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Labor Market Assessment of
the Pastoralist Areas in Ethiopia
USAID Pastoralist Areas Resilience Improvement through Market Expansion (PRIME) project
September 2014
Addis Ababa, Ethiopia
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TABLE OF CONTENTS
I. EXECUTIVE SUMMARY…………………………………………………………………..........6
II. BACKGROUND ………………………………………………………………………………….7
2.1 Objectives ………………………………………………………………………………...7
2.2 Context……………………………………………………………………………………8
2.3 Geography ………………………………………………………………………………..8
III. METHODOLOGY ………………………………………………………………………………..9
IV. KEY FINDINGS AND DISCUSSION…………………………………………………………..11
4.1 Business and Employment Landscape in PRIME areas…………………………………11
4.1.1 Economic sectors in the PRIME target areas……………………………….12
4.1.2 Business and Employment Landscape in Afar Zone 3……….…………….12
4.1.3 Business and Employment Landscape in Southern Oromia, Borena and Guji
zones………………………………………………………………………..13
4.1.4 Business and Employment Landscape in the Somali region……………….13
4.2 Legal status of businesses………………………………………………………………..14
4.3 Gender and the labor market……………………………………………………………..15
4.4 Duration of employment…………………………………………………………………15
4.5 Unpaid family members working for businesses………………………………………...16
4.6 Wage rates in the labor market…………………………………………………………..16
4.6.1 Permanent wage workers…………………………………………………...16
4.6.2 Daily laborer wages…………………………………………………………17
4.7 Qualifications of employment……………………………………………………………17
4.7.1 Criteria for hiring…………………………………………………………...17
4.7.2 Skills sought by employers…………………………………………………18
4.8 Challenges faced by TOPs……………………………………………………………….18
4.8.1 Capacity of the labor market in the PRIME target areas……………………19
4.8.2 The labor market in Afar Zone 3……………………………………………19
4.8.3 The labor market in Southern Oromia, Borena and Guji zones…………….20
4.8.4 The labor market in the Somali region……………………………………...20
4.8.5 The labor market and access to finance…………………………………….21
4.8.6 Lack of awareness of labor market opportunities…………………………..22
4.8.7 Impression of TOPs by potential employers is negative in some places…...23
4.8.8 TOPs lack appropriate skills required by the existing job market………….24
4.9 Composition of employees in existing businesses by skill set…………………………..25
4.10 TOP employment trends………………………………………………………………..25
4.11 Opportunities for TOP employment……………………………………………………26
4.11.1 Opportunities for TOP employment in Afar Zone 3……………………….26
4.11.2 Opportunities for TOP employment in Southern Oromia, Borena and Guji
zones………………………………………………………………………..26
4.11.3 Opportunities for TOP employment in the Somali region…………………27
4.12 Training opportunities offered by employees………………………………………….27
4.13 Trends in TOP behavior………………………………………………………….…….28
4.13.1 Trends in TOP behavior in Afar region Zone 3……………………………28
4.13.2 Trends in TOP behavior in Southern Oromia, Borena and Guji zones…….29
4.13.3 Trends in TOP behavior in the Somali region………………………………29
4.14 Employment opportunities for TOPs…………………………………………………...29
V. RECOMMENDATIONS……………………………………………………………….30
VI. BEST PRACTICES & LESSONS LEARNED………………………………………...32
VII. ANNEXES……………………………………………………………………………...33
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LIST OF TABLES AND CHARTS
Tables
Table 1: Pastoral Region and their context …………………………………………………………….8
Table 2: Percentage of businesses by size (based on the number of permanent employees) .…….…11
Table 3: Percentage of businesses legally registered…….…………………………………………….14
Table 4: Percentage of temporary employees in PRIME target areas…………………….…………...16
Table 5: Percentage of most important criteria businesses use to hire employees…………………….18
Table 6: Percentage of the source of finance for businesses that have access to finance ……………..21
Table 7: Percentage of the most important recruitment channels………………………………………22
Table 8: Percentage of the most important perception of TOPs by businesses ……….……………….23
Table 9: Percentage of composition of staff by skill set ……………………………………………….25
Table10: Percentage of types of trainings provided by employers………………….…………………28
Charts
Chart A: Business sectors in Afar Zone 3………………………………………………………………..12
Chart B: Business sectors in Borena and Guji zones……………………………………………………..13
Chart C: Business sectors in the Somali region…………………………………………………………..13
Chart D: Business sectors in Dire Dawa………………………………………………………………….14
Chart E: Percentage of unpaid family workers……………………………………………………………16
Chart F: Challenges faced by employers when hiring…………………………………………………….19
Chart G: Percentage of businesses that have received access to finance………………………………….21
Chart H: Percentage of enterprises that plan to hire in the future…………………………………………30
Annexes
Annex I: Existence of business by type and number of years in three clusters………………………….33
Annex II: Business Survey Tool…………………………………………………………………………36
Annex III: Survey Details ………………………………………………………………………………..37
Annex IV: USAID PRIME Enterprise / Institution Questionnaire………………………………………44
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ACRONYMS
CAHW Community Animal Health Workers
CBE Commercial Bank of Ethiopia
EMD FLA Economic and Market Development Field Level Advisor
EMD TSU Economic and Market Development Technical Support Unit
FGD Focus Group Discussion
FtF Feed the Future
GCC Global Climate Change
IIF Innovation and Investment Fund
IR3 Intermediate Result 3 Improved Alternative Livelihoods
KI Key Informants
KII Key Informant Interview
LKM Learning and Knowledge Management
LMA Labor Market Assessment
MC Mercy Corps
NBE National Bank of Ethiopia
NGO Non-Government Organization
OSC One Stop Centers
PRIME Pastoralist Areas Resilience Improvement through Market Expansion
PVP Private Veterinary Pharmacy
SNNPR Southern Nation and Nationalities People Region
SPSS Statistical Package for Social Science
TOPs Transitioning Out of Pastoralism
TEEMA TOPs Employment and Entrepreneurship Market Assessment
TVET Technical Vocational Education and Training
USAID United States Agency for International Development
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ASSESSMENT TEAM
The LMA was overseen by the PRIME management team, including Karri Goeldner Byrne, Chief of
Party. Key staff that participated in the LMA include:
Netsaalem Bahiru, PRIME IR3 Leader
Mahlet Seifu, PRIME IR3 Deputy
Bethel Tsegaye, PRIME IIF Manager
Ted Volchok, EMD TSU
Tara Noronha, EMD TSU
Maryan S. Ali, PRIME EMD FLA
Abdikadir Jemal, PRIME EMD FLA
Zerihun Yemanebirhan, PRIME EMD FLA
Faysal Farah, PRIME EMD TL
Mourad Hentati, Program Manager- MC Tunisia
Robert Okello, Team leader MC- Uganda
Mohamed Harsi, Project Manager MC- Somalia
Lekan Tobe, Team Leader- MC Nigeria
Andualem Firdawoke, PRIME AISDA staff
Nuru Ahmed, PRIME CARE staff
Dereje Regassa, PRIME SOS Sahel staff
Sara Solomon, PRIME CARE staff
Kumera Gadisa, PRIME LKM Specialist
AISDA, CARE, and SOS Sahel are PRIME’s consortium partners.
Report written by:
Netsaalem Bahiru Gebrie and Lisa Ku
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I. EXECUTIVE SUMMARY
For the thousands of people transitioning out of pastoralism (TOP), either by choice or necessity,
activities under USAID’s Pastoralist Areas Resilience Improvement through Market Expansion project
(PRIME)’s Intermediate Result 3 (IR3) will significantly improve alternative livelihood options through
essential skills transfer including literacy and numeracy, basic employability skills, and entrepreneurship
and technical training. This purpose of this Labor Market Assessment (LMA) is to drive and inform IR3
interventions and partnerships by uncovering existing opportunities, potential opportunities, skills in
demand by the job market, as well as the constraints and challenges that individuals, specifically
individuals (specifically TOPs), face as they look for sustainable economic opportunities and alternative
livelihoods.
The LMA covered all PRIME target areas in the Afar, Oromia, and Somali regions and in Dire Dawa
utilizing three key tools – group discussion interviews with the TOPs, interviews with key stakeholders,
and business surveys. The LMA team also analyzed prior baseline studies and reports to enhance data
analysis.
The LMA found that the overall business landscape in the PRIME target areas remains relatively young.
The majority of businesses are micro or small, with the exception of Dire Dawa. While there is demand
for employees in various sectors, employers are seeking to hire individuals with related work experience
or education. In addition, they are also looking for employees that have customer service skills. Most
employers rely on word of mouth and recommendations from their network. Findings also show that there
is divided opinion among businesses about TOPs. The majority of businesses in Dire Dawa, Afar Zone 3
and Guji perceive TOPs as lacking in education, skill and experience. However, in the Somali region, the
majority of businesses surveyed thought TOPs were committed and hard working.
For the TOP seeking a job, they faces many hurdles – they lack the skillset required by employers, lack
support in transitioning and integrating into peri-urban or urban areas, lack knowledge of job
opportunities, lack of positive perception by employers, and lack access to finance (this is especially true
for female TOPs). TOPs are in need of professional and life skill capacities that help make them more
employable. While there are opportunities for TOPs to work in the livestock trade and production and
crop production sectors, some TOPs are not willing to work in these sectors and there are not enough
opportunities for all TOPs to be absorbed into these sectors.
Access to finance remains a major challenge for both employers and employees. Employers who want to
expand their businesses lack access to the necessary credit or financial product they need, which hinders
their ability to grow and hire additional employees. TOPs, who are entrepreneurial in mindset, also have
barriers to accessing finance. Most of them do not have assets or savings to borrow, do not have the
financial literacy to understand the system, or do not have access to a financial institution or group.
Based on these key findings, PRIME is able to facilitate necessary interventions broken down by target
zones. The LMA team has identified short to medium-term and medium to long-term activities which
include: creating job-matching mechanisms between employers and TOPs; strengthening TVETs and
other training centers; supporting women entrepreneurs and job seekers through various mechanisms;
providing technical and life skill trainings for TOPs; facilitating increased access to finance by supporting
financial institutions in outreach and product development; providing life skill support to help TOPs
integrate; strengthening market linkages; and attracting and leveraging investment. These activities will
not only help strengthen the capacity of TOPs to seek and gain employment, but they will also increase
alternative livelihood options in PRIME target areas.
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II. BACKGROUND
PRIME is a five-year, USAID-funded initiative designed to support resilience among pastoralist
communities in Ethiopia in targeted areas in the Afar, Somali, and Oromia regions, and thus enhance
prospects for long-term development in Ethiopia’s dryland landscape where the pastoralist livelihood
system prevails. Financed through Feed the Future (FTF) and Global Climate Change (GCC) facilities,
the project is designed to be transformative, innovative and achieve scale through market-driven
approaches to livestock production and livelihood diversification that simultaneously support dryland
communities to adapt to the changing climate. The project has five main Intermediate Results (IRs) that
feed into the overall goal of increasing household incomes and enhancing resilience to climate change
through market linkages, with IR3 specifically targeted at improving alternative livelihood options
through essential skills transfer including literacy and numeracy, basic employability skills, and
entrepreneurship and technical trainings.
The LMA seeks to drive and inform IR3 activities by identifying skills in demand in the job market and
potential employment opportunities, as well as the constraints and challenges that individuals, specifically
individuals transitioning out of pastoralism, face as they are looking for sustainable work. Understanding
that PRIME’s livelihoods activities must be relevant to realities on the ground, the project employs a
market-driven approach throughout the duration of the project. This assessment helps to:
identify local opportunities for employment and self-employment and to match those to
PRIME target beneficiaries including people transitioning out of pastoralism (TOPs)
appropriately and accordingly;
promote economic or livelihoods activities, including vocational training and skill building
courses, by determining specific market needs as well as associated employment
opportunities; and
facilitate increased investment in non-livestock sectors to generate increased formal
employment opportunities for trained and motivated individuals.
The findings from this LMA will guide us to develop livelihood activities that will have the greatest
impact on pulling TOPs out of poverty and into sustainable income generating activities. Armed with
skills and knowledge, male, female, young and disabled TOPs will be able to access income opportunities
through sustainable small and microenterprise development by accessing formal and informal financial
services and business support services at the local level.
