RATIONALE FOR THE VISION: ALIGNING WITH WHOLE-OF-GOVERNMENT SERVICE DELIVERY
Vision of the Permanent Secretary for Employment, Productivity and Industrial Relations
The Ministry’s Approach
The Ministry of Employment in Fiji can adopt a multi-faceted approach to collaborate with various stakeholders and optimize productivity while mitigating the impacts of climate change on employment.
1. Inter-Ministerial Collaboration: The Ministry can work closely with other government ministries such as the Ministry of Environment, Ministry of Agriculture, and Ministry of Education and Finance to develop integrated policies and programs. For instance, they can jointly develop training programs for green jobs or climate-resilient farming practices.
2. Engagement with Local Communities and Businesses: The Ministry can engage with local communities, businesses, and workers’ and employers’ organizations to understand their needs and challenges. This can help in designing targeted interventions and ensuring their effective implementation. 3. Partnerships with Donors and Development Partners: The Ministry can seek partnerships with international donors and development partners for technical expertise and funding. These partnerships can help in implementing innovative solutions, capacity building, and scaling up successful interventions.
4. Networking and Knowledge Sharing: The Ministry can participate in regional and international forums to learn from the experiences of others and share its own learnings. This can help in adopting best practices and avoiding common pitfalls.
5. Leveraging Technology: The Ministry can leverage digital technologies to improve service delivery, enhance transparency, and facilitate stakeholder engagement. This can also help in monitoring and evaluation of interventions. By adopting such a collaborative and inclusive approach, the Ministry of Employment can effectively address the employment challenges posed by climate change and contribute to the sustainable development of Fiji. This aligns with the broader vision of creating a resilient, inclusive, and sustainable economy for Fiji.
2. Digitalisation and Employment in Fiji
Digitalisation is transforming the way businesses operate globally, and Fiji is no exception. The rapid advancement of technology has necessitated the adoption of digital tools and platforms to facilitate seamless collaboration and communication across diverse teams.
Digitalisation as an Innovation Opportunity
Digitalisation, rather than being seen as a challenge, can be viewed as a catalyst for innovation in Fiji. The digital transformation opens up a plethora of opportunities for businesses to streamline their operations, improve productivity, and create new digital products and services. It also provides an opportunity for the workforce to acquire new digital skills and competencies, making them more competitive in the global job market. Innovative strategies can include the development of digital hubs to foster tech startups, the introduction of digital literacy programs in schools and communities, and the use of technology to improve government services.
While the digital shift brings numerous opportunities, it also introduces challenges such as job insecurity, work intensification, and potential deterioration of mental well-being. Additionally, it risks widening the digital divide if equal access to digital resources is not ensured for all segments of the population. To address these challenges, several strategies can be implemented. Firstly, digital literacy programs can be introduced to enhance the digital skills of the entire workforce, ensuring everyone is equipped to thrive in a digital economy. Secondly, investment in infrastructure can ensure widespread access to digital resources, including reliable internet connectivity and digital devices. Lastly, the digital transformation of government services can be pursued, by enhancing and developing online platforms that facilitate access to critical information and services, thereby fostering a culture of compliance.
Leveraging Digitalisation for Employment
Digitalisation can be a powerful strategic tool and innovation opportunity to support Fiji and the Ministry of Employment in achieving their vision. Here’s how: 1. Enhancing Accessibility and Efficiency: Digital platforms can make services more accessible and efficient. For instance, an online portal for job seekers and employers can streamline the job-matching process. Similarly, digital tools can be used for the efficient handling of workplace disputes, compliance reporting, and other administrative tasks.
2. Data-Driven Decision Making: Digitalisation enables the collection and analysis of large amounts of data. This can inform policy-making, identify trends and issues, and measure the impact of interventions. For example, data on job vacancies and skills demand can guide the development of training programs. 3. Digital Skills Training: As the workplace becomes more digital, there’s a growing demand for digital skills. The Ministry can offer training programs to equip the workforce with these skills, making them more competitive in the job market.
4. Promoting Remote Work: Digital tools can facilitate remote work, which can provide employment opportunities for people in remote areas or those who cannot easily commute to work.
5. Innovation in Services: Digitalisation opens up new possibilities for innovative services. For example, the Ministry could develop online courses or mobile apps to educate workers and employers about their rights and obligations.
6. Stakeholder Engagement: Digital platforms can be used to engage with workers, employers, and other stakeholders. This can improve transparency, foster collaboration, and ensure that the Ministry’s initiatives are responsive to the needs of the community.
By leveraging digitalisation in these ways, the Ministry of Employment can enhance its services, make informed decisions, and empower the workforce, thereby contributing to the vision of “Empowering Fiji’s Workforce: A Decade of Excellence in Employment and Workplace Relations”.
