An Overview
Labor-Management Education on Employment Relations
• The LHP Modules
• Special Topics
Labor-Management Education on Employment Relations
• The LHP Modules
• Special Topics1954 - 1980
Industrial Peace
Act of 1953
The need to educate union leaders
was first felt with the enactment of
IPA, which defined collective
bargaining as a national labor
relations policy. Since then
education and training programs
have expanded.
DOLE Labor-Management Education
on Employment Relations
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
The need to educate union leaders
was first felt with the enactment of
IPA, which defined collective
bargaining as a national labor
relations policy. Since then
education and training programs
have expanded.1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• The enlightenment of workers
concerning their rights and
obligations as union members
and as employees is a declared
State policy. (Art. 211 [d] of the Labor
Code of the Philippines)
• Labor education, initially
confined in organized
establishments, is essentially a
function of the unions. (Art. 241[p]
of the Labor Code of the Philippines)
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• The enlightenment of workers
concerning their rights and
obligations as union members
and as employees is a declared
State policy. (Art. 211 [d] of the Labor
Code of the Philippines)
• Labor education, initially
confined in organized
establishments, is essentially a
function of the unions. (Art. 241[p]
of the Labor Code of the Philippines)1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• The Institute of Labor and
Manpower Studies
(ILMS) was mandated mainly
to render technical and other
forms of assistance to labor
organizations and employer
organizations in the field
of labor education. (Art. 268 of
the Labor Code of the Philippines)
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• The Institute of Labor and
Manpower Studies
(ILMS) was mandated mainly
to render technical and other
forms of assistance to labor
organizations and employer
organizations in the field
of labor education. (Art. 268 of
the Labor Code of the Philippines)1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• The BLR drew up Policy
Instruction No. 31 as
amended by Policy
Instruction No. 35 signed by
the Labor Minister in 1977
and 1978 respectively, stating
the guidelines relative to
union obligation to hold
seminars for their
members.
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• The BLR drew up Policy
Instruction No. 31 as
amended by Policy
Instruction No. 35 signed by
the Labor Minister in 1977
and 1978 respectively, stating
the guidelines relative to
union obligation to hold
seminars for their
members.1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• The Instructions also suggest
the topics, the agencies
that could offer assistance, the
source of funding and the
reporting requirements after
the seminar and every
year.
• Failure to conduct a seminar
means, cancellation of union
registration or expulsion of an
officer whichever is
appropriate.
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• The Instructions also suggest
the topics, the agencies
that could offer assistance, the
source of funding and the
reporting requirements after
the seminar and every
year.
• Failure to conduct a seminar
means, cancellation of union
registration or expulsion of an
officer whichever is
appropriate.1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
The BLR assistance was
extended upon request of
any union affiliated or
independent. Assistance
comes in the form of:
- interceding to get
assistance and support of
management in seminar
- inviting speakers
- giving information
materials
- providing seminar venue
- preparing programs
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
The BLR assistance was
extended upon request of
any union affiliated or
independent. Assistance
comes in the form of:
- interceding to get
assistance and support of
management in seminar
- inviting speakers
- giving information
materials
- providing seminar venue
- preparing programs1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• In 1981, there was a recognition that
unorganized workers need to be
educated by the government, but
due to lack of mandate, labor
education was done through mass
media and various indirect
method.
• The policy then was DOLE cannot
go into direct education for
the unorganized because the
former has no legal mandate and
resources cannot permit it.
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• In 1981, there was a recognition that
unorganized workers need to be
educated by the government, but
due to lack of mandate, labor
education was done through mass
media and various indirect
method.
• The policy then was DOLE cannot
go into direct education for
the unorganized because the
former has no legal mandate and
resources cannot permit it.1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• The mandate for the DOLE to
enlighten and educate employers on
their rights and responsibilities
came later through an amendment by
Republic Act 6715 or the Herrera
Law in 1989.
• The amendment in Article 277 of
the Labor Code directed the DOLE
to educate and enlighten the
workers and employers in
unorganized establishments on
their rights and responsibilities.
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• The mandate for the DOLE to
enlighten and educate employers on
their rights and responsibilities
came later through an amendment by
Republic Act 6715 or the Herrera
Law in 1989.
• The amendment in Article 277 of
the Labor Code directed the DOLE
to educate and enlighten the
workers and employers in
unorganized establishments on
their rights and responsibilities.1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• In 1993-2000, Labor Education
Program was expanded to
include employers/management in
its coverage but with specific focus
on small and medium enterprises.