2.1 OBJECTIVES
The primary objectives of the labor market assessment are as follows:
• Identify the most promising employment and self-employment opportunities for TOP individuals
in three regions – Oromia, Somali, and Afar, and the autonomous city of Dire Dawa. For the
purpose of this assessment we have included the Dire Dawa analyses under the Somali region.
• Identify high potential growth sectors, hiring trends, and forecasts
• Determine specific technical and soft skills required by the labor market
• Analyze the constraints of the current labor market system for TOP individuals, and those related
specifically for females
• Develop livelihoods strategies and recommendations for TOP individuals for the short, medium,
and long-term
• Based on this LMA, identify best practices and systems for iterative market research
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2.2 CONTEXT
PRIME operates in three geographic regions –Oromia, Somali, and Afar including Dire Dawa, a special
administrative zone -- which have vastly different opportunities for sustainable livelihoods. Although
livestock is one sector that is common in all of PRIME’s main areas of operations, the LMA sought to
identify concrete opportunities within other sectors and market systems as alternative livelihoods for
TOPs. We understand that TOPs in the Afar region may face different economic opportunities and
constraints than TOPs in the Somali region and the LMA aims to understand how PRIME project will
differ in each region as it relates to local labor market demand. To get the best analysis and data, this
LMA employed assessors from each geographic region drawing upon their familiarity with the local
language and context.
2.3 GEOGRAPHY
PRIME operates across a wide swath of woredas
in three strategic clusters (Afar, Oromia and
Somali Regions), including Dire Dawa. PRIME
activities target a range of rural, urban and peri-
urban settings that are home to pastoralists,
agro-pastoralists and TOP households or
individuals migrating to towns and cities.
However, despite similarities in terrain and
livelihood options, pastoral Ethiopia is not
monolithic, and has varying levels of
government capacity, private-sector activity and
environmental conditions. The LMA collected
information to understand the differences of
livelihood opportunities in each region.
Table 1: Pastoral Region and their context
Cluster Context
Afar
Possesses an important livestock trade route between Ethiopia and Djibouti for access to the Red Sea. Mobility, necessary due to
the exceedingly high temperatures (up to 48° Celsius), is curtailed by: invasion of Prosopis juliflora, and Parthenium, four large
protected areas (national parks and conservation areas) and the establishment of large commercial farms (especially sugar farms,
irrigated by Awash River). New farms provide employment opportunities but severely inhibit mobility and water access. There are
several GOE Technical and Vocational Education and Training (TVET) centers in Afar, and the Werer Agricultural Research
Center. There are two banks (Commercial Bank of Ethiopia and Lion International Bank), and is one microfinance institution (Afar
MFI). Between Afar and neighboring Somali Issa there is violent and ongoing conflict over access to natural resources.
Oromia/
Southern
Somali
The main livestock export route to Kenya, with a vibrant camel and cattle trade. Closest geographical proximity to terminal
markets (Dubluk, Awassa, Nazareth) where livestock is sold to exporters and processors. A main provider of Boran cattle, prized
on the international market. Three private veterinary pharmacies (PVPs) in Moyale (one run by a community animal health worker
(CAHW) association). Financial service providers are banks, including the Commercial Bank of Ethiopia, Oromia International
Bank, Cooperative Bank of Oromia, and several MFIs, including the Oromia Credit and Savings Share Company. Around the
border areas between the regions, there is frequent conflict due to increased competition for resources, arms proliferation, lack of
sustainable economic opportunities, identity politics and weakening local governance structures.
Northern
Somali
The main corridor for livestock export to Gulf countries is via Somaliland, accounting for the majority of the informal export trade,
which the government has secured as much as possible to discourage informal trade. Poor quality veterinary drugs are imported
from Somaliland and available on the black market in most areas. PVPs sell veterinary drugs (purchased from Addis Ababa).
Financial services available include banks (CBE, Wegagen, Awash and Nib), two microfinance institutions (Somali Microfinance
Share Company and Rays MFI) and Hawalas. There are two GOE TVET centers in Jijiga, and four One Stop Centers, offering
government-funded support to entrepreneurs and job seekers. Conflict results from competition over increasingly scarce natural
resources, heightened by the rise in sedentary agriculture.
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III. METHODOLOGY
The PRIME LMA is built on previous studies undertaken by PRIME including the TOP-focused
Employment and Entrepreneurship Market Assessment (TEEMA). Furthermore, it is supported by several
value chain assessments that were conducted during the start-up phase of the project. The LMA employed
a blend of qualitative and quantitative information to ensure that we analyzed the holistic livelihoods
landscape, which included the perspectives of local employers and job seekers. The LMA survey tools,
focus group discussions, and key informant interviews were conducted in the month of April 2014.
Constraints and Limitations: The PRIME LMA is not a comprehensive labor market study for all of Afar,
Oromia, and Somali regions. The methodology, tools, and sampling are purposively PRIME-focused and
were conducted in the PRIME target areas. For example, some businesses were not selected randomly for
the business survey tool, but chosen ahead of time. Therefore, findings from the assessment should not be
generalized to the regions as a whole, but should be viewed from the PRIME project lens. Furthermore,
the PRIME LMA acknowledges that because the selection of some businesses was targeted, some of the
sampling may be partial.
Labor Market Assessment Tools
The assessment used multiple tools in order to achieve the outlined objectives as described below.
1) Business Survey Tool (quantitative)
This tool captured local businesses’ perceptions of TOPs; determined opportunities for mentorships,
apprenticeships, and job placements; gathered information on self-employment challenges including
constraints to starting a business; identified skills (both soft skills and technical skills) and characteristics
most desired by employers; and identified high potential growth sectors. The business survey is a
versatile tool that captured information from small enterprises, as well as mid-large size firms.
The tool was developed using the International Labor Organization’s School-to-Work Transition survey
as a guide, along with past Mercy Corps and PRIME surveys. It was administered in all three geographic
areas, with testing and refinement during the week of 31 March 2014.
Sampling. This assessment was tailored specifically to PRIME’s needs, hence specific businesses were
selected by PRIME staff to participate in the survey, in addition to the additional businesses that were
selected and surveyed during the assessment. In populated areas where PRIME currently has a strong
presence, businesses were selected from the project’s existing private sector database. The PRIME team
had tentatively planned to administer the survey to 465 businesses, however, only 400 businesses were
surveyed because some of the businesses weren’t available or couldn’t be located. Businesses were
interviewed individually and categorized based on their company size – micro, small, medium, and large
enterprises, as defined in the assessment below.
2) Focus Group Discussion (FGD) Guide (qualitative)
The goal of the FGD was to assess TOPs’ perceptions of their current skills, constraints, and opportunities
for economic engagement. The FGD was used to determine any gaps in perception between TOPs and the
larger labor market, including perceptions of TOPs as employees, TOPs attitudes towards employment,
etc. Understanding how TOPs view their current economic conditions is important to develop strategies
for improving their livelihoods. The FGD tools were developed using questions tested in previous Mercy
Corps’ LMAs. The tools have been adapted to ensure they address PRIME needs, with consideration for
TOPs. The FGD was administered to male and female groups separately to ensure that the environment
was conducive for comfortable discussion and sharing.
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Sampling. A total of 12 FGDs were conducted – one male and one female FGD per geographic area. The
male and female FGDs sampled both youth and adults. The female FGDs were facilitated by female staff
and enumerators.
3) Key Informant Interview Tool (qualitative)
To determine the larger ecosystem and enabling environment for TOP employment and self-employment,
as well as gather rich qualitative data on opportunities for project linkages, the assessment team
developed tailored, supplemental Key Informant Interview Tool (KII) that was administered to 20
targeted stakeholders in each region. These targeted stakeholders included:
Micro and small enterprise (MSEs)
development agencies/bureaus
Technical and vocational education training
(TVETs) centers
Labor and social affairs office
One stop services centers
Micro finance institutions (MFIs)
Chamber of commerce
Crop, livestock and pastoral area
development offices
Cooperative Promotion Bureau
Trade and investment offices
Construction and urban development offices
Municipalities/ city administration
Background Documents: The following documents were reviewed to develop the methodology and in preparation for the PRIME
LMA tools:
Transitioning Out of Pastoralist Employment & Entrepreneurship Market Assessment (TEEMA),
PRIME project, 2013
PRIME Request for Application, 2012
PRIME Baseline Survey Enterprise / Institution Questionnaire, May 2013. This survey was conducted
in all the PRIME target areas except Dire Dawa. Institutions surveyed included 56 micro businesses,
33 small businesses, 25 medium enterprises, and 6 large firms.
Data Handling and Analysis Data entry and data analysis was completed by PRIME IR3 staff with assistance from the Learning and
Knowledge Management (LKM) staff and Economic and Market Development Technical Support Unit
(EMD TSU). SPPS software was used for data analysis.
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IV. KEY FINDINGS AND DISCUSSION
The analysis and findings of the LMA are presented in five sections. The LMA focused on the private
sector labor market, which includes all private sector activities, jointly owned ventures, and state-owned
run enterprises such as factories. It did not explore public sector jobs such as government employment.
The LMA investigated the private sector landscape, employers’ perception regarding TOPs, challenges
faced by TOPs, and different requirements and skills to obtain employment; and analyzed the overall
labor market opportunities and challenges. The report also provides recommendations of activities and
interventions, based on the LMA, to improve the skillset of TOPs, integrate them into the labor market,
and to make them more employable in the peri-urban and urban labor markets.
4.1 Business and Employment Landscape in PRIME target areas
The business and employment landscape is diverse in the PRIME pastoralist areas and includes various
private sector opportunities. Private businesses range from micro to small to medium to large enterprises.
For the PRIME LMA, private businesses are classified into size categories and defined by the below:
Micro enterprises: firms that have 10 employees or less
Small enterprises: firms that have between 11 to 20 employees
Medium enterprises: firms that have between 21 to 50 employees
Large enterprises: firms that have more than 51 employees
For the purposes of being able to analyze the data in smaller subsets, the LMA also split the medium
enterprises into two groups – 21 to 30 employees and 31 to 50 employees.
Table 2 below shows the percentage of permanent employees per business based on our assessment
sampling of the PRIME target areas. Based on the data presented below, it is clear that the majority of
businesses are micro and small enterprises in the PRIME target areas. The only target area that possesses
a majority of large businesses is Dire Dawa (60%). This means that most employment opportunities are
with micro and small enterprises except in Dire Dawa.
Table 2: Percentage of businesses by size (based on the number of paid permanent employees)
Percentage of businesses by size (based on the number of
permanent employees)
Region Zone 0-10
micro
11-20
small
21-30
medium
31-50
medium
>51
large
Dire Dawa Dire Dawa 15 20 5 60
Somali
Fafan 76 12 5 7
Jarar 91 9
Siti 68 19 6.5 6.5
Liben 29 57 7 7
Afar Zone 3 50 12 12 8 18
Oromia Guji 78 17 1 4
Borena 62 28 4 2 4
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4.1.1 Economic sectors in the PRIME target areas
The majority of the businesses in the PRIME target areas fall under the service, manufacturing, and
commercial farm sectors, including crop farming, vegetable planting, tree seedling, vet input supply,
manufacturing, retail/wholesale trade, construction, hotel and restaurant, transportation, and private
employment agency (see annex I). In the Afar Region, the hotel and restaurant service is the leading
economic industry, followed by crop farming, retail trade and manufacturing. In Southern Oromia,
hospitality services, manufacturing/ processing and retail trade are the most important business sectors. In
the Somali region, retail trade, the hotel and restaurant industry, and manufacturing/processing sectors are
the most important and widespread, whereas there is little or no activity in the transportation, education,
and employment agency sectors. Based on these finding, strategic interventions need to be directed to
strengthen the critical labor sectors while simultaneously supporting opportunities in the “untouched”
sectors of vocational education and transportation that can lead to increased job opportunities. It was
encouraging to learn that many new businesses have incubated in the last three years and that out of the
385 businesses contacted in the eight major zones across the three regions nearly 34% of the businesses
have existed for more than three years.
4.1.2 Business and Employment Landscape in the Afar Zone 3
PRIME’s target woredas in the Afar region
include Awash Sebat Killo and Awash Arba.
