TIN ONE YEAR ON

I n vo lve•So lve•Evo lve

ONE YEAR ON...TIN Smart Social

Humans are more cooperativethan other species because weare capable of more fine-grainedforms of cooperation: we areprepared to cooperate withstrangers, over large distancesand times, overcoming obstaclesof language and culture. Thisdeeply wired capacity forcooperation will be moreimportant than ever to enable us to create shared solutions to complex challenges.Charles Leadbeater – “It’s Cooperation, Stupid”

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1Contents

TIN ON... Innovation 2

TIN ON... Social Thinking 4/6

TIN ON... CANned Learning 7/8

TIN ON... Hearts and Minds 9

TIN ON... Social Investment 10/13

TIN ON... Social Learning 14

TIN ON... Employability 15/17

TIN ON... Responsible Leaders 18/19

TIN ON... Social Innovators 20

TIN ON... Our CAN IMPACT ecosystem 21

TIN ON... Entrepreneurs 22

TIN ON... Social Wellbeing 23

TIN ON... Employability and Enterprise 24/25

TIN ON... The Ready to Change Curriculum 26/32

TIN ON... Social Impact Branding 33/35

TIN ON... The Future 36

Contents

2 TIN ON... Innovation

OUTCOMES

OUTCO

MES

OUT

COM

ES

OUTCOMES

CORE INNOVATION 1The Challenge: The long-term

unemployed need real, safe, dedicated technology-enabled physical spaces –

space to think, to work, to reflect, to develop personally and

professionally.

ORE IINNONNON VATVATIIOON 1hallenge: The long-te

CORE INNOVATION 2The Challenge: To transform social learnersinto social leaders – by developing robust

businesses and reflective, responsible individuals with the expertise and experience

to prove that you do good by doing well.

CORE INNOVATION 4The Challenge – To provide connections and collaborations - online and physical – between individuals and organisations in the complex careers space to ensure the relevant information is accessible and

easily shared.

CORE INNOVATION 3The Challenge: Creating social and

commercial value for social intrapreneurs, who can leverage the resources and capability of

their organisations to underpin brilliant social impact concepts aimed at

cresting wellbeing in the community.

CORE INNOVATION 2

CREATE

T H E Q U I E T R E V O L U T I O N


We are a social innovation consultancy. Innovation isn’t about doing better. It’s about doing good. In purposeful, collaborative ecosystems, we put social responsibility at the top of the agenda; we capture insight, create ‘time is right’ opportunities and wire solutions for sustainable business transformation, social impact and personal wellbeing.

through a culture of care, curiosity and communication.Collaborative and connected ownership of social transformation

WELLBEING

L E A R N I NG

ADVISORY

BR

AN

DING

SOCI

AL INNOVATIONwith our social innovation and community outcomes delivery lifecycle approach at their heart.

(including Responsible Leadership, Ready to Change, Ready to Work, and Positive Destinations)

In the Telligensia Academy, we have developed a range of social impact learning engagem

ents and curricula

and

men

tore

d to

acc

eler

ate

thei

r ret

urn

to fu

lfillin

g work

align

ed with the economic aspirations of the local and regional area.

Wor

k Pr

ogra

mm

e C

ompl

eter

s; th

e ov

er 5

0s, N

EETS

, the

homele

ss and hard to reach young people are inspired, supported, coached

Thro

ugh

our

Rea

dy t

o C

hang

e an

d Re

ady

to W

ork

com

munity

-powered progra m mes, the long-term unemployed including BAME.

As a social enterprise, GCG

is helping career seekers explore the careers space in a pioneering new way through its Aviator platform;

evaluating and enhancing employers' ‘careers readiness’ with its Careers DNA reviews; and through Careers Circles,

offering place shapers, service providers and employers an easy way of connecting with pup ils, career seekers

and scho

ols, to he lp th

em

d is co ve r h ow

th e y mig h t b e st d e a l w ith th e ch a lle n g es th e y fa ce.

