Issara's behaviour change-based theory of change and focus on empowering workers and transforming supply chains have shown unprecedented results. 

Issara's worker voice channels operate at a scale and effectiveness that is not paralleled in this space anywhere in the world - receiving over 85,000 calls and messages in 2019 alone, covering nearly 200,000 workers through Inclusive Labour Monitoring (ILM).  Workers are now more likely to go to registered recruiters rather than informal brokers, are demonstrating increased knowledge of rights and laws, and are organizing to file cases against exploitative recruiters and file grievances directly with employers.  And, improved capacity and behaviour from recruiters and employers provides a more receptive environment for worker voice and worker power, allowing Issara to support the remediation of nearly 20,000 cases of forced labour in the last five years.

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We are driving transformational change throughout the entire recruitment system. 

Issara works with over 128 recruitment actors, whereas many initiatives operate with just a few hand-picked partners, sometimes even limited to single industries.  Connecting recruiters with grassroots organization and developing practical, behaviour change-focused professionalization programs for recruiters were Issara innovations that have demonstrated impressive results down to the first mile, displacing informal brokers and increasing professionalization of the recruitment system.  Issara successfully built global knowledge of the actual picture of recruitment and costs - from the disproportionate power of destination-side recruitment agencies and employers, to the need for worker voice for a true picture of recruitment conditions - and advanced discussions through multi-stakeholder events and research.  The Issara team has also measured and documented real change: reduced fees to job seekers, increased transparency, improved remediation, and more empowered job seekers.

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However, there is a long way to go. 

The existing government systems for labour recruitment and workplace regulation in much of Southeast Asia fall far short in maintaining the recruitment and working conditions expected/required by most corporate codes of conduct.  And, due diligence systems where global business, employers, recruiters, government, audit and audit-plus service providers, and others do not safeguard workers and seek primarily risk mitigation rather than appropriate remediation outcomes continue to inhibit progress.  Willingness to change certain industry practices seems to follow the global spotlight, there is continued defensiveness for many global buyers and suppliers who have undertaken other efforts and routinely pass audits, and global commitments often stand in for real action.

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The lesson learned is that tools and efforts need to fully engage local actors in a trusted, long-term way, and have safe, responsive pathways to address the grievances of vulnerable workers.  These are necessary for uptake; for the collection of accurate and reliable information; for any measurable effectiveness for job seekers, recruiters, employers, or buyers; and, for sustainability.

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