The LMA team found that the private
business sectors in these areas are extremely
diverse with large concentrations of micro,
small, and medium businesses. There are
very few large businesses with high
employment potential. The predominant
sectors and activities are in the hotel and
restaurant, retail trade, crop farming,
livestock rearing, manufacturing/processing
and construction industries, as seen in Chart
A. In Awash Arba, in particular, the private
sector is not well developed, and some
businesses are mainly income-generating
activities for the owners. In Awash Sebat Killo, the majority of private economic activities are small
businesses that are mostly family-owned and managed. Businesses include retail trade, mini-
supermarkets, grocery shops, grains and spices shops, building construction materials and hardware
shops. In addition, there are a number of restaurants, food shops and hotels/lodges, technical and
engineering workshops such as welding and fabrication workshops, carpentry and furniture production
workshops, and block making factories in Awash.
There are several informal micro businesses operating in Awash, including motor mechanic shops, barber
shops, coffee and tea cafes, Coca-Cola mini-depots, petroleum products marketing stations, and textile
and clothing shops. A few medium to large businesses also exist, such as cotton ginneries, a livestock
exporter, and a marble and ceramic factory.
In the other woredas of Afar Zone 3, the private sector mainly consists of agriculture, such as irrigation
based cotton and sesame production. The workforce in agriculture is primarily from SNNPR and the
southern Wollo areas. There are also small hotel and restaurant businesses that typically serve the local
community. The medium and large businesses in the area are owned by non-Afari people coming from
Chart A: Business sectors in Afar Zone 3
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the highland areas. The private sector often complains of a weak business enabling environment, which is
unattractive and serves as a disincentive for investment in these areas.
4.1.3 Business and Employment Landscape in Southern Oromia, Borena and Guji zones
The private sector in Southern Oromia is
mainly dominated by small and medium
businesses engaged in the service industry,
manufacturing and processing, and retail
trade. There are a few factories and
processing plants such as flour factories.
Most businesses are running traditional
family-owned operations that do not absorb
many employees beyond members of the
same family. When businesses do recruit,
they depend mainly on their network of
family and friends. A major challenge to the
private sector in this area is the weak
linkage between most businesses and
financial institutes. Access to appropriate
financial products is a limiting factor for
business expansion in this region. FGDs
indicated that there were also opportunities in livestock trading and rearing, poultry and crop production.
4.1.5 Business and Employment Landscape in the Somali Region
Jijiga, the capital of provincial administration of
the Somali region, is booming with economic
activity, such as construction of new hotels and
restaurants and commodity and live animal
trading. Awbare and the Fafan zone (where
Jijiga is located) on a whole also have a
growing private sector that includes many
small-scale businesses. Togwajaale, a border
town between Ethiopia and Somalia, is active
with business transactions on either side of the
border. The private sector in the Siti zone,
especially the Ere woreda, mainly comprises of
small businesses that feature consumer and
agricultural goods.
The private business sector in the Jarar zone is mainly characterized by the dominance of small-scale
businesses and low capacities to consume laborers. Degahbur, a major town in the Jarar zone, has better
infrastructure and stronger economic markets because it has strong linkages to other major towns such as
Jijiga and Kebre Dehar. The majority of businesses are petty trades and informal enterprises and mainly
run by either the owners or family members. Livestock trading is the backbone of the local economy.
There are no large-scale businesses that employ or have the potential to employ beyond their existing
laborers. Only a few businesses in the construction sector, livestock trading, and import and export
enterprises in Degahbur have reported that they employ more than 4 individuals.
Chart B: Business sectors in Borena and Guji zones
Chart C: Business sectors in the Somali region
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Women are the largest number of petty traders in the Jarar zone and engaged in almost all sectors
including vegetables, food, cereals, meat and livestock fattening and marketing. However, currently the
livestock markets sales are lower than it has been in the past year. Most businesses have complained
about a downturn in sales.
Dire Dawa. In Dire Dawa, there are many
large businesses and factories in the
manufacturing and processing sectors.
There are also a good number of hospitality
enterprises. The larger firms, who are able
to employ more staff, mostly recruit local
employees that are semi-skilled for the job.
Some of the larger businesses have
recruited TOPs through the kebele
administration via recommendations,
especially in the Malka Jabtu areas.
4.2 Legal status of businesses
The PRIME team understands that employment opportunities often arise from the informal and formal
business sectors (there is also the semi-formal sector). PRIME is focused on the formal business sector as
it seeks facilitative interventions that advance legal businesses and sustainable employment opportunities
for TOPs. According to the national government proclamation of commercial registration and business
licensing, “No person shall engage in any commercial activity unless registered in a commercial register.”
To get a better understanding of the legal status of businesses in some of the PRIME target areas, the
LMA surveyed the firms that it contacted and found that the majority of the businesses contacted for the
LMA are registered by the local government. The Liben zone in the Somali region had the lowest
percentage of businesses registered at 87%, which is still a majority. This sets an established working
ground to support legal businesses in the sectors that are creating jobs and employment opportunities.
% of Businesses Legally Registered
Region Zone Yes
Dire
Dawa Dire Dawa 100
Somali Fafan 99
Jarar 98
Siti 100
Liben 87
Afar Zone 3 98
Oromia Guji 97
Table 3: % of businesses legally registered
Chart D: Business sectors in Dire Dawa
15
Borena 100
4.3 Gender and the labor market
When identifying opportunities and challenges in the labor market, it is critical to examine the differences
that male and female TOPs face. For this very reason, we conducted the FGDs in separate gender groups.
The LMA found that males believed they faced the same challenges as females, while females expressed
additional challenges that they faced such as not having assets, not being able to take “any job” (ie.
construction or any heavy lifting jobs), and having more difficulty assimilating. According to the FGD
and KIIQ, the reason for lower female participation in the labor market is because assets such as livestock
fall under male ownership and males can sell these assets and move to search for employment.
Furthermore, females, particularly TOPs, are at a disadvantage because they lack appropriate skills or
because of cultural barriers that prevent them from getting hired.
From the FGDs, the LMA found that youth and adult TOP females are searching for different types of
jobs when they move to the urban areas. Youth are looking for jobs such as tea making, housekeeping,
retail trade shops etc. in bigger urban centers, while adult females prefer to go to the nearest peri-urban or
urban woreda and engage in firewood/ charcoal activities.
Females and males face the same challenges when looking for access to credit for entrepreneurial
activities. Without collateral and /or savings, it is challenging for financial institutions to want to lend to
them. Presumably, if TOPs are integrated into the society, they could join an informal group or they could
start their own VSLA with some training support.
Both also face the same difficulty in possessing relevant work experience or enough literacy skills to
apply for and attend trainings.
4.4 Duration of employment
For this LMA, PRIME analyzed two types of duration of employment – temporary and permanent.
Temporary employment includes anything that is not secure and permanent and could be for the duration
of a day to several months. Based on the survey results, 48% of the businesses in Afar stated that they had
a maximum of 10 temporary employees, which was the lowest of all the PRIME target areas. Fafan and
Jarar zones in the Somali region had the highest percentages at 91% and 95% respectively, as well as
Borena in Southern Oromia, which had 92% of businesses stating that they only hire a maximum of 10
temporary employees. In Dire Dawa, 63% of the businesses stated that they hired a maximum of 10
temporary employees. On the other hand, in Dire Dawa, 31% of the businesses hire more than 51
temporary employees and in Afar Zone 3, 35% of businesses also hire more than 51 temporary
employees.
Most of the businesses that hire temporary employees are in the service and retail industries. During the
business survey, the LMA found through the FGDs and KIIs that respondents indicated that TOPs are not
willing to take temporary labor work, such as construction, commercial farming, and restaurant service
because TOPs consider such jobs as backbreaking or inferior jobs. This poses a challenge as there are
opportunities for temporary work in some of the PRIME target areas. These temporary positions could
help TOPs gain some experience that they need.
16
Table 4: Percentage of temporary employees in PRIME target areas
Region Zone
% of temporary employees (male and female)
# of temporary individuals
0-10 11-20 21-30 31-50 >51
Dire
Dawa
Dire Dawa 63 6 31
Somali
Fafan 91 7 1 1
Jarar 95 3 3
Siti 87 7 3 3
Liben 50 17 8 8 17
Afar Zone 3 48 7 3 7 35
Oromia
Guji 74 9 2 2 13
Borena 92 4 4
4.5 Unpaid family members working for businesses
Based on the LMA data, it was found that the
majority of businesses do not employ unpaid
family members, contrary to the assumptions
prior to the LMA that pastoralist areas,
specifically small businesses, tend to employ
unpaid family members. Dire Dawa (85%) and
Afar (66%), followed by Southern Oromia and
Somali which both had averages of 61%. Most
businesses that do employ unpaid family
members, have mostly around 1 to 5. The
responses did not catalogue the age of the unpaid
family members and some unpaid family
members could have been children. According to
the market observations and reflections of two
FGDs, the majority of the businesses that do employ family members compensate them.
4.6 Wage rates in the labor market
Wage rate is one of the major determining factors for an employee to be attracted to a certain job, hence
the LMA analyzed the entry-level wage/salary for permanent and temporary workers in the assessment
areas.
4.6.1 Permanent worker wages in ETB
Chart E: % of Unpaid Family Workers
17
According to the LMA findings, the range of salary for a permanent employee (typically in the
manufacturing and processing sectors), varies widely from less than 500ETB to more than 3000ETB per
month. The majority of the businesses in the hospitality and transport sectors pay a minimum entry-level
salary of less than 500ETB per month. On a whole, wholesale trade and construction sectors mainly pay
starting salaries of 1001ETB to 1500ETB. Of all the sectors, the highest paying starting salary is in the
retail sector. Overall the manufacturing / processing and retail trade sectors in the Jarar Zone in Somali
has the highest paying starting salary opportunities at 3001ETB to 5000ETB. The Liben Zone in Somali
had the lowest entry-level salaries – starting at 200ETB per month. This shows that within a region the
salaries can vary greatly. These entry-level salaries are relatively equivalent to salaries in the public sector
for a low-level, semi-skilled proffesional.
Easy opportunities for TOPs such as crop farming (mostly only available in the Siti and Afar Zone 3
zones) and livestock rearing / fattening had starting salaries that were lower and range between 0ETB to
1500 ETB. In livestock trade, the Liben and Fafan zones in the Somali region had the highest starting
salaries, whereas in the Oromia region zones and the other Somali region zones have a lower starting
salary from 0ETB to 1000ETB.
4.6.2 Daily laborer wages in ETB
The result of the LMA depicted that minimum entry-level wages for daily casual work varies from place
to place and by the type of work. In the assessment areas, daily wage rate ranges from less than 30ETB to
200ETB. The majority of businesses in Dire Dawa, Jaran, Siti, Afar Zone 3, Borena and Guji pay a
minimum wage of less than 30ETB for entry-level employees, while some businesses pay a wage rate of
31ETB to 60ETB in these same areas. In the Jarar, Fafan and Liben Zones of the Somali regions there are
a significant number of businesses that pay up to 200 ETB per day for casual laborers.
The livestock trade sector in the Fafan zone pays the highest for daily laborers from 121ETB to 201 ETB.
Wholesale trade and construction across all the regions pay higher salaries, especially in the Fafan zone
ranging from 91ETB to 121ETB for daily work. Crop farming, vegetable / fruit/ tree nursery,
manufacturing / processing, and the hospitality businesses pay the least for daily laborers at less than
31ETB a day. Only businesses in the Siti zone said that they paid daily laborers for livestock rearing and
fattening at around 121ETB to 201 ETB per day.
4.7 Qualifications for Employment
In the PRIME target areas, like all other parts of the country, employees must fulfill employment
qualifications. The employers interviewed mentioned that the most important requirements when looking
to hire are related skill sets, prior working experience, basic business skills, and a positive attitude.
Through the quantitative business survey, FGDs and KIIs, the LMA captured information to explain what
criteria and skills employers in the PRIME areas are looking for in hiring employees
4.7.1 Criteria for hiring
To determine the most critical factors for employment, the LMA asked businesses across the PRIME
target regions to rate what they considered most important when hiring – years of experience, level of
education, sex, language, personal connections or references or personal skills and good behavior.
According to the findings, the most important hiring criteria across all PRIME target areas is the years of
relevant work experience. Among the interviewed businesses from all zones of the Somali region, 60% to
98% replied that years of related work experience is the most important. Similarly in Afar Zone 3,
18
Borena, and Guji, 70% to 81% of employers said that the most important criteria they consider during
hiring is years of work related experience. While businesses do place some emphasis on personal
connections or references and the level of education, they were rated secondary to years of related work
experience.