GIS generates a membership based network, operating as

an in

nova

tion

incu

bato

r and

acc

eler

ator

alig

ned

to c

orpo

rate

sponsors and funders who can provide people, resource

s a

nd the

ir ow

n so

cial

cha

lleng

es to

the

gro

up t

o so

lve.

Social int rapreneurs have access to our Triple Win (W

IN3) m

ethod

olog

y, re

sour

ces,

too

ls a

nd p

latf

orm

s in

a s

afe,

col

labo

rativ

e sp

ace.

3

4 TIN ON... Social Thinking

TIN Man

During my secondment from Capgeminito Business In The Community (BITC)which began in January 2014, I had many‘aha’ moments. The most significant, andone which ultimately provedtransformational in my life, was the pointat which I saw first-hand the power thatfocussing on a person’s wellbeing, ratherthan on the gaps in their capability orwork readiness, could have in helpingthem understand and articulate theirpersonal achievements (and challenges),which could ultimately empower them toown, as well as drive their future success.

I have participated in formal and informal mentorship

and coaching initiatives in a corporate setting for many

years, but somehow seeing how a similar approach could

unlock and energise a person who had lost hope, and in

some cases felt devoid of self-worth and respect, was for

me truly inspirational. I mean energise someone to the

point that within a few weeks this same person could

achieve previously unimaginable feats of real courage, as

well as showcase personal and professional expertise in

front of an audience of peers, or even more remarkably,

when filmed with an audience of senior leaders.

At this point I knew I couldn’t return to a corporate role,

regardless of how enticingly it was packaged, because I

had found something that enabled me to connect so

effectively with people and communities, which enabled

my social aspirations, and probably most importantly,

aligned my ethical compass. So I became a little

obsessive (I must admit) with creating a sustainable and

innovative environment which was focussed solely on

creating commercially scalable social impact. The fusion

of my career and life journeys had begun.

TIN ON...

Social Thinking

5TIN ON... Social Thinking

We will deepen engagement with like-minded thinkersto increase the contribution to social impact work andimprove the delivery of meaningful impact and valueto people, businesses and communities. “ ”

6 TIN ON... Social Thinking

Our TIN Approach

TIN (Think INnovation) Smart Social is a social

innovation consultancy. There’s a social impact signature

to everything we do – doing things in a different way to

make peoples’ lives better.

We work to help individuals (young people on modified

timetables or high-flyer cohorts, over 50s and the long-

term unemployed, potential social and commercial

leaders, change makers, career explorers, social

intrapreneurs and entrepreneurs) and organisations to

embrace, experience and embed the concept and value

of social transformation, to enable them and the

communities in which they live and work, to drive and

achieve sustainable social growth.

We have a culture of care, curiosity and collaboration,

developing insight and understanding to deliver social

impact and innovation.

We achieve this by leveraging our branded delivery and

innovation lifecycle across four Practice areas focused on

Social Investment, Social Learning, Social Wellbeing and

Social Impact Branding.

TIN Client activities and our people are aligned to one of

our four Practices, where we innovate (in our physical

and digital environments) and develop (within our

community-powered training programmes) while

owning projects and driving outcomes (sponsored by our

local place-shapers, voluntary, education, and enterprise

partners), as well as connecting collaboratively, working

cross-practice and sharing knowledge and skills (through

our Global Intrapreneur Society capacity and resources)

on key engagements.

We provide a comprehensive and integrated suite of

services that empower our Clients to ask questions and

solve challenges relevant to their social impact or

innovation approach. Our tools and services have been

designed to address the range of Client requirements

and requests we receive from start-ups, digital

marketing, innovation, and wellbeing and impact

research analysis.

1Discovery and Ideas

2Plan and Incubate

3Deliver and Prove

4Evaluate and Improve

5Showcase and Scale

7TIN ON... CANned Learning

TIN ON...

