XX Economic downturn
Limited competition XX High competition
Formal economy XX Informal economy
Tech
no
logy
an
d
wo
rk o
rgan
isat
./
lab
ou
r su
pp
ly &
dem
and
Workers with rare skills or using complex technology
XX Workers with substitutable skills
Limited supply of labour for the sector
XX Growing supply of labour for given sector
Oth
er
stak
eho
lder
s
Labour-friendly stance by business
XX Hostile stance by business
Limited union fragmentation
XX High union fragmentation
Soci
al
atti
tud
es
High public support for union work
XX Low public support for union work
Tradition of mass mobilisation
XX Difficult to do mass mobilisation
2 Step 2: Opportunities & Threats
Internal analysis
Taking into account:
• Current and prospective interests of membership
• Union leadership priorities / strategies
• Organisational identity & culture
9Trade Union Partnerships Seminar
Step 3: Selecting priority areas and developing an action plan3
Factors affecting strategic leverage
Decent work conditions
Organisational capacity & identity
Example
11
Factors affecting strategic leverage
Decent work conditions
Organisationalcapacity & identity
Trade Union Partnerships Seminar
Step 3: Selecting priority areas and developing an action planb) Making an action plan for the CD priority areas
• Listing the priority areas for capacity development
• Analysing what is required at different levels
• Human Resources Development: professional development of staff & managers as individuals or in team
• Organisational Development: changes in organisational procedures, practices, & culture
• Institutional Development: required changes in the operating environment
• Deciding on strategies, activities, & resources
12Trade Union Partnerships Seminar