3. Strengthening and embedding Tripartism in Fiji
Tripartism, the collaborative mechanism involving the government, employers, and workers, is instrumental in shaping Fiji’s employment landscape and boosting productivity. It ensures a balanced approach to decision-making by incorporating diverse perspectives, leading to more effective policies. Tripartite dialogue serves as a powerful tool for conflict resolution, fostering harmonious workplace relations and enhancing productivity. Policies born out of tripartite collaboration are more likely to gain acceptance and effective implementation due to the shared sense of ownership and commitment. Tripartism also enables swift and comprehensive responses to economic changes, ensuring the needs and capabilities of all parties are considered. By promoting a cooperative approach to workplace relations, it enhances productivity by creating a positive work environment where workers’ rights are protected and employers’ interests are considered. Furthermore, tripartism champions social justice, ensuring the protection of workers’ rights and providing employers with a fair opportunity to conduct their business, contributing to social stability and benefiting the overall economy. In essence, tripartism serves as a potent tool for fostering balanced economic growth, social justice, and high productivity in Fiji. It ensures that all stakeholders have a say in decision-making processes, leading to more effective and widely accepted policies. This is in alignment with the broader vision of creating a fair and inclusive labour market that benefits all Fijians.
To ensure that tripartism is not only embedded but also continually strengthened within government processes, a comprehensive approach is required. This involves enacting laws that mandate the inclusion of tripartite consultation in policy-making processes related to employment and workplace relations, thereby transforming tripartism from a mere practice to a legal requirement. It also entails the establishment of formal tripartite bodies at various levels - national, regional, and sectoral - to serve as platforms or regular dialogue and consultation among the government, employers, and workers. Furthermore, capacity building is crucial, equipping representatives of the government, employers, and workers with the necessary skills and knowledge for effective tripartite dialogue, including training in negotiation, conflict resolution, and understanding of labour laws and international labour standards. Awareness campaigns can be conducted to promote the benefits of tripartite collaboration among employers, workers, and the wider public, advocating for the importance of tripartism in creating harmonious workplace relations and
enhancing productivity. Regular monitoring and evaluation of the effectiveness of tripartite consultation processes can help identify any issues or challenges and take corrective action. Lastly, learning from international best practices in tripartite collaboration and participating in international forums and networks to share experiences and learn from others can be beneficial. By adopting these strategies, Fiji and the Ministry of Employment can ensure that tripartism becomes a cornerstone of their approach to managing employment and workplace relations, contributing to the realization of their vision of “Empowering Fiji’s Workforce: A Decade of Excellence in Employment and Workplace Relations”.
4. The Future of Work
The Ministry of Employment in Fiji envisions “Empowering Fiji’s Workforce: A Decade of Excellence in Employment and Workplace Relations.” This vision aligns with the rapidly evolving future of work, where technological advancements, changing demographics, and global trends reshape employment dynamics. To achieve this vision, the Ministry has set strategic goals, including improving workplace relations, ensuring compliance with International Labour Organization (ILO) standards, protecting workers’ rights, clarifying employers’ obligations, and professionalizing its operations.
In addressing skills gaps and training needs, Fiji’s Ministry of Employment recognizes the critical role of adapting the workforce to the future of work. Here are the key components:
1. Skills Gap Challenge:
The rapidly changing job landscape demands new competencies. Fiji’s workforce must swiftly adapt to technological changes, automation, and digitalization.
2. Training and Education Opportunities:
Digital Literacy Programs: Equipping workers with essential digital skills ensures their employability. These programs cover basic computer literacy, online communication, and data management.
Access to Digital Resources: Reliable internet connectivity and access to devices (computers, smartphones, etc.) are essential for upskilling. Digital Transformation of Government Services: Enhancing online platforms for government services ensures that critical information, employment opportunities, and training resources are easily accessible to all.
Climate-Resilient Training: Green jobs and climate-smart agriculture training prepare workers for sustainable employment. This includes understanding climate change impacts, conservation practices, and ecofriendly technologies.
Tripartite Training: Collaborative training involving employers, workers, and government enhances workforce readiness. Tripartite forums can identify sector-specific training needs and design targeted programs. Learning and Training institutions must be strengthened, re-balanced and recalibrated to meet Fiji's industry and workforce needs.
3. Innovation and Lifelong Learning:
Innovation Opportunity: Fiji’s workforce can embrace innovation through continuous learning. Entrepreneurship, creativity, and adaptability are key. Workers should explore new ideas, experiment, and contribute to Fiji’s economic growth.
Lifelong Learning Culture: The Ministry can foster a culture of lifelong learning, encouraging workers to acquire new skills throughout their careers.
Partnerships for Education: Collaborating with educational institutions, industry stakeholders, and international organizations ensures relevant, up-to-date training. By addressing skills gaps, promoting innovation, and facilitating lifelong learning, Fiji’s workforce will remain competitive and well-prepared for the future of work. These initiatives align with the Ministry’s vision of excellence in employment and workplace relations over the next decade.