CANnedLearning

The landscape for communities and thosespecifically tasked with owning social andwellbeing outcomes is moving faster everyyear towards a commissioning, rather thana delivery, role as the impact of fundingcuts creates challenges that they areunable to resource, transform, or solve.

This reality creates the need for a new paradigm, which,

in this new environment, creates the need for

collaborative ownership of social transformation which

we believe requires an innovative, as well as a

commercially sustainable approach ultimately owned by

everyone in the local community. To achieve this,

corporate-style rigour and speed in creating standards

and governance, as well as a repeatable and scalable

mechanism for growing (designing, planning, and

proving) innovative solutions to achieve social wellbeing

outcomes, must be fused with the local volunteers’

obsession and dedication to the cause.

This fusion can be delivered through developing and

leveraging the leadership capacity, tools and resources of

a local network of community and business leaders who

are:

• informed and commissioned by the local place-shapers;

• aligned with the economic aspirations of the local and regional area;

• as well as empowered and funded by the localgovernment through the Local Enterprise Partnerships,Councils and Community Budget mechanisms

CAN Do Future

We have big plans for the future as you would expect.

Our model for scaling community-based social

transformation can be seen within our Smart Social

Village (SSV) which seeks to encourage traction with our

‘prevention and cure’ model, which leverages our

Community Ambassador Network (CAN) to deliver

scalable social impact with the most deprived

communities.

Our SSV CAN approach is based on two key areas of

focus:

1 Establishing a locally-focussed sustainable UK

CAN – we will create 5 regional hubs in areas of high

need (utilising the Index of Multiple Deprivation),

which will provide access for our CAN Members and

those within the CAN IMPACT Partner Ecosystem, to

the tools, resources, and learning modules, as well as

hosting showcase events, and become the gathering

point for the CAN LDP alumni network.

2 Delivering our structured, proven, and scalable

community-centric CAN LDP (Leadership

Development Programme) – the design of the CAN

LDP is based on an existing format (see Image 1.

Responsible Leadership Programme) which has been

developed in partnership with Aston Business School

with a sole purpose to train corporate mentors who

wish to get involved in accelerating social outcomes

by utilising their skills to support community projects.

Because we have embedded our ‘social innovation and

community outcomes delivery’ lifecycle approach

within the Curriculum, we will ensure that the key

behaviours required by the delegates are reinforced

and test-driven in practical scenarios to achieve

quantifiable social outcomes throughout the

programme, rather than as a useful by product.

The 5 regional hubs will be in areas of high need in the:

NW (Manchester), NE (Sunderland), Midlands (Digbeth),

SE (Tottenham) SW (Swindon), which will operate as the

focal point for each local community network.

Working with the local place-shapers (LEP, Council,

Schools & F.E, NHS and the Police) where we have many

existing and established relationships we can leverage,

we will source and establish a ‘CAN Hub’ providing

access to a physical (see e.g. in Image 2. Telford Business

Growth Hub) and digital environment (see Image 3.

ProFinda social collaboration platform) where training

and showcases can be delivered, as well as access to the

tools, resources, and learning modules.

We believe this physical and digital ‘gathering place’ is

essential to mitigate a number of the risks inherent in

balancing often competing priorities, whilst working

within the complex community stakeholder

environment to drive social outcomes and also running

your own business. We know from members of the team

who have real experience as social entrepreneurs, and as

BITC Business Connectors, that it can be a tough and

lonely place to be without having the ability to leverage

an available network which can readily provide the

physical, emotional, and resource support for those

individuals who require it.

The establishment of these CAN Hubs builds in a

sustainable mechanism for establishment and leverage

of the CAN LDP Alumni to support their peers. The

recruitment ‘call-to-action’ utilises digital community

crowd sourcing methods which enables the self-

selection of the regional CAN Hub which Members feel

provides the necessary accessibility, as well as alignment

to others within their business sector or geographic fit.

