|Date Posted:||Dec 31, 2019|
|Closing Date:||Jan 14, 2020|
|Work Type:||Full Time|
|Number of Vacancies:||1|
|Salary Range:||NTA, Grade BAF|
|Years of Experience:||5 - 7 Years|
|Probation Period:||1 month|
The Government of the Islamic Republic of Afghanistan, and the Ministry of Labor and Social Affairs (MoLSA) in particular, is preparing for project activities with a Project Preparation Grant (PPG) from the Afghanistan Reconstruction Trust Fund (ARTF). The project is called Placing Labor Abroad and Connecting to Employment Domestically(PLACED). Under the PLACED PPG, three distinct activity components are defined: (i) opening a managed international labor migration corridor to GCC countries, (ii) enhancing the employability and employment outcomes for high school graduate jobseekers through supported job search and possibly private sector internships and, (iii) integrated capacity building at MoLSA for the management of the pilots under the PPG as a core for sustained capacity to manage employment programs. There will be three successive waves of contracts procured. (1) Pilot phase (2) Wave Two (3) Wave Three. The pilots phase will target groups of unemployed Afghans, designed to meet the identified needs of these groups and their potential employers, thereby increasing the jobseekers’ employability. The implementation of the pilots will be integrated with extensive on-the-job capacity building at MoLSA on key aspects of contracting and managing high-performing labor market programs.
The PLACED pilots will service approximately 4,400 jobseekers. Learning from these pilots will be informed by rigorous monitoring and evaluation, leading to the scaling up and rollout of these interventions. Following a period of MoLSA team building, procurement, and implementation, the pilots will run for up to 21 months, with interim evaluations (and emerging recommendations) prepared after the first and second years. The components are expected to be structured as follows:
Component 1: PLACING LABOR ABROAD (PLA) Pilot: This component will target unskilled and low-skilled Afghan male jobseekers, with the objective of: (a) preparing them for identified job opportunities in GCC countries; (b) matching them with those vacancies; (c) facilitating their travel to the host country and settling in; (d) supporting the employer (and covering salary costs) for the first two weeks of on-the-job training, and; (e) establishing systems for payroll deductions and remittances to cover some program costs as well as transfers back to families. The objective is to enhance these jobseekers in the eyes of GCC employers and inform the development of efficient systems for managed labor migration to GCC countries. The project will also aim to include mechanisms to ensure the safety and wellbeing of the participants while working abroad. The proposed pilot will finance activities to help approximately 2,000 participants.
Component 2: CONNECTING WITH EMPLOYMENT DOMESTICALLY (CED) Pilot: The biggest challenge for young job applicants with a reasonable level of appropriate skills (notably literacy and numeracy), as identified by employers, is a lack of soft skills and workplace awareness, including knowledge of workplace culture and employer expectations. Often this is as a result of a lack of work experience, and it is exacerbated by a lack of any understanding of how to find and communicate with potential employers. This component will target beneficiaries between 18 and 29 years of age who have completed high school. The pilot aims: (a) to assist as many jobseekers as possible to secure good jobs through intensive supported job search, and (b) for those who cannot access employment given personalized job search support, provide private sector internships to enhance employability through supported work experience. The pilot will ensure parity of outcomes for women and men, providing additional support as required for any female jobseekers. The proposed pilot will finance activities to help approximately 2,400 youth (50% male and 50% female) during the two and a half years of implementation.
Component 3: Integrated capacity building: This component will aim at strengthening the capacity and performance of MoLSA in delivering the PLACED pilots, and eventually contracting and managing national employment programs, through an innovative program of technical assistance. In particular, a team recruited with support under this component within MoLSA will undertake procurement, implementation, and contract/performance management, including monitoring and evaluation activities. A capacity-building program will be launched, with each stage of the pilot programs preceded by technical assistance workshops equipping the MoLSA team with the required knowledge and skills. The personnel initially recruited under the PPG are expected to transition to civil service positions requiring similar competencies learned throughout the PPG implementation.
The Ministry of Labor and Social Affairs implements this project under the overall supervision of the Deputy Minister for Labor Affairs (and in his/her absence the Minister). In close cooperation with the Director of Labor Market Studies, and under the guidance of the Steering Group, the project is led by the PLACED Project Director. The Project Director is responsible for the effective management of the project’s activities from project procurement through implementation to delivery, including establishing and leading the team, relationship management within the Ministry and beyond, and then gathering and using learning to inform the development of future organizational and system-wide strategy.
I. Objectives of the Assignment
The GRM Senior Specialist will serve as the focal point and coordinator for MoLSA/PLACED Project’s grievance redress mechanism. The Senior Specialist’s key roles are to systematically capture beneficiaries’ complaints and concerns, address issues that can be readily resolved, refer issues where substantive expertise is necessary, and follow up with both the complaint owner and contractors/MoLSA/employers to ensure that the issue is resolved in a fair and timely manner. To achieve this, the GRM head will necessarily work in close coordination with PLACED Project staff and stakeholders to develop and pilot day-to-day procedures for effectively operating MoLSA/PLACED’s grievance redress mechanism. The Senior Specialist will also work to strengthen communications and awareness around the improved grievance redress mechanism.
II. Challenges for PLACED GRMs
As noted in the Environmental Social Management Framework(ESMF) access to GRMs will be a critical risk factor in the implementation of PLACED, in particular for the PLA component. As such, strong GRMs will be necessary in order to mitigate a number of social and environmental risks in PLACED.
This is particularly relevant given the challenges posed not only in terms of accessing GRMs, but in terms of the overall ability to implement them – i.e. the capacity to implement and manage effective GRMs, as well as the need for internal support for correctly implementing these processes.