Table 5: Percentage of most important criteria businesses use to hire employees
Region
Zone Most important criteria used by businesses to hire
Years of
related work
experience
Level of
education
Sex Language Personal
connections
or reference
Personal
skills and
good
behavior
Dire
Dawa
Dire
Dawa
53 42 5
Somali
Fafan 66 7 2 1 16 8
Jarar 98 2
Siti 63.3 3.3 3.3 30
Liben 60 13 20 7
Afar Zone 3 70 13 17
Oromia Guji 76 6 3 8 7
Borena 81 4 15
4.7.2 Skills sought by employers
Professional skills. The LMA asked employers what skills they valued the most. Results depicted that
customer service is the most important skill demanded by employers followed by accounting and
management skills. The LMA team believes that the main reason for the high demand in customer service
skills is the growing hospitality sector in these areas, including hotels, restaurants, and retail and
wholesale trade. This is particularly true for the areas in the Somali region. After customer service,
accounting, and management skills, businesses responded that they were looking for employees with
skills in engineering, marketing and sales, construction, and carpentry.
Personal skills. Apart from the technical and practical skills, employers are also looking for employees
with life skills. Among the interviewed businesses from the Somali regions, the most important life skills
employers seek are self-confidence and teamwork. Employers from Afar Zone 3 and Borena, and Guji
consider communication, teamwork and motivation as the most important life skills.
4.8 Challenges Faced by TOPs
TOPs face many challenges as they seek alternative employment opportunities. Based on the LMA, the
PRIME team identified the following barriers:
Capacity of the labor market in PRIME target areas to absorb new employees is low due to a
variety of factors including business constraints faced by the employers
Lack of awareness about employment opportunities by the TOPs
Perception of TOPs by potential employers is negative in some areas
19
TOPs lack appropriate skills required by the existing job market
These challenges and opportunities for PRIME interventions to overcome these constraints are expanded
upon below.
4.8.1 The Capacity of the Labor Market in PRIME target areas
The overall capacity of the labor market in PRIME target areas to absorb job seekers is challenging for
TOPs. There are limited opportunities that match skill sets; and potential business employers face
constraints themselves such as access to finance for scale or expansion. Based on the findings, the chart
below shows that the three most important challenges businesses face are: lack of appropriate skills, high
salary expectations by job seekers, and finding the required number of work force (presumably with the
appropriate skills).
4.8.2 The labor market in Afar Zone 3
In Awash and Awash Arba, employers are currently unable to absorb high numbers of employees
including TOPs. The private sector is mainly comprised of micro to small businesses and needs financial
and business development support in order to expand, scale, and flourish. In Awash, the labor market is
largely defined by the informal business sector, which is rapidly growing. These businesses are mostly
family owned and managed. The capacity of the labor force in Awash to engage medium to highly
technically skilled individuals is noticeably low at present. Furthermore, the LMA found that the labor
force in Awash has an aversion to the routine paid employment of an eight-hour day job, and required
employees to be at their post for undetermined periods.
Opportunities in the labor market mostly lie with larger
businesses such as the following in Awash: one exporting
livestock farm, two cotton ginneries, two marble factories, a
dairy processing plant which is expanding, and several
multinational construction companies that are building bridges
and railroads and one that is drilling for water.
Chart F: Challenges faced by employers
when hiring
TOP workforce in Afar Zone 3
“The majority of the TOP males are engaged in daily labor work, weeding, loading/ unloading, and
guard work.”
-FGD, male youth
20
There is potential for medium businesses to expand and absorb TOP employees, however, these
businesses, similar to micro and small companies, need increased access to finance and support for
business development activities. When companies were asked about their constraints, many mentioned
access to finance. Without financial loans or credit for expansion and scale and good financial
management, businesses of all sizes will be stunted, hence affecting the labor market.
Through the LMA, PRIME concluded that stronger market linkages could be created and enhanced
among the various actors of the value chains, which would have a direct positive impact on the labor
market. For instance, linking the end market such as hotels and restaurants to livestock traders could
create a consistent market for livestock farmers and traders. There are also opportunities for some
businesses to consider micro franchising, which would create more opportunities for the labor market.
Furthermore, there is also potential for livestock traders to start entrepreneurial activities and link to large
livestock traders.
In Afar Zone 3, the labor market offers few opportunities for TOPs or other employees to be trained.
However, some medium and larger businesses have demonstrated that they can and are willing to train
employees including TOPs at their site.
4.8.3 The labor market in Southern Oromia, Borena and Guji zones
The labor market in Southern Oromia is sparser than the other regions. Opportunities are found mostly on
the big irrigation farms such as the one in Fiko PA of Dollo woreda, which is a major employer of TOP
youth. The LMA found that irrigation farms are absorbing many of the TOP labor force in the PRIME
target areas in Oromia. There are some opportunities in the manufacturing / processing, hospitality, and
construction sectors. However, data also shows that the region lacks institutions and businesses that are
willing to train TOPs for employment.
4.8.4 The labor market in the Somali region
The Somali region is flourishing with economic activities, which has created many employment and
entrepreneurship opportunities for people including TOPs. The regional government is committed to
establishing and promoting saving and credit cooperatives and microfinance institutions (MFI) such as
Somali MFI to help individuals, groups, and businesses access finance. In addition, they are supporting
many development projects. These activities, with the support of the government, are contributing to
sustainable livelihood opportunities and individual purchasing power. In zones where businesses are
small, such as Siti, businesses have said that they don’t require much labor.
In the Somali region, TOPs were only aware of a few technical and management schools offering the
needed employment skills they are seeking. These schools included the Jijiga Polytechnic (or TVET
center as many people were calling it), the Management Institute and the Healthy Science College. It is
difficult for TOPs to get enrolled in these schools as they are only required to complete 8th grade and
admission requires a minimum of a 10th grade certification for most courses. However, TOPs are able to
receive 2 to 3 months skill course training at the TVETs, which requires sponsorship or support by the
government or NGOs to partially cover the costs.
Dire Dawa. The large businesses, which are mainly hotels and manufacturing companies, in Dire Dawa
employ between 100 to 300 employees. However, many of these large companies said that finding
workforce with the appropriate skills for their companies was a challenge.
21
4.8.5 The labor market and access to finance
Access to finance was mentioned as a
major hindrance to business growth by the
employers. LMA analysis revealed that
very little businesses have received access to
finance since they have established their
businesses. The reasons for the low access to
finance are the lack of appropriate financial
products or the absence of financial
institutions in the area. In Dire Dawa, the
number of businesses that have accessed
finance is higher (41%) compared to the other
areas. In all other PRIME target areas, less
than a quarter have received access to finance.
The Jarar zone businesses have had zero access to finance. This implies that there is either more reach of
financial service providers in Dire Dawa or that businesses are receiving access to finance because they
are medium or larger in size.
A subsequent question about the sources of finance for businesses was asked to those who said they have
accessed credit or loans. The table depicts where those who said they had access to finance received loans
or other kinds of access to finance. As seen from the table, access to finance mainly appears to be from
commercial banks or the government banks (CBE and DBE). In the Somali region, it appears that
businesses in the Siti zone are mainly receiving access to finance from MFIs. The remaining insignificant
numbers of business have reported that they have accessed finance from different public, private and
development banks, IMX, and NGOs. The result indicates that much needs to be done to improve
financial access for businesses. Without business growth, the labor market will remain stagnant.
NGOs
Awash
Bank CBE DBE
Cooperative
Bank of
Oromia
Multiple
banks MFI Other
Dire
Dawa
Dire
Dawa
5 5
15 5
Somali Fafan 4
1 1
4
Jarar
Siti 3
10
Liben
7
Afar Afar 3
4
2
Oromia Guji
1
1 1 2
Borena
4
2
8
Table 6: Percentage of the source of finance for businesses who have access to finance
Chart G: % of businesses that have received access to
finance
22
According to the PRIME Baseline Survey Enterprise / Institution Questionnaire, even if enterprises
receive money, it is still not enough for their needs. Out of the 29% of businesses that have received some
kind of loan or credit, an average of 88.4% of those enterprises have said it does not meet their needs.
Furthermore, in some of the FGD, TOPs mentioned that they cannot receive loans because they lack
assets. TOPs who are entrepreneurial in mindset and who resort to wanting to start their own businesses
as there are no preconditions for training and education by an employer, are unable to receive credit
assistance from financial institutions. In Guji (Southern Oromia), for instance, TOP females mentioned
that the MFI told them they had to save 20% of the loan before they could receive credit.
4.8.6 Lack of Awareness of labor market opportunities
The findings of the LMA show that businesses hire employees either on an on-the-need basis or
seasonally. The overwhelming number of businesses interviewed, with the exception of Dire Dawa, found
their employees through personal references and networks. In the Somali region, 64% of employers
outsource labor through their network of families or friends. This channel is also significant in the Afar
and Oromia regions. However, in Afar and Oromia, the second most important means that employers use
to connect with job seekers is through brokers, whereas official advertisement is used in Somali region.
The LMA also found that when employers seek to recruit seasonal employees, employers heavily depend
on a network of family and friends in all PRIME target areas. The conclusion drawn from Table 7 below
implies that it is difficult for TOPs who don’t have any connections to find employment opportunities
because of the presumed limited relationship within the business community, especially the elite
community. Furthermore, when advertisements are printed, it makes it harder for TOPs who are illiterate
to learn about the opportunities.
Table 7: Percentage of the most important recruitment channels
Frequency
of
recruitment
Region
Zone
How do you get candidates/employees for your businesses?
Advertisement
announcements
Brokers Legal
employment
placement
agencies
Networks
via family
and friends
Employee
requests
to
employers
On-need
basis
Dire Dawa Dire Dawa 68.4 - - 31.6 -
Somali Fafan 10.7 7.1 1.2 78.6 2.4
Jarar 4 8.0 - 82 6
Siti 4 12.0 8 76 -
Liben 13.3 6.7 53.3 26.7
Afar Zone 3 9.7 35.5 3.2 48.4 3.2
Oromia Guji 6.1 3 22.7 66.7 1.5
Borena 4 60 8 28
Seasonal
Dire Dawa Dire Dawa 100 - - - -
Somali Fafan - - - 85.7 14.3
Jarar - - - 100 -
Siti 33.3 33.3 33.3 -
Afar Zone 3 46.7 6.7 13.3 33.3 -
Oromia Guji - - 20 40 40
Borena 50 - - 50 -
23
4.8.7 Impression of TOPs by potential employers is negative in some areas
The result of the LMA highlighted in Table 8 shows that there is divided opinion among businesses and
stakeholders about TOPs. There is concern that potential employers in all areas at some level question
TOPs’ motivation to work and perceive TOPs as lazy in mindset. Some employers indicated that they
don’t hire TOPs for casual labor because they feel that TOPs don’t have physical strength and are lazy.
Even though this observation is not generalized (some employers hiring TOPs believe they are efficient
and committed workers), this attitude combined with the perception that TOPs lack education and skills
makes it even more difficult for TOPs to obtain employment and also makes them uncompetitive
compared to other potential job seekers.
The data shows that while most of the Somali region zones have positive impressions of TOPs and
consider TOPs loyal and hard working, in addition to big construction companies in Awash who believe
that TOPs are honest, clever and teachable, the majority of businesses in Dire Dawa, Afar Zone 3, and
Guji perceive TOPs as lacking in education, skill and experience. In the Liben and Borena zones, almost
half of the businesses consider TOPs lazy and believe that TOPs don’t have any desire to work. In the
Afar region, among the key informants interviewed, some of the government agencies have had the most
negative responses towards the TOPs. Some responses included that they do not believe that TOPs exist.
In Southern Oromia, some respondents said that they believe TOPs are employable if they acquire the
necessary skills for business demands.
The divided perception about TOPs from zone to zone in the targeted regions can be attributed to the level
of integration of TOPs into the urban and peri-urban societies as the transition from their pastoralist
livelihoods. TOPs may have inadequate skills and a lack of education to work in most of the urban or
peri-urban business environments, because education is limited in most of the pastoral areas and pastoral
skills are different. PRIME believes that there are opportunities to help change the weak and negative
perceptions of TOPs through capacity development and appropriate skill trainings for the market labor as
identified in the target areas.