Wellbeing in a TIN

We hope you like what we are doing and how we are

going about it, so much that it strikes a strong social

chord with you. Why? Because we altruistically and

commercially (you get that don’t you?!) want your

individual ideas, energy and skills, or for your

organisation to collaborate, fund or sponsor a new

initiative which matches your next generation CSR

strategy or your operational talent ambitions (such as

social mobility, STEM apprenticeships, or leadership test-

drives.) so we can showcase how you are making a real

and tangible difference to local lives and wellbeing. Join

us. The wellbeing waters are fine!

Alex Cole – Chief Innovation Officer

Tin Smart Social

8 TIN ON... CANned Learning

Image 3. ProFinda social collaboration platform

Image 2. Telford Business Growth Hub

9TIN ON... Hearts and Minds

TIN ON...

Hearts and Minds

We have four towers. These services underpin who we

are and what we do and from the top of those towers

we have a clearer view of the shifting social landscape –

the relationships and connections we need to make; the

conversations we need to have; the ideas we need to

share; the networks we need to be a part of and the

social and cultural norms which facilitate commerce,

that we need to influence and develop, to create social

impact.

The world won't wait much longer. We urgentlyneed robust businesses that prove that you dogood by doing well. And we need seriously toraise the bar for the mostly lame corporateresponsibility efforts, which are fig leaves tocorporate depredation.Margaret Heffernan – The Bigger Prize

“”

TIN ON...

Social Investment

10 TIN ON... Social Investment

ADVISORY SERVICE

• TAS Reports provides Clients with in-depth political,

economic, social, technological, legal, and

environmental (PESTLE) data relevant to their target or

existing business sector that allows them to access in-

depth data and analysis that can inform development

of social impact and wellbeing strategies, value

propositions, and sustainable socio-commercial

models.

• TAS Digisheds enables Clients to access and leverage

our proven incubator environments (powered by the

ProFinda digital [enterprise, community, time-bank]

platform) and toolkit at the appropriate stage of their

social innovation lifecycle to accelerate generating new

ideas (ideation), selecting successful models

(incubation), growing a proven approach (proof-of-

concept), and then testing and improving in multiple

geographies (scaling), before a full roll-out

(industrialise).

• TAS S&G provides assurance resources which reduce

risk for investors, and entrepreneurs during fundraising,

M&A, or scaling of delivery programmes by providing

access to our Standards and Governance Advisory

Board specialists, resources, and processes.

11TIN ON... Social Investment

Advisory engagements in 2015 included working

with GCG changeworks (Good Careers Guide) and

with Capgemini / Lloyd’s Register.

GCG CHANGEWORKS

Who are they – GCG is a dynamic social enterprise led

by Lord Ralph Lucas (The Good Schools Guide). TIN has

been the delivery partner and has worked alongside the

leadership team to develop their proposition, profile and

position in the careers guidance marketplace.

What was the challenge – The vision for GCG is to

change the way work works by providing connections –

both online and physical – between individuals,

organisations and the information that they need. We

will know that we have been successful when we have:

• Achieved measurable youth wellbeing and fulfilment

impact outcomes, provided to the Global Youth

Wellbeing Index to add to their data

• Enhanced employers' ‘careers readiness’ with GCG's

Careers DNA corporate reviews process.

• Connected employers with career explorers and career

seekers through GCG's Aviator platform. To have

improved and increased digital inclusion, localised job

matching, diverse talent pipelines, social mobility and

employee social action

• Delivered local, scalable GCG Careers Circle

ecosystems with repeatable careers showcases based

on a multi-stakeholder shared service model, staff

rewards and recognition; local governance and project

audit measures

• Captured and analysed data to achieve insight,

collaborating with partners to deliver commercially

sustainable research and innovation that will inform

policy and help employers engage with career seekers

as part of their talent management strategy

How did we solve it – The GCG offer is built around

three integrated brands: GCG Aviator, GCG Careers DNA

and GCG Careers Circles.