Critical Resource Impact
To achieve Fiji’s vision of the “Decade of Excellence,” critical resources are essential. Investment in education and training, particularly vocational programs, is crucial. Strengthening the National Employment Centre (NEC) and promoting self-employment initiatives require adequate funding. Gender-responsive policies, support for vulnerable groups, and eliminating child labour demand targeted resources. Additionally, ensuring good faith employment relations and safe workplaces necessitates investment in training, dispute resolution mechanisms, and compliance monitoring. Allocating resources strategically will empower Fiji to create a resilient workforce and foster inclusive, sustainable development.
The Decade of Excellence in Fiji calls for strategic actions to enhance education, employment, and productivity. To achieve this vision, the Ministry plays a pivotal role and will incur certain key resourcing implications:
1. Investment in Education and Training:
Strengthening Ties: Closer collaboration between education providers and training institutions is essential.
This ensures alignment with industry needs and equips students with relevant skills.
Apprenticeship Reforms: Reforming the apprenticeship scheme can enhance vocational training and bridge the skills gap.
Resource Allocation: Adequate funding for education and training programs is critical to prepare a skilled workforce for the future.
2. Boosting Employment Services:
National Employment Centre (NEC): Resourcing the NEC is crucial. It provides non-discriminatory employment services, including registration, counselling, skills training, and work placement.
Promoting Self-Employment: Supporting entrepreneurship and selfemployment initiatives requires financial resources and capacity-building programs.
Work Attachments: Encouraging work attachments for young people facilitates practical learning and transitions them into the workforce.
3. Gender Equality and Inclusion:
Gender-Responsive Policies: Allocating resources to promote gender equality in employment and working conditions is vital.
Support for Vulnerable Groups: Ensuring income opportunities for disabled persons, the elderly, and those reliant on subsistence activities requires targeted funding.
Eliminating Child Labour: Resources must be allocated to enforce child labour laws and create safe workplaces.
4. Productivity-Driven Workplaces:
Good Faith Employment Relations: Strengthening employment relations and promoting safe, productive workplaces necessitates investment in training, dispute resolution mechanisms, and compliance monitoring.
In summary, resourcing the MEPWR adequately enables Fiji to achieve the Decade of Excellence by fostering decent work, skill development, and inclusive employment opportunities.
The Future of PALM Program
The Pacific Australia Labour Mobility program was established in 2018 via a bilateral agreement between Fiji and Australia under the “Vuvale Agreement”. To date, Fiji has been able to send over 10,000 workers and the program has generated approximately FJD $300 million in remittances to the local economy. It has provided employment and financial support to families to improve livelihoods across Fiji. Whilst it presents positive economic opportunities it also has its social challenges. However, the program must be strengthened so it can be economically sustainable and value-adding to Australia and Fiji and all stakeholders including workers.
There must be genuine engagement and commitment in good faith by all and more research and development explored to identify targeted areas for improvements. The PALM program must address its Governance model. There must be a two-tier approach due to the nature of the program. Tier 1 should be between the signatory governments (GoA & GoF) where matters of policy concerns are discussed and addressed, and Tier 2 should be between LSUs and PLF/Managing Contractor to ensure that the Ministry priorities in supporting PALM are aligned. The PALM priorities of the Ministry should reflect national priorities such as economic plans and skills development, which must be supported and complemented by the PLF/Managing Contractor so that the capacities and capabilities are developed, strengthened, and established. More work needs to be done on data collection and sharing - to date we still do not have an update on our contribution to the Australian economy. This is necessary if we are to understand our value in this partnership and also determine the resourcing we can expect to support the PALM scheme.
Concluding Remarks
The Ministry of Employment in Fiji stands at the crossroads of significant global trends - climate change, digitalisation and tripartism. Each presents unique challenges but also unprecedented opportunities. By harnessing the power of digitalisation, the Ministry can equip Fiji’s workforce for the future. By innovating in the face of climate change, it can ensure the resilience of Fiji’s economy and its people. And through tripartism, it can foster a culture of dialogue and cooperation that benefits all stakeholders. These strategic directions are not just responses to challenges, but pathways to achieving the Ministry’s vision of “Empowering Fiji’s Workforce: A Decade of Excellence in Employment and Workplace Relations”. It is a vision that sees Fiji’s workforce not just surviving, but thriving in the face of change, contributing to a prosperous and harmonious Fiji.
Jone Maritino Nemani (Mr.)
Permanent Secretary for Employment Productivity & Industrial Relations. This paper outlines his own vision of the Ministry and how he strategically plans to implement innovative agendas to strengthen the Ministry on behalf of government for a par excellence service delivery.