Table 8: Percentage of the most important perception of TOPs by Businesses
Region Zone Most important perception of TOPs by Businesses
Lack of
education,
skills and
experience
Committed
and hard
working
Good
for
blue
collar
jobs
Loyal
and
trustful
Difficult to
communicate
with
Lazy and
don’t want
to work
Dire
Dawa Dire Dawa 32 26 5 11 5 21
Somali
Fafan 26 26 13 8 19 8
Jarar 90 2 0 0 6 2
Siti 15 41 4 26 3 11
Liben 53 14 0 20 13 0
Afar Afar 3 33 24 6 2 10 25
Oromia
Guji 34 24 0 5 15 22
Borena 54 0 2 0 29 15
24
4.8.8 TOPs lack appropriate skills required by the existing job market
One of the major barriers for TOPs as a competitive and employable workforce is their lack of technical
and vocational skills, education, and their lack of life skills such as language including illiteracy,
communication, self-confidence, and motivation. Even micro and small businesses responded that they
would prioritize an experienced and skilled worker over an unskilled worker even if the job does not
require specific skills and experience.
While technical and vocational skills can be obtained over
time, there are limited opportunities for TOPs. There is
inadequate capacity of institutions that provide skills
training for TOPs. In the Jarar zone, there are no skill
training centers available. While some medium and large
businesses provide on-site training, TOPs don’t have access
to it unless they obtain employment with these firms first,
hence causing a complex cyclical issue. For instance, in the
Somali region, where the communities outside the urban
areas are mostly pastoralists, there has been a large influx of
TOPs from the rural areas in search of better livelihood
opportunities. Youth and adults face challenges because they
lack basic education that urban employers require, but cannot receive training without first getting
employed. They are forced into daily labor jobs such as loading, offloading, guarding, etc. or with
livestock keeping centers (skills that they possess, but similar to what they were doing before).
TOPs also encounter many struggles adapting to the new urban lifestyle when they move to peri-urban
and urban areas. Most of the participants in the FGDs confirmed that they encountered difficulties in the
first few days of arriving to the new towns. There is not an area where all the TOPs reside together that
could allow for a network to share experiences. They are unaware of social and business interactions.
TOPs are uncomfortable interacting with urban dwellers and do not have the confidence to ask for jobs
and / or to look for information. They usually encounter resistance from existing workers. Some FGD
participants also mentioned that when TOPs have limited kinship relationships with someone from the
town or someone to help them, they usually cannot survive and sometimes resort to begging. As a result
of the new changes and the unpreparedness for life in peri-urban or urban areas, TOPs are not well
prepared and their confidence in themselves begins to drop. Some fortunate TOPs are able to connect
with someone in their network or with their relatives and are then connected to employers or employment
opportunities.
Females from the FGDs mentioned that their main challenge was also their lack of skills in the areas that
were sought after by employers. Even jobs such as housemaids and caretakers require skills in cooking
and laundry. They also mentioned that it was difficult to overcome the negative perception of urban
dwellers. One female mentioned that as a young lady it was particularly more difficult to move into a
town without relatives because you would have to find a place to stay, find someone to debrief you about
town issues including security, and find a broker to learn about employment opportunities. The female
FGDs also stated that access to finance to start a small business was hard because of the initial savings
requirements to access loans.
Lastly, TOPs with entrepreneurial visions face constraints to accessing capital for start-ups due to the lack
of financial awareness, lack of collateral or financial history. They also have trouble maintaining their
businesses that they do establish because of their lack of knowledge of the market and entrepreneurship
skills needed to manage the business. TOPs usually suffer from a lack of documentation because of
TOP Experience “People did not like to sit with, talk, and share our views, they insulted us and called us bad names. As a result, we “TOPs” lose confidence and also get offended.” -FGD
25
literacy and numeracy problems; they cannot tap market information and analyze for market
opportunities.
The lack of both technical and life skills makes it difficult for TOPs to enter into the formal employment
market, but the lack of the latter also creates barriers for TOPs to not only integrate into the labor market,
but also into the local community.
4.9 Composition of employees in existing businesses by skill set
The composition of employees in the assessed businesses stands at 15% skilled, 31% unskilled and 54%
semi-skilled. As it is clearly seen from the low proportion of the skilled employees and based on the
findings of the required skills mentioned above, it will be indispensable to facilitate different skill
development and scholarship programs in collaboration with TVETs for the unskilled employees in order
to increase employability and employment opportunities.
Table 9: Percentage of composition of staff by skill set Region Zone How would you classify the majority of workers in your
business?
Skilled (gained
from university or
vocational training
Semi-
skilled
(gained
from
short term
training
or
vocational
training
Unskilled
Dire Dawa Dire Dawa 42 47 11
Somali
Fafan 20 50 30
Jarar 22 30 48
Siti 4 44 52
Liben 13 33 54
Afar Zone 3 8 39 53
Oromia
Guji 14 72 14
Borena 2 88 10
4.10 TOP Employment Trends
The LMA analyzed how TOPs seek employment to ensure that there are not other missed challenges and
opportunities. Almost half of the surveyed businesses said that TOPs have applied for jobs at their
companies. However, 49% of businesses interviewed reported that TOPs have never applied for work in
their business. In addition, data shows that some TOPs have turned down jobs or not applied for jobs
because they don’t like the opportunity, there are cultural barriers, they are shy or think they can do better
than the job offered. Some TOPs dislike performing activities such as waiting on tables in restaurants,
blacksmithing, shoe repairing / shining, toilet digging, butchery (for men only), construction, street
sweeping and solid waste collecting. For instance, a restaurant owner in the Aware town said she could
not get a potential female employee to serve as waitress in her small restaurant.
26
From this data, there are several assumptions that can be drawn and that need be further investigated –
either TOPs lack awareness of the job opportunities that are available, TOPs lack confidence (as
substantiated from the FGDs) or think there is a cultural barrier, have little interest in the available jobs,
or think the wage rate is too low.
4.11 Opportunities for TOP employment
4.11.1 Opportunities for TOP employment in Afar Zone 3
The biggest existing opportunities for TOPs in the Afar Zone 3 are in commercial farming and farming
ventures in areas such as livestock, since TOPs possess a wealth of knowledge and experience in
livestock and farming. They are competitive and of value-add to these employers. TOPs can seek
employment opportunities on these farms. The expansion of commercial agriculture farms such as
sugarcane, cotton and sesame farms have the potential to absorb more labor force in the area.
Another opportunity for TOPs is to seek work at the big construction companies, where they don’t require
technically skilled employees. Currently, there is a Japanese company that is reconstructing the Awash
Bridge. There is an opportunity there for PRIME to help explore this construction firm’s needs and to
develop training activities that allow TOPs to be employed.
Self-employment appears to be a promising opportunity for TOPs, as they are more inclined to work for
themselves. As mentioned above, TOPs have valuable livestock and farming skills and they could
develop market linkages to large farms and commercial agricultural enterprises with livestock, animal
fattening, vegetable production, and urban agriculture needs.
Awash is a rapidly growing town that is attracting many new investors, which could have great
implications for potential economic opportunities and income generating activities. There is a
preponderance of informal businesses, which if properly harnessed could also hold an important window
for TOP employment as a paid worker or as a self-employed entrepreneur.
4.11.2 Opportunities for TOP Employment in Southern Oromia, Borena and Guji zones
In Borena and Guji, according to the KIIs there is an array of employment opportunities, especially in the
livestock (fattening, poultry) and crop sectors for the TOPs. In these areas, the community has become
more familiar and comfortable with the pastoral culture including their attitudes and their agro-ecology
and pastoralist norms. Unlike other workforces from other areas who are seeking job opportunities,
businesses may give TOPs priority for employment due to strong ethnic and clan relationships. However,
the FGDs revealed that not TOPs are aware of the opportunities or believe that employers have a
somewhat positive impression of them. Female TOPs responded that they believed that they had a harder
time assimilating and finding opportunities, yet responses from KIIs seem to indicate that they believe
females have the same opportunities and challenges faced by males. Females might have more
opportunities because they can serve as housemaids.
There are also large construction companies that have been contracted to build the highway from Moyale
to Addis, which is a great opportunity for the market to absorb additional workforce. Furthermore,
emerging sectors such as hospitality, manufacturing, and irrigation in Borena and Guji, could lead to more
jobs. Responses indicated the government has been trying to create jobs for TOPs such as cobble-stoning,
mining, and road construction. Furthermore, a few KIIs indicated that job training for artisan jobs
(woodwork, etc.) could be an opportunity for TOP job creation.
27
4.11.3 Opportunities for TOP Employment in the Somali region
In almost all the business survey interviews and KIIs conducted in the Somali region, people said they
had positive impressions of TOPs and characterized them as being hard working, committed, trustworthy,
able, and loyal. While TOPs may lack technical and business skills required for the job they are still the
biggest manpower available in the Somali region, according to the business survey interviews. This
positive perception of TOPs by employers creates an advantage for TOP job seekers.
In the Somali region, the Fafan zone currently presents the largest workforce opportunity. There are many
expanding large and small businesses including retail and wholesale (dry foods, beverages, clothes, and
utensils), hotel and restaurants, fuel stations, construction and farm material companies, etc. There are
also small-scale manufacturing and processing factories (wheat flour, water processing, foam processing)
that offer opportunities for the labor market. TOPs are mainly filling these current positions and comprise
as the majority of the employees.
There are many construction and building projects establishing in the region that are funded by the
government and the private sector. During the LMA, construction employers said that they hire many
casual TOP employees and move them from one construction project to another. Sometimes these
projects add up to a full year of employment.
In Siti and Dire Dawa, the LMA encountered the following:
Small enterprises started by entrepreneuers such as tea kiosks, restaurants, vegetable marketing
Livestock marketing, which is advantageous to TOPs since they can easily engage in this sector
Livestock trading in major Somali towns also provides opportunities for TOPs seek employment. TOPs
are experts in livestock keeping, carrying, and fattening.
In Degahbur, Gashamo, Aware, K/bayah, there are an array of loading and offloading, mason, brick
laying, transport, and livestock broker associations. TOPs are usually connected to these associations
through kinship or through formal connections via the kebele administrations.
Another advantage for TOPs in the Somali region, is that they have an easier time integrating into the
urban communities. They don’t typically encounter the same difficulties as other TOPs in other regions
because of the clan lineages and kinship relationships
4.12 Training Opportunities offered by Employers
The majority of the businesses –94%-- contacted in the intervention areas have reported that they provide
training following employment. 98% of the businesses reported that they provide on-the-job training or
basic training immediately after employment. 94% of these businesses said that they provide annual
trainings for their employees. Below is the breakdown by region and zone.
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Table 10: Percentage of Types of Trainings provided by Employers
If yes, at which point of time is that
organized?
Region Zone Do you provide any training
opportunities (managerial or
technical) to your
employees?
Yes No
Immediately following employment
Dire Dawa Dire Dawa 100
Somali
Fafan 100
Siti 80 20
Liben 100
Afar Zone 3 100
Oromia
Guji 100
Borena 100
On-the- job training
Dire Dawa Dire Dawa
Zone
100
Somali
Fafan zone 98 2
Jarar Zone 97 3
Siti Zone 100
Liben Zone 67 33
Afar Zone 3 100
Oromia Guji 100
Borena 100
Annually for all staff
Dire Dawa Dire Dawa 100
Somali
Fafan 100
Siti 100
Afar Zone 3 67 33
Oromia
Guji 100
Borena 100
4.13 Trends in TOP behavior
In order to fairly assess the labor market, the PRIME team observed TOP attitudes and behavior towards
alternative livelihood opportunities and willingness to explore various employment opportunities. 4.13.1 Trends in TOP behavior in Afar Zone 3
In the Afar region, we noticed different levels of work motivation between the male and female TOPs.
Male TOPs, who are accustomed to females bringing in income, do not possess a strong level of urgency
in finding a job. This attitude is perpetuated by the communal lifestyle. Male TOPs also perceive
themselves as being “superior” to daily labor jobs such as a farm or construction worker.