GCG Aviator is a web platform that gathers, evaluates,

rates and shares careers information using innovative

technology to provide a simple and engaging experience.

Aviator is free for all to use – individuals looking for

careers, parents, teachers and advisers as well as

employers, universities and others in the careers space.

GCG Careers DNA operates as a ‘critical friend’ to

employers, helping shape their appeal to the millennial

generation to deliver a diverse talent pipeline. It also

supports sector champions, embedding skills and

capability at targeted locations within SMEs, large

corporates and supporting organisations.

CHANGE THE WAYWORK WORKS

12 TIN ON... Social Investment

GCG Careers Circles offer place shapers, service providers

and employers an easy way of connecting with pupils,

career seekers and schools, to help them discover how

they might best deal with the challenges that they face.

Impact and outcomes – Our collaborative approach has

culminated in the imminent delivery of the first GCG

Careers Circle in collaboration with Telford and Wrekin

Council (Development, Business and Employment). This

has consolidated the GCG offer as it has moved into its

funding phase, which ends in December 2015.

This Positive Destination curriculum-based engagement

aims to inspire and encourage young people to get

excited about careers opportunities and also support

teachers with collateral and extended resources and

insight into local employers’ recruitment needs. The

Circle makes vital connections between students and

employers, bringing them closer together, but opening

up a world of possibilities to broaden and develop the

local skills base, align employment strategy with the

local further education agenda and to identify routes

into work via further academic study, apprenticeships,

targeted vocational training, volunteering, education and

enterprise initiatives and work experience.

In this case, hard to reach students on modified

timetables, will have the opportunity to develop, test-

drive and assess their employability and ‘ready for work’

credentials and realistically match their talents to the

specific demands of local businesses, or focus on

entrepreneurial opportunities.

The distinctive and widely shared attitudes andbeliefs of this generation will slowly, but surely,reshape corporations in its image and end theconfrontational and bottom-line oriented worldthat Boomers and Gen Xers have created.Morley Winograd and Dr Michael Hais

“”

13TIN ON... Social Investment

LLOYD’S REGISTER AND CAPGEMINI

Who are they – Lloyd’s Register (LR) is a global

engineering, technical and business services organisation

wholly owned by the Lloyd’s Register Foundation, a UK

charity dedicated to research and education in science

and engineering.

Connecting science, safety and society.

What was the challenge – To underpin Lloyd’s

Register’s (LR) vision to be known as a leading supporter

of engineering-related research, training and education,

making a real difference in improving the safety of the

critical infrastructure for modern society, they promote

scientific excellence and act as a catalyst working with

others to achieve maximum impact.

How did we solve it – Through a series of workshops

throughout 2015-2016, TIN has been working with

Capgemini and Lloyd’s Register to help define a well-

articulated shared business vision for LR’s future

customer-centric mobile applications and help identify

and shape the team to deliver the ‘future of mobile’

strategy.

Impact and outcomes – In this collaboration, our social

imprint on the engagement is helping to fuse the

application of new science and technology to future-

proof clients’ businesses, with the activities of the Lloyd’s

Register Foundation. With their mission to protect the

safety of life and property, and to advance transport and

engineering education and research, the Foundation has

an important role to play in meeting the challenges of

today and the future. Through grant making they aim to

connect science, safety and society by supporting

research of the highest quality and promoting skills and

education.

Using our Triple Win (WIN3) approach, based on the

IMAGINE methodology, we are acting as facilitative

change consultants to improve cross-functional

collaboration and generate an innovative ideas pipeline –

enabling disparate groups to gain a better understanding

of their colleagues’ work practices and challenges from

across the wider business context, to deliver joined-up,

customer-critical solutions.

14 TIN ON... Social Learning

TIN ON...

SocialLearning

LEARNING IMPACT SERVICE

• TLI Design provides Clients with our proven curriculum

design capability which allows them to access existing

or bespoke community powered learning tools and

resources that can inform development of social

impact and wellbeing strategies, value propositions,

and sustainable socio-commercial models.