• LMC, workers’ participation,
productivity improvement, OSH
and advancement of workers’
welfare
• Integration of values, partnership,
productivity, family welfare
dimensions as vital component in
all workers and employers labor
education courses.
1954 - 1980
1981 - 1990
1991 - 2000
2001 - 2006
• In 1993-2000, Labor Education
Program was expanded to
include employers/management in
its coverage but with specific focus
on small and medium enterprises.
• LMC, workers’ participation,
productivity improvement, OSH
and advancement of workers’
welfare
• Integration of values, partnership,
productivity, family welfare
dimensions as vital component in
all workers and employers labor
education courses.1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• In 2005, a review of the Labor
Education Program
framework was started with
the intention of effecting
reforms and making it
responsive to the needs
of the changing world of
work.
1954 - 1980
1981 - 1990
1991 - 2000
• In 2005, a review of the Labor
Education Program
framework was started with
the intention of effecting
reforms and making it
responsive to the needs
of the changing world of
work.
2001 – 2006 June1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• Administrative Order No.64
was issued on 23 February
2006 creating the Inter-Agency
Technical Working Group
composed of BWC, NWPC,
ILS, BWYW, OSHC, NCMB,
ECC, Planning Service and
the BLR as the lead.
1954 - 1980
1981 - 1990
1991 - 2000
• Administrative Order No.64
was issued on 23 February
2006 creating the Inter-Agency
Technical Working Group
composed of BWC, NWPC,
ILS, BWYW, OSHC, NCMB,
ECC, Planning Service and
the BLR as the lead.
2001 – 2006 June1954 - 1980
Industrial Peace
Act of 1953
DOLE Labor-Management Education
on Employment Relations
• A workshop on “Delivering Effective
Labor Education Program” was
conducted on 27-28 March 2006. The
General Observations:
- No standardized modules/ IEC
materials
- Targets not based on existing LMI
- Insufficient Manpower/Financial
Resource
- Discrepancy in the SPRS Reports
- Limited Coverage of Labor
Education
- Need for a Policy to expand
coverage
1954 - 1980
1981 - 1990
1991 - 2000
• A workshop on “Delivering Effective
Labor Education Program” was
conducted on 27-28 March 2006. The
General Observations:
- No standardized modules/ IEC
materials
- Targets not based on existing LMI
- Insufficient Manpower/Financial
Resource
- Discrepancy in the SPRS Reports
- Limited Coverage of Labor
Education
- Need for a Policy to expand
coverage
2001 – 2006 JuneDOLE Labor-Management Education
on Employment Relations
1954 - 1980
Industrial Peace
Act of 1953
• The workshop also redefined the
Labor Education Program.
• The new Labor Education Program
shall provide knowledge on the
rights and responsibilities of
workers and employers, work
ethics, values, skills and other
relevant topics to enable them
and other stakeholders to become
responsible partners in the
attainment of productive, stable and
decent workplaces.
1954 - 1980
1981 - 1990
1991 - 2000
2001 – 2006 June
• The workshop also redefined the
Labor Education Program.
• The new Labor Education Program
shall provide knowledge on the
rights and responsibilities of
workers and employers, work
ethics, values, skills and other
relevant topics to enable them
and other stakeholders to become
responsible partners in the
attainment of productive, stable and
decent workplaces.DOLE Labor-Management Education
on Employment Relations
1954 - 1980
Industrial Peace
Act of 1953
• Secretary Arturo D. Brion, upon
assumption into Office directed the
conduct of a massive Labor-
Management Education and the
formulation of the 3 core modules to
be delivered in one day at firm level.
• Labor Education has been renamed
Labor-Management Education
on Employment Relations. The
intention is to appropriately
describe the program and to
highlight the departure from
its thrust and concepts in the
70s, which was organized labor
focused.
1954 - 1980
1981 - 1990
1991 - 2000
2001 – 2006 July
• Secretary Arturo D. Brion, upon
assumption into Office directed the
conduct of a massive Labor-
Management Education and the
formulation of the 3 core modules to
be delivered in one day at firm level.
• Labor Education has been renamed
Labor-Management Education
on Employment Relations. The
intention is to appropriately
describe the program and to
highlight the departure from
its thrust and concepts in the
70s, which was organized labor
focused.DOLE Labor-Management Education
on Employment Relations
• Secretary Arturo D. Brion also
directed that the existing modules
on Labor-Management Education
shall be classified as Specialized
Topics and prioritized.
• Labor-Management Education on
Employment Relations has two
components – LHP and Specialized
Topics.