29
When collecting data, the LMA team noticed that “sex workers” seem to exist in the region. This
phenomenon needs to be confirmed, but sex workers are prohibited and condemned by the Afari
community. If this is occurring, there is a risk that female TOPs will resort to prostitution. It may also be
a barrier when recruiting female TOPs for other legal jobs that might pay less. We saw contradictory
answers in the FGDs and the surveys and this observation needs closer analysis.
4.13.2 Trends in TOP behavior in Southern Oromia, Borena and Guji zones
In the two zones of Southern Oromia, male TOPs seem to be open to any job opportunity that is available.
They work wherever is possible, even if it is not an opportunity they originally wanted. For instance, they
are willing to fetch water at hotels, drive motorcycles for others, and loading trucks. They prefer to work
in sectors that they are familiar with such as livestock trade, grain trade, poultry production, and intensive
fattening.
Females, on the other hand, seemed to be more selective. They do not prefer working for SMEs. They are
more intent on starting their own businesses such as retail shops. These entrepreneurial opportunities do
not have preconditions attached and do not require employer specific skills.
4.13.3 Trends in TOP behavior in the Somali region
As mentioned in the LMA, even though TOPs lack the technical skills needed for employment, they are
the largest group and hence the biggest manpower available in the region.
The female TOPs interviewed in the Somali region have a very entrepreneurial mindset. They not only
expressed their desire to obtain better jobs and to engage in the labor market, even though they realize
they lack some of the skills required for better employment, but they also have demonstrated self-initiated
economic activities. Some of the young females have started making tea to generate income. They then
reinvest that income into other activities such as buying retail goods and reselling it to generate more
income. In the Jarar zone, many females have actively started their own businesses. From the analysis, it
seems that they are more persistent than males.
The women that manage businesses are mostly engaged in the informal group savings scheme, Hagbad,
which helps them save money for future purchases or expansion of their businesses. The savings group is
supportive and promotes the establishment of shops and restaurants. There have been many success
stories from women TOPs who are active in Hagbad.
4.14 Employment Opportuntities for TOPs
The LMA investigated to find out the availability of jobs in the coming six months from May to October
2014. Among the interviewed businesses, 97% said they had plans to hire staff in the coming six months.
Among the 97% that said they had plans to hire additional staff and 64% said they may consider hiring
TOPs. In major cities like Dire Dawa, Borena and the Fafan zones, 34% of the businesses have said that
they are not ready to hire TOPs to work. This may correlate with the skill set businesses are looking for
and the perception and reality of TOPs lacking some of the required skill sets.
During the PRIME enterprise and institution questionnaire, businesses that participated in the survey were
asked whether they had future plans to hire. In Afar, businesses responded that they only had plans to hire
daily laborers, while in Southern Oromia 52.2% of the businesses surveyed said they are looking to hire
30
permanent workers and 19.6% responded that they were looking to hire daily laborers. In the Somali
target areas, there also seemed to be some future opportunities with 34.7% of the businesses responding
that they were looking to hire permanent workers. From the chart below, it seems like Southern Oromia
and the Somali region have the most job opportunities, however, this was not specific to hiring TOPs.
V. RECOMMENDATIONS
Based on the findings and analysis of the surveys, FDGs, and KIIs, the PRIME team has identified
various interventions and activities that can help build the capacity of enterprises and TOPs that will lead
to additional employment opportunities, make TOPs more competitive in the labor market, and stronger
market linkages for continual economic growth. PRIME’s recommendations are presented below and
broken down by short /medium term and medium /long-term activities.
Short to medium-term
A. Creating job-matching mechanisms. The creation of a systemic job matching mechanism to
connect job seekers to employers is lacking in the pastoralist areas. TOPs are often times unaware
of their choices or opportunities. It is necessary to abridge this gap, which can be done by:
strengthening formal employment placement agencies, using alternative ways such as the radio to
broadcast job announcements, working with one stop centers and other job companies to reach
out to TOPs, and distributing information to TOPs on where employment placement agencies and
one stop centers are located. Under PRIME, the IIF has supported an innovative technology
service called Hellojobs, which registers job seekers through the phone and online and provides
free access to the data for employers. Six call center agents will be established by May 2015 and
the expected impact is to register 30,000 profiles in year 1.
B. Strengthening TVETs and other training centers. To meet the rising demand of trainings on skill
development, activities can focus on building the capacity of TVETs and other training centers to
offer courses at a discounted rate or repayment basis. Having access to technical and life skills
Chart H: % of enterprises that plan to hire in the future
(from the PRIME enterprise / institution questionnaire)
31
will have a great effect in changing the livelihoods of TOPs. Interventions could include
facilitating access to different skill trainings or offering apprenticeships with businesses on a
lower wage rate until TOPs formally matriculate into the job.
C. Support to women entrepreneurs and job seekers. Based on the LMA findings and responses,
specific trainings for women that meet their needs can be developed. Currently, TVETs are
specifically providing scholarships for women TOPs with PRIME’s support. PRIME and other
projects could help support the TVETs and develop curriculum that trains women in
entrepreneurship (financial literacy and franchising). Specific grants can also be set-aside for
women entrepreneurs.
D. Technical and life skill trainings for TOPs. Along the same lines as activities for “integrating
TOPs”, specific workshops or general skills trainings can be offered to TOPs. The skills training
could be held in target towns and be tailored to the opportunities available in the areas. It could
also include basic communication skills and customer service skills. For aspiring entrepreneurs,
there could be basic numeracy and management skills taught. It is imperative to design
interventions that build the capacity of TOPs and make them more employable in terms of
vocational skill, life skill and practical knowledge. TVETs, OSCs, businesses and relevant sector
stakeholders partner to leverage skills development of TOPs.
Medium to long-term
E. Access to finance. The labor market faces many challenges, but one challenge that is hindering its
growth is the inability for many businesses and individual aspiring entrepreneurs to access
finance. Interventions to help businesses and individuals access finance are critical and awareness
about loan opportunities needs to be made available. Banks and MFIs may need support in
developing innovative products and services and requirements that better serve the needs of
businesses and individuals. The majority of the Somali region is Muslim and activities can help
explore Sharia compliant banking needs. PRIME can help TOPs get linked to smaller credit and
savings groups such as VSLAs or RuSaCCOs. In addition, to access to finance, activities should
also include financial literacy and awareness for TOPs. PRIME has been working with several
MFIs to develop more appropriate products and services, such as Somali MFI, Afar MFI, and the
establishment of Rays MFI. PRIME has also supported RuSaCCOs and VSLAs through training
and strengthening of the finance value chain.
F. Integration of TOPs. Integration of TOPs into the peri-urban and urban labor market is
indispensable to change the negative perception about TOPs among the communities, especially
the business community. To help integrate TOPs into the community, networks can be set up so
that TOPs who do not have relatives or clan relationships can reach out to other former TOPs. A
group could be set up in every town that specifically helps TOPs integrate socially into the
community. Forums, job fairs, and trainings could help TOPs learn more about what is expected
for certain employment and what they can do to try to acquire skill sets. Furthermore, basic
literacy training for TOPs that are illiterate could also be offered by TVET centers.
G. Creation and strengthening of market linkages. There are many opportunities, especially in the
Afar region, for TOPs to sustain consistent livestock and farming livelihoods by linking directly
to larger enterprises that need their supply. Sharing opportunities with TOPs and commercial
farms and linking them together could be beneficial to both parties and create stronger economic
ties in the region. In addition, it is also important to support enterprises that are employing TOPs
32
and other staff in linking to markets. Many of the larger enterprises interviewed responded that
they lack the market to grow. One activity to consider is the hosting of a market trade fair.
H. Attracting and leveraging investment. The majority of businesses in pastoralist areas are micro
and small businesses. Therefore, attracting and leveraging investment in pastoralist areas is a key
breakthrough to create jobs for TOPs. PRIME’s Innovation Investment Fund is currently offering
matching grants for businesses working in the PRIME target areas and leveraging funds for
investors interested in investing in the target areas. IIF also supports businesses with technical
assistance and service contracts. The IIF’s small grants (less than $10,000 per business) are
targeted at stimulating growth potential and opportunities.
I. Exploring workspace issues for enterprises. Based on the findings of the enterprise and institution
survey, the enterprises interviewed mentioned that a lack of working space / housing problem is a
barrier to expansion and scale. Shared workspace options among enterprises could be explored or
procedures of how to obtain additional workspace from the government could be gathered as a
guide for these businesses. Some of the workspace issues could be tied to access to finance and
not having the funds to expand. It is hard for enterprises to employ more employees if they don’t
have the physical capacity to properly maintain a working area for them.
VI. BEST PRACTICES & LESSONS LEARNED
The PRIME LMA team collected best practices based on lessons learned, successes, and challenges in
conducting the LMA. Since PRIME will continue to conduct assessments throughout the life of the
project, the team documented these best practices and lessons learned and will be releasing an assessment
guide. Brief highlights are presented below.
Before the LMA, key Mercy Corps regional team members from Somalia, Nigeria, Uganda and
Tunisia on the LMA team participated in the two-day training on how to conduct the
questionnaire with the target groups and on the design of the LMA (overall methodology and
approach, collection and entry). After the training, they joined PRIME team members in Ethiopia
in leading the assessment implementation and collection of data. It was critical to have the team
together before the execution of the LMA.
The PRIME team learned that certain assessment tools and methodologies could be used to gather
indirect information to inform and influence all livelihoods activities for the PRIME program.
As a follow-up to the training, the EMD TSU will soon release a Labor Market Assessment
Guide that will outline the process for conducting assessments from start to finish-- from
developing methodologies to tips on how to collect hiring information from private sector actors.
The guide will also explain the process for participatory assessments and will include example
tools and interview guides.
33
VII. ANNEXES
Annex I
Existence of business by type and number of years in three clusters
Which specific sector best describes
where your business is engaged?
Zone How long has the business
been operating?
Total
1 year
or less
1-3 yrs >3yrs
Crop farming Zone Fafan 1 0 0 1
Siti 0 1 3 4
Afar Zone
3
0 1 11 12
Total 1 2 14 17
Vegetable/fruit/tree nursery Zone Fafan 0 1 1
Jarar Zone 0 1 1
Siti Zone 1 0 1
Guji 0 2 2
Liben Zone 1 0 1
Total 2 4 6
Livestock rearing/fattening Zone Siti Zone 1 1
Total 1 1
Veterinary Input Supply Zone Fafan zone 2 0 1 3
Guji 0 0 1 1
Liben Zone 0 1 0 1
Total 2 1 2 5
Manufacturing/processing Zone Dire Dawa 2 3 5 10
Fafan 2 3 10 15
Jarar 0 1 3 4
Siti 0 0 1 1
Afar Zone
3
1 1 4 6
Guji 1 4 19 24
Borena 2 3 8 13
Liben 1 1 0 2
Total 9 16 50 75
*Retail trade Zone Dire Dawa 0 0 2 2
Fafan 4 2 14 20
Jarar 5 3 23 31
Siti 3 0 5 8
Afar Zone
3
0 2 7 9
Guji 3 1 3 7
Borena 0 0 1 1
Liben 0 1 0 1
Total 15 9 55 79
34
*Wholesale trade Zone Fafan 4 4 11 19
Jarar 0 1 2 3
Siti 1 1 1 3
Afar Zone
3
1 0 2 3
Guji 0 0 1 1
Liben 0 0 1 1
Total 6 6 18 30
Construction Zone Dire Dawa 0 1 0 1
Fafan zone 2 3 3 8
Jarar Zone 1 1 2 4
Siti 0 1 0 1
Afar Zone
3
0 1 3 4
Guji 0 1 1 2
Borena 0 0 2 2
Liben 0 1 2 3
Total 3 9 13 25
Hotel and restaurant Zone Dire Dawa 0 1 4 5
Fafan 2 4 11 17
Jarar 0 2 5 7
Siti 1 1 4 6
Afar Zone
3
2 2 10 14
Guji 9 3 14 26
Borena 3 8 19 30
Liben 0 1 2 3
Total 17 22 69 108
Transport Zone Fafan 0 1 2 3
Jarar 0 0 1 1
Siti 1 0 1 2
Afar Zone
3
0 0 1 1
Guji 0 2 1 3
Borena 0 1 0 1
Liben 0 0 1 1
Total 1 4 7 12
Employment agency/broker Zone Liben 1 1
Total 1 1
Education Zone Guji 1 1
Total 1 1
Mining Zone Fafan 1 0 1
Afar Zone
3
0 1 1
Guji 0 2 2
Total 1 3 4
Trade Livestock Zone Fafan 1 4 5
35
Siti 0 2 2
Borena 0 2 2
Liben 0 1 1
Total 1 9 10
Other Business Zone Dire Dawa 0 0 1 1
Jarar 0 1 0 1
Siti 1 0 0 1
Afar Zone
3
0 0 2 2
Total 1 1 3 5
36
Annex II
Business survey tool
Informed consent The interviewer should read this aloud.