• TLI Telligensia enables Clients to access and leverage

our proven learning and wellbeing environments

(powered by the ProFinda digital [enterprise,

community, time-bank]

platform) and toolkit at the

appropriate stage of their

social learning and wellbeing

lifecycle to accelerate

generating new ideas

(ideation), selecting successful

models (incubation), growing a

proven approach (proof-of-

concept), and then testing and

improving in multiple geographies

(scaling), before a full roll-out

(industrialise).

• TLI GIS provides leadership resources which reduce risk

for investors, community place-shapers, and enterprises

during planning and design, resourcing, or scaling of

delivery programmes by providing access to our

Standards and Governance Advisory Board specialists,

resources, and processes.

In the TIN Smart Social Telligensia Academy, we have

developed a range of learning engagements and

curriculums for aspiring social leaders and mentors

(Responsible Leadership), social intrepreneurs

(Global Intrapreneur Society – GIS), careers

seekers and the unemployed (Positive

Destinations) and entrepreneurs (Digistart)

– all delivered within our digital/social

hubs – Digisheds – community spaces

where people learn to be employable,

enterprising and socially innovative.

TIN ON... Employability

TIN ON...

Employability

DIGISHEDS

Launched inSeptember 2014 as aCommunity InterestCompany, Digisheds isa tailored employer-ledcore skills development

programme to provide thoughtful,empathetic care and uncover and matchthe skills of the long-term unemployed,across categories – including the Black,Asian and Minority Ethnic Groups (BAME);women; Work Programme Completers; theover 50s, those not engaged in educationor training (NEETS); care leavers and thehomeless – to employers’ specific jobneeds.

Digisheds was initially developed in collaboration with

Capgemini, Business in the Community, the Department

for Work and Pensions, Brixton Job Centre and a number

of other partners. We have valued, and continue to value

their support, their experience, their interaction, their

shared knowledge and also their passion for wanting to

make a real difference.

In Brixton, young people and NEETS, particularly BAME,

lacked a voice, aspiration, role models, targeted

engagement, knowledge of what makes them

employable and knowing about opportunities, so there

was, and still is, a clear need to help, to explore, to

support, to challenge, to change, to be there for people

and connect them with the organisations and employers

who can help them reach a positive destination.

With the support of Brixton Job Centre Plus, where we

are based, each programme ran for 13 weeks; 4 in the

Jobcentre with an intensive personalised curriculum

designed to:

• Build confidence and support and promote emotional wellbeing

• Demystify the steps required to enter the world of work

• Introduce delegates to employers

• Uncover skills, strengths and ambitions

• Prepare the long-term unemployed for interviews and presentations

• Get them back into the world of work or facilitating progress into enterprise

15

16 TIN ON... Employability

When compared to other UK and internationalequivalents, the Digisheds programme appears to beunique in terms of its ambition, scope, innovation andreach…delivering an innovative curriculum which isoverwhelmingly well received by stakeholders.Professor Simon Bell and Dr. Elaine Wedlock (The Open University)

“”

17TIN ON... Employability

(see Social Wellbeing Brixton case study).

From constant evaluation and refinement, input from

delegates and ensuring up-to-the-minute relevance of

content, this has now evolved into the two tier

programme, Ready to Change and Ready to Work. They

are essentially similar programmes but are tailored to

different entry levels and delegates who learn at

different speeds.

The Ready to Change curriculum is aimed at individuals

who have some personal preparation work to do before

they engage at the Ready to Work level. They may have

been out of the employment world for some time, have

specific barriers to learning, or need some extra support

to build their confidence.

Ready to Work takes the learning to a new level but

covers the same core components. For illustrative

purposes the Level 1 programme is outlined below.

From the Digisheds Employability Programme baseline,

we have also created the new Positive Destinations

programme (see Social Wellbeing Telford Case study).