1954 - 1980
Industrial Peace
Act of 1953
• Secretary Arturo D. Brion also
directed that the existing modules
on Labor-Management Education
shall be classified as Specialized
Topics and prioritized.
• Labor-Management Education on
Employment Relations has two
components – LHP and Specialized
Topics.
1954 - 1980
1981 - 1990
1991 - 2000
2001 – 2006 July1. The Labor Relations, Human
Relations and Productivity
Modules
• Labor Relations, Human Relations and Productivity (LHP)
Modules are the core modules enrolled as the DOLE’s
commitment to the government’s Competitiveness Plan.
• LHP modules should be delivered as a one-day seminar to
employees, supervisors/employers or mixed employees and
employers/supervisors on a firm to firm basis.
• The core modules will just be a tickler and the measure of the
effectiveness of the lecture and the lecturer shall be the number
of requests for follow-through lectures on the topics. And in the
long run, reduced or no industrial disturbances as parties make
their workplace based joint problem solving mechanism/s
operational. A harmonious workplace translates to industrial
peace, and to increase in productivity.
• Use of videotapes and other media shall be utilized in this
activity.
• Labor Relations, Human Relations and Productivity (LHP)
Modules are the core modules enrolled as the DOLE’s
commitment to the government’s Competitiveness Plan.
• LHP modules should be delivered as a one-day seminar to
employees, supervisors/employers or mixed employees and
employers/supervisors on a firm to firm basis.
• The core modules will just be a tickler and the measure of the
effectiveness of the lecture and the lecturer shall be the number
of requests for follow-through lectures on the topics. And in the
long run, reduced or no industrial disturbances as parties make
their workplace based joint problem solving mechanism/s
operational. A harmonious workplace translates to industrial
peace, and to increase in productivity.
• Use of videotapes and other media shall be utilized in this
activity.1. The Labor Relations, Human
Relations and Productivity
Modules
• Labor Relations and Human Relations Modules are to be
delivered for one hour and a half each, or a total of 3
hours, while the remaining 3 hours shall be devoted to the
Productivity Module.
• The targets allocated for each regions has already been
communicated and the Secretary’s overall commitment for
the 4 priority regions is 250 establishments for the
remaining months of the year 2006.
• Strategy in the delivery is through networking and
accreditation of private educators, considering that the
conduct is on a firm to firm basis.
• Labor Relations and Human Relations Modules are to be
delivered for one hour and a half each, or a total of 3
hours, while the remaining 3 hours shall be devoted to the
Productivity Module.
• The targets allocated for each regions has already been
communicated and the Secretary’s overall commitment for
the 4 priority regions is 250 establishments for the
remaining months of the year 2006.
• Strategy in the delivery is through networking and
accreditation of private educators, considering that the
conduct is on a firm to firm basis.2. Specialized Topics
• All labor-management education topics outside the core
modules are grouped under the Specialized Topics.
• While LHP is to be massively delivered in NCR, Regions 3
and 4A, the Specialized Topics shall be delivered by all
regions.
• LMC, grievance machinery and handling are example of
the priority list.
• All labor-management education topics outside the core
modules are grouped under the Specialized Topics.
• While LHP is to be massively delivered in NCR, Regions 3
and 4A, the Specialized Topics shall be delivered by all
regions.
• LMC, grievance machinery and handling are example of
the priority list.Activities to Come
• Trainor’s Training
• Module development of Specialized Topics and Priority
Listing. LMC, grievance machinery and handling are
example of the priority list.
• Purposive conduct of massive labor-management
education.
• Establishment of teams and provincial cells/units.
• Trainor’s Training
• Module development of Specialized Topics and Priority
Listing. LMC, grievance machinery and handling are
example of the priority list.
• Purposive conduct of massive labor-management
education.
• Establishment of teams and provincial cells/units.Overview of the
ProgramOverview of the Program
• 4 days Trainor’s Training on the LHP Modules
• Although, we call this as Trainor’s Training, the
same is not really trainor’s training as we
understand the term. In this activity, resource
persons shall present and discuss the modules in
the first two days and on the third day,
presentation skills and creativity of the
participants shall be tested in the workshops.
• LHP Modules are “work in progress”. This
activity is the 3rd in a series of skills and content
enhancement activities on LHP delivery.
• 4 days Trainor’s Training on the LHP Modules
• Although, we call this as Trainor’s Training, the
same is not really trainor’s training as we
understand the term. In this activity, resource
persons shall present and discuss the modules in
the first two days and on the third day,
presentation skills and creativity of the
participants shall be tested in the workshops.
