Who is this Toolkit designed for?
This toolkit is, at its core, a set of resources for individuals, such as employer and enterprise development Field Specialists and consultants, working with business’ and employers’ organizations. Some parts and individual tools can be used by employers’ and business’ organizations in their own right, but certain parts, in particular Part One - assessing the capacity of the EO – should be done by an independent expert.
How can it be used?
There is a logical sequence to how the toolkit has been developed - assessing the EO; helping identify priority issues; developing those issues into policy positions; and developing a broader strategic policy framework.
However it is also constructed in a modular fashion. Each of the four parts can be used entirely as a stand-alone element depending on the needs of the organization you are working with. Many of the different parts and tools in the EESE Toolkit contain questionnaires and assessment summaries. These are purely indicative and generic tools, and in many cases would need to be adapted to individual national situations and deepened in their analytical probing.
Are all tools the same?
No, some are just illustrative while others, such as the surveys; are much more hands-on.
Each of the tools contained in the kit can be used independently of one another. Employers’ Organizations are encouraged to use the tools that are more relevant to their situation and to their organizational capacities and needs.
How does the Toolkit build the capacity of these organizations?
In all the four parts of the EESE toolkit the capacity-building component is central. Every part of the Toolkit and most of the tools are designed in a fashion that the EOs can directly learn from, and in specific cases, provide elements that they can incorporate into their operations.
What kinds of organizations will get value from the toolkit?
Organizations that are committed to effecting positive change in their operations and policy work. Without strong commitment from the Board of an organization, along with a senior management willingness to implement all or any individual part of this toolkit, the chances of sufficient positive change will be limited. The ‘process’ must be owned and driven by the organization itself.
Getting Board support is an essential prerequisite that field specialists must be assured of before embarking on a programme of work with any organization.
How can it be used for Decent Work Country Programmes (DWCPs) and other development processes?
DWCPs are the main delivery tool or instrument of ILO’s technical cooperation programme in a country. They provide an opportunity for employers’ organizations to work more closely with the ILO and to harness the ILO’s competencies in terms of employers’ priorities. DWCPs give employers the opportunity to advance their agendas and have their voice heard. Strategically, participation in DWCPs is an opportunity to bring the vision of the private sector into national development priorities and frameworks, including the United Nations Development and Assistance Framework (UNDAF). In fact, the ILO’s entry point into the United Nations consolidated country programmes and UN Development Assistance Framework (UNDAF) is the DWCP. The EESE toolkit is a useful means to assist EOs in developing empirically sound priorities that can then input into DWCP negotiations.
Where can I get more information?
The Toolkit builds on ACTEMP’s Effective Employers’ Organization series.
Specialists should consult this series for further information
These products are targeted either directly to employers' organizations to improve their organizational structures and management, or are based directly on the needs of the organizations' corporate members.
A training package on Effective Employers Organizations - designed to help employers' organizations build and run their organizations more strategically and effectively, is available.
It is a set of five different guides on:
governance - (pdf 3,46 MB)
strategy - (pdf 2,19 MB)
advocacy - (pdf 3,38 MB)
revenue building - (pdf 2,74 MB)
communications - (pdf 4,6 MB)