Hello. My name is ________________ and I am conducting an assessment for a project named Pastoralists Areas Resilience Improvement through Market Expansion (PRIME). The project works closely with different private sectors, local institutions and government offices so as to create opportunities for employment and entrepreneurship for young people in general and People who are Transitioning Out of pastoralism. (TOPs definition: People who had been in the rural/pastoral areas and now in the town and looking for job.) As we engage with these activities, we would like to talk to a few people like yourself to help us understand the situation of TOPs in your town and the district as a whole. I would therefore like to request your time to discuss a few questions I have prepared for you. Is this ok with you? Yes: …… No…… If Yes, thank you. I will try not to take much of your time.
Signature of Assessor:
Category Answers (and Coding) Comments
1 Name of Assessor
2 Date _______/_______/__________ (dd / mm / yy )
3 Zone
4 District/Woreda
5 Kebele
37
Annex III
Survey Details
# Questions Answer (and coding ) Remarks/ Comments
6. Full name of respondent
7. Respondent’s sex (circle) Male…………………………………………....…..1 Female………..……………………………………2
8. Respondent’s age (circle) Under 18 years……………….…………………....1 18 – 35 years . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . 2 Over 35 years…..………………………………….3
9. Position of respondent in the business (circle)
Owner.............................................................................1 Manager..........................................................................2 Other (Specifiy)____________________ .......... 3
The owner or manager should be the primary contact.
10. Phone number of respondent
Phone #:______________________
11. Name of business and address of business (If the business has branches in other region/zone/woreda, please indicate)
Name: __________________________ City/Woreda:_____________ Kebele: _____________ If branches exist please indicate Name: __________________________ City/Woreda:_____________ Kebele: _____________
12 How long has the business been operating? (circle)
1 year or less......................................................................1 More than 1 year to 3 years............................................2 More than 3 years.............................................................3
13 Which specific sector best describes where your business is engaged? (Pick one. For those businesses indicated in * please mention the specific business on the bottom.)
Crop farming . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Vegetable/fruit/tree nursery. . . . . . . . . . . . . . . . . 2 Livestock rearing/fattening. . . . . . . . . . . . . . . . . . 3 Veterinary Input Supply. . . . . . . . . . . . . . . . . . . . .4 Manufacturing/processing. . . . . . . . . . . . . . . . . . .5 *Retail trade. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 *Wholesale trade. . . . . . . . . . . . . . . . . . . . . . . . . . 7 Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Hotels and restaurants . . . . . . . . . . . . . . . . . . . . . 9 Transport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Finance/insurance . . . . . . . . . . . . . . . . . . . . . . . . 11 Employment agency/broker. . . . . . . . . . . . . . . . 12 Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Mining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 *Other(Specify) . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Specific Business Type: _______________________________________
14a Is your business registered by the local/ regional government?
Yes ……………………………….. ………….1 No……………………………………………..2
If ‘yes,’ then skip to Q15.
14b If no, what is the biggest challenge that you face (as a result of being not registered )
Expanding the business to other areas…………...1 Diversifying the services/products the business provides………………………………………. ...2 Promoting of services/products………………. ...3 Getting financial support ………………………...4
15 Who are the main buyers and consumers of the goods/services you provide? (Circle only one that most applies.)
Individuals or households ………. . . . . . . . . . . . . .1 Small businesses/traders . . . . …………... . . .. .. .. 2 Large businesses. .. ……………………………... 3 International/export market . . . . . . . . ………….. 4 Government agencies/public enterprises ……. . . .5
38
Non-Governmental Organizations…...…………..6 Other (Specify:_______________________)……7
16 Where are most of your customers coming from to get/buy services/products?
From all over the country …...……………….…1 From all over the region…...……………………2 From the woreda only …...……………………..3 From the kebele only …...………………….…. 4 Other(specify):___________________……… ..5
17 How many paid employees in the business, including you are permanent (long term/non limited period of time)? (Include disaggregation by sex.)
Permanent Make sure male + female numbers equal total number.
Male Female Total
18 How many paid employees in the business, including you are temporary (limited period of time)?(Include disaggregation by sex.)
Temporary Make sure male + female numbers equal total number.
Male Female Total
19 Do have unpaid family members working for you? If so, how many?
Family Members Make sure male + female numbers equal total number.
Male Female Total
20 Of the total number of persons employed in the business, do you have any employees under 18-years-old?
Yes …………………………………………...….. 1 No………………………………………………...2
21 What is the most important criterion that your business uses to hire employees? (pick one)
Years of related work experience……………………1 Level of education ……………………………… …2 Sex ……………………………………………….…3 Language ………………………………………........4 Personal connections or reference ……………….…5 Other (Specify:_______________________)… …...6
22 How do you get candidates/employees for your businesses?
By announcing advertisement………………….….…1 Through brokers ……………………………….…....2 Through legal Employment Placement Agencies …....3 Through friends, family and networks ……………....4 Other (Specify:_______________________)………5
23 How often do you recruit employees?
On as-needed basis………………………..……. ..1 Seasonal ………………………………………….2 Other (Specify:_______________________)…... 3
If Seasonal, go to Q24a. If not, skip to Q25
24a If you recruit employees seasonally, which months
Months:______________________________
If blank, skip to Q25.
39
of the year do you require more employees?
24b If yes to 24a how many more workers have you hired during that season?
…………………………………number of workers
25 Have TOPs ever previously applied for work at your business?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ……...1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . ….2
26 How are people who are transitioning out of pastoralism perceived by you? List two characteristics of TOPs.
1. ________________________________
2. ________________________________
Help the respondent to explain how TOPs are perceived.
27a Are you planning to hire workers in the next 6 months?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …... . . . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . …... . 2
If ‘no,’ skip to Q28.
27b If yes are you willing to hire TOPs?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …... 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . …... 2
28 How would you classify the majority of workers in your business?
Skilled (gained from university or vocational training and graduated). . . . . . . . . . . …………..…………….…1 Unskilled … . . . . . . . . . . . . . . . . . . . . . . . . . . . ….. . 2 Semi-skilled (gained from short term training or vocational experience)… . . . . . . . . . . . . . . . . . . . . . 3
29a What is the most important skill you look for in an employee (Circle one.
Accounting … . . . . . . . . ……………………... . . . . ...1 Administration/secretarial . ………………………. . ..2 Animal health …. . . . . ………….. . . …….... . .. . ….. .3 Carpentry … . . . . . . ……………………. .……. . …..4 Construction … . . . …………………….. . …………5 Customer Service ………………………. . . ………...6 Engineering … . . …………………….. . ………. ….7 Management . . . …………………….....…….....….. . 8 Marketing ……………………… . . . . . . . . . . . . . . . . .9 Sales…. . . . . . . . ………………………….…….. … 10 Teaching … . . . ……………………... . . . ……. . .. . .11 Other (Specify:)_________________…………..… . 12
Show the business owner the list of options.
29b What is the second most important skill you look for in an employee? (Circle one.)
Accounting … . . . . . . . . ………………………... . . . . .1 Administration/secretarial . ……………………..…. . ..2 Animal health …. . . . . ………….. . . …….... . .. ... ….. .3 Carpentry … . . . . . . ……………………. ….…..……..4 Construction … . . . …………………….. . ……..…….5 Customer Service ………………………. …. . …..…....6 Engineering … . . …………………….. …. ……….. .. 7 Management . . . ……………………... . …. …….... .. . 8 Marketing …………………………….……....……...... 9 Sales…. . . . . . . . …………………………….…….. .. 10 Teaching … . . . ……………………... . . . ….……. . . 11 Other (Specify:)_________________……………..… 12
Show the business owner the list of options.
29c What is the third most important skill you look for in an employee? (Circle one.)
Accounting … . . . . . . . . ………………………... . . .. .1 Administration/secretarial . ……………………..…. . .2 Animal health …. . . . . ………….. . . …….... . .. ... …. .3 Carpentry … . . . . . . ……………………. ….….……..4 Construction … . . . …………………….. . …….……5 Customer Service ………………………. …. . ….…...6
Show the business owner the list of options.
40
Engineering … . . …………………….. …. ……….. . 7 Management . . . ……………………... . …. ……... . . 8 Marketing …………………………….……....…........ 9 Sales…. . . . . . . . …………………………….…….. .. 10 Teaching … . . . ……………………... . . . ….……. . . 11 Other (Specify:)_________________…………..… 12
30a When you recruit for your business which life skill do you consider to be the first most important?
Communication … . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Self-Confidence … . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Self-presentation… . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Team work… . . . . . . . . . . . . . . . . . . . . . . . . . . . …….4 Public speaking … . . . . . . . . . . . . . . . . . . . . . . . . . . . ..5 Motivation … . . . . . . . . . . . . . . . . . . . . . . . . . . . …….6 Other (Specify:_______________________)… …...7
Show the business owner the list of options.
30b When you recruit for your business which life skill do you consider to be the second most important?
Communication … . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Self-Confidence … . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Self-presentation… . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Team work… . . . . . . . . . . . . . . . . . . . . . . . . . . . …….4 Public speaking … . . . . . . . . . . . . . . . . . . . . . . . . . . . ..5 Motivation … . . . . . . . . . . . . . . . . . . . . . . . . . . . …….6 Other (Specify:_______________________)… …...7
Show the business owner the list of options.
31a Do you provide any training opportunities (managerial or technical) to your employees?
Yes… . . . . . . . . . . . . . . . . . . . . . ……. . . . . . . . . . . . . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . ……. .. . . . . . . 2
31b If yes, at which point of time is that organized?
Immediately following employment………………..1 On-the- job training … ……………………………2 Annually for all staff ……………………………….3 Other (Specify)______________________………..4
32a What is the entry-level salary that your business currently pays Permanent new employees?
Minimum ___________ Maximum __________ (Birr)
32b What is the entry-level wages that your business currently pays Daily Workers?
Minimum ___________ Maximum __________ (Birr)
If no Daily Workers, skip this question.
33a On what basis do you determine the level of the salary?
Level of Education ……………………………….1 Total years of work experience …………………...2 Past training exposure ……………………………3 Other (Specify):____________________________4
33b Does your salary scale differ between male and female employees?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ….. . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . ….. 2
If ‘no.’ skip to Q34.
33c If Yes: why is there a difference?
34 In your area, who provides skills training for employment for TOPs?
Technical and Vocational Colleges …………………...1 Teachers College ………………….………………… 2 Employment Agencies …………… …………………3
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(Circle all that apply.) Business Development Service providers …………….4 Youth Associations…………………………………....5 None………………………………………………….6 Other Institutions (Specify) ______________………..7
35a Have you previously provided any on-the job training support to prospective graduates from colleges?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . . . . . ……… . . . . . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . ……… 2
If ‘no,’ skip to question36.
35b If yes, for how long did you provide the on-the-job training?
1 month ………………………..………….…..............1 2-3 months ………………….………………..…….. .2 4-6 months …………………………………................3 More than 7 months …………………………........... ..4
35c Besides providing the training was there any allowance paid to the students?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . …….. . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . …….2
35d If yes, who paid that allowance?
The college ………….………………………..…….1 The employer …………….…………………….......2 Other (Specify):____________________ …………3
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36a What is the biggest
challenge that you have faced in terms of recruiting staff for your business?( pick one.)
Lack of appropriate skilled personnel ………………..1 High salary expectation …………………………….. 2 Finding the required number of employees ……….....3 Terms of employment ………………………………4 Limited job promotion mechanisms ……………........5 Difficulty finding female employees . . …………….... 6 Language barrier …………….…………………….....7 Other (Specify):____________ ………………….......8
Show the business owner the list of options.
36b What is the second biggest challenge that you have faced in terms of recruiting staff for your business?( pick one)
Lack of appropriate skilled personnel ……………….1 High salary expectation ……………………………...2 Finding the required number of employees ……….....3 Terms of employment ………………………….…....4 Limited job promotion mechanisms ………….….......5 Difficulty finding female employees .…........................ 6 Language barrier ……………………………….….....7 Other (Specify):____________ ……………………...8
Show the business owner the list of options.