III. Existing Institutional Arrangements
The MoLSA currently has no standardized GRM, though it does manage them on a project-basis, often incorporating the preferred GRM system of project donors. The MoLSA does have a broader role in addressing complaints raised or issues identified under the Labour Law as part of which it chairs a tripartite committee intended to resolve such disputes.
As noted in the ESMF, however, capacity on this front is weak due to low numbers of labour inspectors, poor awareness of workers on their rights and ability to submit complaints, and subsequently poor data on the incidence and nature of Labour violations. It also has an internal audit capacity, which should be utilized for the purposes of monitoring the performance of the project and its GRMs, though the robustness of this is undetermined and may not be sufficient for this project. Therefore, a comprehensive GRM structure has been proposed for management of overall redresses grievances related to the PLACED-Project and below are the key actors involve in the processing of the grievances:
· Grievance Redress Unit (GRU) under PLACED project:
Under PLACED project a well-qualified team established to handle jobseeker’s complaints. This team is responsible for condonation and managing of overall GRM issues of both PLA and CED components of PLACED Project.
· Third Party Monitoring – Grievance Redress Mechanism (TPM-GRM) firm:
The TPM will be in charge of GRM matters and will playing a key role in collecting, resolving (if possible), categorizing channeling and providing feedback to the complainant. This firm will report to PLACED/MoLSA.
· Service Providers (who impalement PLA and CED components):
Service Providers (SP) will be contracted through MoLSA to assist jobseekers from enrolment to job placements and sustained employment. the SP will play a fundamental role in ensuring that beneficiaries have full awareness of the GRM and, if required, know how to gain access to it. This firm will have their own GRM to resolve and redress jobseeker’s grievances.
· Grievance Redress Committee (GRC):
The committee will review and addresses grievances which raised by jobseekers; if they are not able to provide best resolution the secretary of the committee will refer complaint to relevant entity for further resolution.
· Afghan Institutes in the UAE (Consulate and Embassy):
The Afghan Embassy and Afghan Consulate play an important role in the GRM matters under PLA component of PLACED project. These institutions will work collaboratively with TPM-GRM in the UAE to redress Afghan worker’s grievances.
· UAE institutions:
The UAE institution such as: Tasheel and Tawjeeh offices as well as UAE’s labor court play their customary role in resolution of disputes between migrant workers and employers as per the UAE Labor law.
Grievance Redress Mechanisms (GRMs) represent a core component of managing operational risk. GRMs will be an effective tool for early identification, assessment, and resolution of complaints on project. The GRM Senior Specialist roles and responsibilities include:
Requires travel to provinces:
a. Very high-level written and spoken English;
b. A demonstrable interest in programs or services that help people who are socially excluded or disadvantaged;
c. Exceptional interpersonal skills, including the ability to influence behavior;
d. A willingness to roll up your sleeves and make things happen;
e. Exceptional intelligence;
f. The ability to think both creatively and analytically;
g. An eye for detail and desire to deliver beyond expectations.
Duties & Responsibilities:
- Managing the grievance redress mechanism and the GRM team
· Tracking of and public information made available regarding number of complaints received, resolved, or mediated
· Conduct a risk-based assessment of potential grievances, disputes, or conflicts
· Identification of the client’s existing capacity for grievance redress through a detail assessment of the current procedures for complaint resolution; and
· Based on the findings of the assessment establish an action plan that identifies priority areas for strengthening grievance capacity, or if necessary, establishing new mechanisms at the project level.
· Create awareness of the Grievance Redressal Mechanism (GRM) amongst all the stakeholders through public awareness campaigns.
· Assist in Redressal of all Grievances by coordinating with the concerned parties related to MoLSA if required.
· Maintain information of grievances and Redressal.
· Monitor the activities of SPCUs on Redressal of Grievances.
· Prepare the progress for monthly/quarterly reports.
· Establish a fully functional GRM as per the recommendations of PLACED Project’s ESMF.
- Receive complaints and concerns and record them in a database related to MoLSA.
- Resolve complaints and concerns as appropriate.
- Assign complaints that cannot be resolved by the Grievance Officer to a complaint owner within the program. Note: A complaint owner is responsible for investigating and resolving complaints, and could either be the GRM Officer if the complaint can be resolved with limited additional information expertise or resources; or a substantive expert, such as a staff member from the area of operations implicated by the complaint, if the complaint cannot be easily or quickly resolved by the GRM team leader.
- Follow up with complaint owners to ensure complaint resolution is advancing in a timely manner and using a fair process.
- Update complaint information in the database regularly.
- Review complaints regularly and close them out when appropriate.
- Monitor any resolutions to grievances to ensure they are implemented.
- Prepare periodic reports on the grievance redress mechanism
- Engaging with stakeholders
- Provide information about the grievance mechanism to stakeholders.
- Inform management of concerns and complaints received by the grievance mechanism.
- Work with program staff to notify community members of activities that may lead to community concerns or complaints before the program undertakes the activities.
- Institutionalizing the grievance redress mechanism
- Draft and periodically update a GRM Manual with operating procedures and an organogram for grievance redress.
- Develop capacity building plan for GRM based on the GRM manual for the Ministry staff.
- Train pertinent staff on grievance redress procedures
Job Location:Afghanistan, Kabul
At least a Master’s degree with 5 years working experience, or a Bachelor’s degree with 7 years’ experience, but preference will be given for candidates with relevant experience and outstanding academic backgrounds with very strong applications and outstanding interviews;