• LHP Modules are “work in progress”. This
activity is the 3rd in a series of skills and content
enhancement activities on LHP delivery.Overview of the Program
• OBJECTIVES:
At the end of the activity, the participants shall be able to:
1. Understand and gain knowledge on the conduct of the
LHP modules;
2. Identify key learning points given the time constrain,
peculiarities and varied interests of the modules’ target
participants;
3. Innovate in the delivery of the LHP modules given the
time, each region’s unique characteristics, and
peculiarities of the target participants; and
4. Manage time and contents in the conduct of the LHP
seminar.
• OBJECTIVES:
At the end of the activity, the participants shall be able to:
1. Understand and gain knowledge on the conduct of the
LHP modules;
2. Identify key learning points given the time constrain,
peculiarities and varied interests of the modules’ target
participants;
3. Innovate in the delivery of the LHP modules given the
time, each region’s unique characteristics, and
peculiarities of the target participants; and
4. Manage time and contents in the conduct of the LHP
seminar.Overview of the Program
UP AHEAD:
12 Dec. 1-4 pm = The Labor Relations Module.
• The core LR module lays down basic concepts and
emphasizes Workplace Cooperation and Workplace
Dispute Prevention and Settlement as an LR approach
opposed to the traditional disciplining and termination
processes, or the SOFT APPROACH.
• The intention is to veer away from the conflictual LR
approaches on employer-employee disagreements.
UP AHEAD:
12 Dec. 1-4 pm = The Labor Relations Module.
• The core LR module lays down basic concepts and
emphasizes Workplace Cooperation and Workplace
Dispute Prevention and Settlement as an LR approach
opposed to the traditional disciplining and termination
processes, or the SOFT APPROACH.
• The intention is to veer away from the conflictual LR
approaches on employer-employee disagreements.Overview of the Program
• Objectives:
At the end of the session in Labor Relations, the
participants must be able to:
1. Identify key learning points;
2. Evaluate its own take on Labor Relations topics; and
3. Gain fresh insights on topics that has been
traditionally handled by DOLE educators.
• Objectives:
At the end of the session in Labor Relations, the
participants must be able to:
1. Identify key learning points;
2. Evaluate its own take on Labor Relations topics; and
3. Gain fresh insights on topics that has been
traditionally handled by DOLE educators.Overview of the Program
UP AHEAD:
13 Dec. 8.45-12.00 am = Asst. Regional Director Ma. Celeste M.
Valderrama of DOLE-NCR shall present the Human
Relations Module.
• The Human Relations Module is a new component of the
DOLE Labor-Management Education Package for Labor
Relations.
UP AHEAD:
13 Dec. 8.45-12.00 am = Asst. Regional Director Ma. Celeste M.
Valderrama of DOLE-NCR shall present the Human
Relations Module.
• The Human Relations Module is a new component of the
DOLE Labor-Management Education Package for Labor
Relations.Overview of the Program
• Objectives:
At the end of the session in Human Relations, the
participants must be able to:
1. Identify the important elements of human relations in
the workplace;
2. Identify practical steps in meeting workers’ needs;
and
3. Identify practical ways in sustaining effective
organizational communication.
As trainers, the participants must be able to:
1. Identify key learning points; and
2. Gain insights on the conduct of the HR module.
• Objectives:
At the end of the session in Human Relations, the
participants must be able to:
1. Identify the important elements of human relations in
the workplace;
2. Identify practical steps in meeting workers’ needs;
and
3. Identify practical ways in sustaining effective
organizational communication.
As trainers, the participants must be able to:
1. Identify key learning points; and
2. Gain insights on the conduct of the HR module.Overview of the Program
UP AHEAD:
13 Dec. 1.00-4.00 pm = NCR RTWPB OIC-Board Secretary Ms.
Aida Andres & Ms. Sylvia Piano of NWPC will present the
Productivity 101 Module.
• Productivity 101 is a new component of the DOLE Labor-
Management Education Package for Labor Relations.
• Objectives:
At the end of the session, the participants as trainers must be
able to:
1. Have greater understanding/appreciation of the
importance and concept of productivity;
2. Identify key learning points; and
3. Acquire knowledge to conduct the Productivity 101
Learning Module.
UP AHEAD:
13 Dec. 1.00-4.00 pm = NCR RTWPB OIC-Board Secretary Ms.
Aida Andres & Ms. Sylvia Piano of NWPC will present the
Productivity 101 Module.