37a Have you accessed any financing since you started your business?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . …….. . . . . . . . . . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . …….. . . . . 2
If ‘no,’ skip to Q38.
37b If yes for 37a, from which financial institution?
37c If yes for 37a, for what purpose did you use the loan for?
Expanding into other areas……………………….….1 Diversifying services/ products ………………….…..2 Starting a new/different business ……………………3 Buying more assets …………………………………..4 Buying more raw materials …………………………..5 Recruiting more employees ………………………….6 Other (specify):_________________________……..7
38a How do you rate the performance of your business currently?
Very good …………….......... . . . . . . . . . . . . . . ……….1 Good ………………… ……... . . . . . . . . . . . . . ……....2 Average ……………………. . . . . . . . . . . . . . . ……....3 Poor ………………………… . . . . . . . . . . . . . . ….…..4 Very Poor ………………….. . . . . . . . . . . . . . . ………5
38b Please explain answer to 38a.
39 If you want to expand your current business in what way would the expansion happen?
Introducing a new product………. …… ………..…… 1 Opening branches in another town. …………………...2 Diversifying services/products. . . . .. . . . . . .…. . . .. .….3 Recruiting more people ……………………………..…4 Start a new production line ………..……………….….5 Growing into a wholesaler ………………. . . . . ... . . . 6 Growing into importer/exporter…………..……..……7 Other(Specify):____________________________.…..8
40a If you want to expand your
business what do you think would be the biggest challenge that you would face?
Acquiring market information . . . . . .. . . . . . . . . . .. . . . . 1 Access to finance . . . . . . .. . . . . . . . . . . . . …….. . . . ......2 Government regulations . . . . . . .. . . . . . . . . ... ………..3 Competition in the market . . . . . . . . . .. . . . .. . . ….…..4 Lack appropriate skilled labor force. . . . . . …. . . . .. … 5 Transportation………. . . . . . . . . . . . . . .. . . . . . .. ….….6
43
Cost of raw material. . . . . . . . . . . . . . . . . . . . . ………..7 Supply of raw material . . . . . . . . . . . . . . . . . ……….…8 Expensive labor costs . . . . . . ... . . . . . . . . . . . . …….…9 Security . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . … ….….10 Other (Specify :_______________). ……..…….....…11
40b If you want to expand your business what do you think would be the second biggest challenge that you would face?
Acquiring Market information . . . . . . . . . . . . . . . . . . . . 1 Access to Finance . . . . . . .. . . . . . . . . . . . . . . . . …….....2 Government regulations . . . . . . .. . . . . . . . . ... ………..3 Competition in the market . . . . . . . . . .. . . . .. . ….…... 4 Lack Appropriate skilled labor force. . . . . . …. . . . .. .. .5 Transportation………. . . . . . . . . . . . . . .. . . . . . .. …..…6 Cost of raw material. . . . . . . . . . . . . . . . . . . . . …….….7 Supply of raw material . . . . . . . . . . . . . . . . . ……….…8 Expensive Labor costs . . . . . . ... . . . . . . . . . . …… . .. ..9 Security . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . ………...10 Other (Specify :_______________). ……..…………11
40c If you want to expand your business what do you think would be the third biggest challenge that you would face?
Acquiring Market information . . . . . . . . . . . . . . . . . . . .. 1 Access to Finance . . . . . . .. . . . . . . . . . . . . . . . . …….....2 Government regulations . . . . . . .. . . . . . . . . ... ………..3 Competition in the market . . . . . . . . . .. . . . .. . …….... 4 Lack Appropriate skilled labor force. . . . . . …. . . . . .. .5 Transportation………. . . . . . . . . . . . . . .. . . . . . .. … . . .6 Cost of raw material. . . . . . . . . . . . . . . . . . . . . ………..7 Supply of raw material . . . . . . . . . . . . . . . . . …… ……8 Expensive Labor costs . . . . . . ... . . . . . . . . . . …… . .. ..9 Security . . . . . . . . . . . . . . . . . . . . . ... . . . . . . . ………...10 Other (Specify :_______________). ……..…………11
41 If you want to start a new business which other sectors do you see as a potential for growth and expansion?
Crop farming . . . . . . . . . . . . . . . .. . …………….…… 1 Vegetable/fruit/tree nursery …………………. …….2 Livestock rearing/fattening. . . . . . . . . . .…. . . . . …….3 Veterinary Input Supply……………………… ……..4 Manufacturing/processing …………………………..5 Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ……6 Hotels and restaurants . . . . . . . . . . . . . . . . …………...7 Transport . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . ……8 Employment agency/broker. . . . . . . . . . . . . . . ……. 9 Education… . . . . . . . . . . . . . . . . . . . . . . .. . . . ............ 10 Mining…………………………………………….. 11 Other(Specify_______________)...……………….12
42. Can we contact you about further participation in PRIME?
Yes… . . . . . . . . . . . . . . . . . . . . . . . . …….. . . . . . . . . . 1 No . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . …….. . . . . 2
44
Annex IV
Enterprise / Institution Questionnaire
PRIME Baseline Survey
Enterprise/Institution Questionnaire
This institutional level questionnaire focuses on PRIME focus enterprises and institutions that are related to PRIME selected value chains. These include, but are not limited to: Abattoirs, Live Animal Exporters, Hide and Skin Traders, Livestock Product (Milk, Cheese, Butter, etc.) Trading Enterprises, Poultry and Poultry Products Trading Enterprises, Animal Health Service Providers, Veterinary Clinics, Animal Feed producers/ Traders, etc.
Part I – Identification Particulars
101: Region
102: Zone 103: Woreda
104: Town
105: Kebele
106: House No.
106: GPS UNIT (UTM reading) 107: Enumer Code
108: Super Code
WP ELEV Easting
Northing
,
109: Name of the Institution 110: Name of the owner/Manager 111: Telephone 112: Date of survey dd/mm/year
2013
Part II – Basic Information about the institution
1 2
Serial No. Questions 1 Type of institution Animal health services = 1
Natural resource enhancement/climate information sharing = 2
Market services/linkages = 3
Financial services = 4
Others, Specify _____________________ = 5
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2 How many Employees does the institution have? (Employees refer to full time equivalent workers during previous month)
3 List 3 major commodities/ services (in terms of importance) that are sold/ rendered by the institution
1. ______________________
2. ______________________
3. _____________________
4 Which are the months of highest demand in a typical year? List three months of highest demand, starting from the highest. Codes
1. January 7. July 2. February 8. August First Highest Demand 3. March 9. September 4. April 10. October Second Highest Demand 5. May 11. November 6. June 12. December Third Highest Demand
5 Which are the months of lowest demand in a typical year? List three months of highest demand, starting from the highest. Codes
1. January 7. July 2. February 8. August First Lowest Demand 3. March 9. September 4. April 10. October Second Lowest Demand 5. May 11. November 6. June 12. December Third Lowest Demand
6 Form of proprietorship
Individual ownership = 1
Partnership = 2
Share company = 3
Private limited company = 4
Government owned = 5
Cooperative ownership = 6
Others (specify) = 7
7 If institution is individually owned, sex of owner
46
Male = 1 Female = 2
8 Does the institution keep book of accounts? Complete book of accounts = 1 Incomplete book of accounts = 2 No book of accounts = 3 Years Months
9 How long has the institution been operational?
10 If institution was not operational for a certain period during the last 12 months, one major reason for operation Failure is Delay in operation = 1 Shortage of commodities = 2 No market = 3 Shortage of capital = 4 Restrictions of government rules and regulations = 5
Seasonality of the business = 6 Family problems = 7 Others (specify) = 8
11 Ownership of capital of the institution by nationality All Ethiopians = 1
51% and above Ethiopians = 2 Others (specify)________________ = 3
12 How is your business doing? Very Poor = 1
Poor = 2 Average = 3
Good = 4 Very Good = 5
13 Are you able to get bank financing (LoC, loan, etc) from formal financial intuition?
Yes = 1 No = 2
14 Does this financing meet your needs? (“appropriate”)
Yes = 1 No = 2
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15 Have you made any major investments in the business in the last 12 months?
Yes = 1 No = 2
16 Can you tell me the approx amount?
17 Did this result in any new jobs?
Yes = 1 No = 2
18 How many New Jobs? (by skill level) Skilled
Unskilled
19 Are you feeling confident about the potential for your business success in the next 12 months? Very Unconfident = 1
Unconfident = 2 Average = 3
Confident = 4 Very Confident = 5
20 How many other businesses/ traders are selling your particular products/ items in the same local area as you?
21 Do you give any of your customers’ credit? Yes = 1 No = 2
22 Are you yourself able to get credit from your suppliers? Yes = 1 No = 2
23 Who are your suppliers? Producers = 1
Traders = 2 Whole Sellers = 3
Others Specify __________________ = 4
Part III Employment in the institution 1 2 3 4 5
Serial Ethiopians Foreigners No. Job Classification Male Female Male Female 1 Managers
48
Part IV Supplementary Information
Serial No. General questions 1 What was the major problem encountered while launching the business?
1. Lack of working space/housing problem Codes 2. Unavailability of commodities 3. Lack of information / advisory service First Major Problem 4. Increasing prices of commodities 5. Restriction of government rules and regulations Second Major Problem 6. Lack of skill 7. Shortage of capital Third Major Problem 8. Absence of loan services 9. No problems encountered 10. Others (specify)
2 What are the major problems encountered while running the business? Mention three major problems in order of importance. 1. Couldn’t find employees with the right skill 2. Labour union problems Codes 3. Lack of information / advisory service 4. Problems posed by government functionaries First Major Problem 5. Shortage of working capital 6. Ambiguity of rules and regulations Second Major Problem 7. Not profitable 8. Limited marketability Third Major Problem 9. Lack of working space/housing problem 10. Limitation on mobility 11. Problems with obtaining work permit 12. Cultural influence 13. Limited capacity of running the business
2 Professionals
3 Technicians and Associate Professional
4 Clerical Support Workers
5 Services and Sales Workers
6 Skilled Agricultural, Forestry and Fishery Workers
7 Crafts and Related Trades Workers
8 Plants and Machines Operators, and Assemblers
9 Elementary Occupations
Total
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14. Shortage of commodities 15. Others (specify) 16. No problems
3 Does the institution have a future plan to hire additional workers? Yes No
Permanent workers.….. 1 2 Contract workers…….. 1 2
Daily laborers…….….. 1 2 4 Have you advertised these positions plan to hire additional workers? (Ask this question if at least one yes in the question above)
Yes…..1 No…..2
5 Does the institution have a future plan to cut its work force? Yes No
Permanent workers.….. 1 2 Contract workers…….. 1 2
Daily laborers…….….. 1 2 6 Does the institution have any plan of changing the current business?
Yes = 1 No = 2 I don’t know = 3 If the answer is 2 or 3 skip to question number 5.
7 If the answer to question number 5 is 1, What is the major reason for changing? To change to a better sphere of activity = 1 The current business is not profitable = 2 Shortage of customers =3 Inconvenient location of the business = 4 Others (specify) = 5
Part V Supplementary Information 1 2
Serial. No. General questions 1 If you want to expand your business, what are the major problems encountered by the institution to expand its business?
Mention three major problems in order of importance. 1. No problems 2. Excessive tax 3. Restrictions of government rules and regulations First Major Problem 4. Unfair competition among big institution 5. Competition among small institutions Second Major Problem 6. Shortage of commodity supplies
50
7. Lack of working space/housing problem Third Major Problem 8. Lack of production machines/instruments 9. Shortage of working capital 10. Unavailability of loans 11. Shortage of markets 12. Others (specify)
2 How can the government offer help in running the business? Mention three major helps of offer in order of importance. 1. Provision of working space = 1 2. Provision of house to rent = 2 First Major help of Offer 3. Facilitating the availability of markets = 3 4. Facilitating the availability of loans = 4 Second Major help of Offer 5. Issuing rules and regulations that encourage businesses = 5 6. Facilitating the availability of commodities and services = 6 Third Major help of Offer 7. Provision of technical training = 7 8. Provision of training in accounting and trade businesses = 8 9. Others (specify) = 9