Collaborative Job Development by Joanna Samuels

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A COLLABORATIVE MODEL OF JOB DEVELOPMENT

FIVE BEST PRACTICES

February 3, 2011IAJVS professional development

training sessionBy: Joanna Samuels, JVS Toronto

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Agenda

• Case study

• Background

• The Hypothesis

• 5 Best Practices

• Conclusion

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Case Study

Employment CounsellorEMET EMPLOYMENT

Employment CounsellorEMET EMPLOYMENT

Job Developer/Job CoachProject Gold

Disability Services

Job Developer/Job CoachProject Gold

Disability Services

Job Developer Employment Ontario

Centre

Job Developer Employment Ontario

Centre

Job Developer Canadian Workplace

Communication / Language program

Job Developer Canadian Workplace

Communication / Language program

CLIENT CLIENT

Interim Job BoardJOB OPPORTUNITY

Interim Job BoardJOB OPPORTUNITY

SustainablePaid

employment

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The Background

Program-focused

workplace culture

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The Hypothesis

Collaboration isCheaperFasterBetter

(Tanya Shurman, 2010, Centre for Social Innovation)

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Collaborative Architecturefosters workspace creativity and teamwork

(Globe & Mail, Dec 7, 2010)

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Harvard Business School’s Innovation LabDrives innovation by connecting entrepreneurial teams

(HBS Alumni Bulletin, December 2010)

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The Research Literature

• Collaboration is central to organizational effectiveness and success (Van Laere & Heene, 2003)

• Employees who work together and collaborate demonstrate improved performance and motivation, better outcomes and a more positive perception of their work than employees who work alone (Jameson et al., 2006)

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5 Best Practices for effective collaboration in the workplace of job

developers

1. Work teams

2. Collaborating cross agency (JVS)

3. Technology

4. Collaborating with employers

5. Collaborating with other community organizations

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1. Work Teams

• Monthly team meetings of job developers

SHAREPROBLEM SOLVENETWORKBUILD TRUSTKNOWLEDGE AND SKILL BUILDING

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2. Collaborating cross-agency

• Employment Counsellors / Case managers / Career Counsellors

• Program coordinators and administrators– Quality referrals– Case management meetings– Sharing information and expertise

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2. Collaborating cross-agency

• Interim web-based job board (internal online)

• Emet Employment (formerly known as ParnossahworksCanada.org) – external online job board and collaborative employment support service– www.emetemployment.ca

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3. Technology

• Email distribution list

• Social networking (Linked-in, Facebook)

• Training and professional development (IAJVS session)

• Interim job board

• Emet Employment

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4. Collaborating with Employers

• Recruitment and selection

• Corporate social responsibility / diversity / employment equity initiatives

• Holiday greetings and special events

• Nominating employers

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5. Collaborating with other community organizations

• Joint government proposals

• Job matching

• Sharing knowledge, information and expertise

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Conclusion

• Collaboration helps to adapt to changes and meet the common goal – employed clients

• By working together across the agency, across the community regardless of program or service or organization, or level in the hierarchy, we can build strong and effective teams which will lead to better served clients, employers and stakeholders as well as motivated employees.

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“In the long history ofhumankind, those who learned

to collaborate and improvisemost effectively have

prevailed.”- Charles Darwin

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• Questions????????

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Questions to ponder:

• Is your workplace a collaborative culture?• Does your agency work together to help

the clients? • Do you work together to help each other?

How? • What do you need in place to be able to

work collaboratively?

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THANK YOU!