• Productivity 101 is a new component of the DOLE Labor-
Management Education Package for Labor Relations.
• Objectives:
At the end of the session, the participants as trainers must be
able to:
1. Have greater understanding/appreciation of the
importance and concept of productivity;
2. Identify key learning points; and
3. Acquire knowledge to conduct the Productivity 101
Learning Module.Overview of the Program
UP AHEAD:
14 Dec. 9.00-12.00 am = Simultaneous Workshop Presentations
1.00 –4.30 pm = Video Presentation/Plenary Critiquing
4.00 – pm = Intro. On Facilitation & Teamwork Skills
15 Dec. 9.00-12.00 am = Discussion on Facilitation
1.00-4.00 pm = Discussion on Teamwork
4.00-5.00 pm = Closing Ceremonies
UP AHEAD:
14 Dec. 9.00-12.00 am = Simultaneous Workshop Presentations
1.00 –4.30 pm = Video Presentation/Plenary Critiquing
4.00 – pm = Intro. On Facilitation & Teamwork Skills
15 Dec. 9.00-12.00 am = Discussion on Facilitation
1.00-4.00 pm = Discussion on Teamwork
4.00-5.00 pm = Closing CeremoniesTasks Ahead
Participants shall form as the core group in the
region’s LHP team and shall:
1. Create the regional team at the TSSD level
who shall conduct trainor’s training for
regional implementers;
2. Create cells/units at the provincial or district
levels;
3. Be responsible for the regional targets (both
setting and accomplishments);
4. Act as the focal persons on LHP; and
5. Conduct LHP seminars at firm level
Participants shall form as the core group in the
region’s LHP team and shall:
1. Create the regional team at the TSSD level
who shall conduct trainor’s training for
regional implementers;
2. Create cells/units at the provincial or district
levels;
3. Be responsible for the regional targets (both
setting and accomplishments);
4. Act as the focal persons on LHP; and
5. Conduct LHP seminars at firm levelREMINDER: THE CHALLENGE
Five-member teams in each regions shall be created to
conduct/deliver the LHP Modules (3 modules).
THE CHALLENGE:
• Conduct/deliver the LHP modules within an 8-hour
timeframe without sacrificing key learning points.
• Measure of effectiveness is no or declining strike
incidence in your area of responsibility.
Five-member teams in each regions shall be created to
conduct/deliver the LHP Modules (3 modules).
THE CHALLENGE:
• Conduct/deliver the LHP modules within an 8-hour
timeframe without sacrificing key learning points.
• Measure of effectiveness is no or declining strike
incidence in your area of responsibility.End of Presentation
SALAMAT PO!!INTRODUCTION
of the MODULESThe Challenge
The Philippine Competitiveness Scored Card
Ranked 49th of 61 countries in the 2006
World Competitiveness Yearbook by the
Institute for Management Development
Ranked 49th of 61 countries in the 2006
World Competitiveness Yearbook by the
Institute for Management DevelopmentCompetitiveness
What is Competitiveness?
Competitiveness simply means the ability of a
country or a firm to sell more than others who
produce similar goods and services.
Competitiveness is about the ability of
companies to win markets and increase profits
and countries to raise the living standards of
their citizens.
Competitiveness simply means the ability of a
country or a firm to sell more than others who
produce similar goods and services.
Competitiveness is about the ability of
companies to win markets and increase profits
and countries to raise the living standards of
their citizens.Global Challenge
Quality Challenge
Expansion of business
operations: domestic
& international
meeting or exceeding
the expectations and
HOW TO GAIN COMPETITIVE ADVANTAGE
Addressing the Challenge
BUSINESS COMPETITIVENESS
High-Performance
Work System
Challenge
Social Challenge
& international
market
Adoption of new technology,
Improvement of production
process and human resource
capability building
the expectations and
demand of the client
and customers
conformity with
laws
and managing
cultural/ interests
diversityAddressing the Challenge
• The Philippines Competitiveness
Plan
• DOLE contribution: Conduct of
massive Labor-Management
Education that espouse and inculcate
observance of labor laws, harmonizes
work relations and provide tools
for competitiveness
• The Philippines Competitiveness
Plan
• DOLE contribution: Conduct of
massive Labor-Management
Education that espouse and inculcate
observance of labor laws, harmonizes
work relations and provide tools
for competitivenessAddressing the Challenge
Good Labor Relations +
Harmonious Human Relations =
Productivity
SEC. ADB’s FORMULA:
THE SECRETARY’s MAJOR POLICY
THRUST