18 TIN ON... Responsible Leaders

RESPONSIBLE LEADERSHIP CURRICULUM

The Telligensia Academy Certificate in Responsible

Leadership, delivered by Aston Business School in

collaboration with Aston Business Assessments, is

focused on developing responsive, reflective and

enterprising social innovators, mentors and trainers who

can champion the CSR/citizenship culture and deliver

proven CSR value back in their own businesses and

create sustainable social impact out in the wider

community. It’s for individuals who know leadership,

know change management; know how to conceptualise,

experiment and reflect; know how to motivate and

manage....but don’t necessarily know how to bring all

those great things together to create social impact.

This pioneering programme, delivered over 5 months,

draws together best practice – and invents new practice

– to help delegates channel their knowledge and

experience to encourage a culture of authentic and

sustainable social innovation in their organisations.

Delegates also define and develop their personal

leadership brand within their organisation and create

and drive sustainable change through an innovative

social impact curriculum. Their project work may be

linked to our employability programmes with the long-

term unemployed (Digisheds); with hard to reach

students in under-represented groups (Telford and

Wrekin Council) who need to be inspired about careers;

with returning servicemen (The Warrior Programme) and

ex-offenders and on local projects that they, personally,

feel passionate about and where they can make a real

difference.

They can continue to use their empowered leadership in

a broader social enterprise ecosystem too (TIN Smart

Social Villages):

• To coach, train and mentor individuals on their own

personal and professional development journeys

• To be recognised and rewarded for their ‘Responsible

Leadership’ through ProFinda – a next generation

collaboration and connection platform, impacting

culture, efficiencies and revenues

• To become a social intrapreneur and take their

expertise to the next level through our Global

Intrapreneur Society – and turn their thinking into

doing.

We held the first pilot for Responsible Leadership in July

2015 and continue to be surprised by the delegates’

passion for engagement, collective responsibility and

action and their commitment to developing their

leadership power and potential for wider social good. It

highlighted that in the programme title, the emphasis is

firmly on the word ‘Responsible’! The curriculum has

continued to evolve with our own Director of Studies

working in collaboration with Aston University and Aston

Business Assessments and now has a number of entry

level points for individuals and organisations.

Aston Business School is one of less than 1% of business

schools in the world to hold “triple accreditation” from

AMBA (UK), EQUIS (Europe) and AACSB (USA). Aston

Business Assessments (ABA) is a specialist occupational,

work and organisational psychology company, providing

research-led, simple and accessible assessment solutions

for business. ABA is led by Professor Stephen A. Woods

PhD CPsychol; Professor of Work and Organizational

Psychology at Surrey Business School, and a Chartered

Occupational Psychologist. Steve is known for his work

and research on psychometric and personality trait

assessment, and recruitment and selection, which he

publishes in scientific and professional journals, scholarly

books, and at national and international conferences.

TIN ON...

ResponsibleLeaders

19TIN ON... Responsible Leaders

The concept of social transformation – a perspective, a passion anda set of behaviours that puts the wellbeing of society at the centreof things in order to drive growth, is the way forward. The leaderwho learns to embrace social transformation and deliver socialinnovation is one who stands up and stands out – one who caresand commits, one who challenges and changes. These leaders arepivotal to community cohesion as they create and preserve theconditions that allow innovation to thrive in their businesses andwho are able to take that innovation (and the power of theirorganisation) out into the community for others to embrace, engagewith and benefit from. It’s not about authority, it’s about attitude.Terry Hodgetts – Director, Centre for Executive Development, Aston University

“”

20 TIN ON... Social Innovators

GLOBAL INTRAPRENEUR SOCIETY CURRICULUM

We have been buzzing about the potentialof social intrapreneurs – like-mindedprofessionals working together to developsocially impactful projects and skills-basedintellectual property beyond theircorporate roles – for quite a while.

We could see the value for professionals to be able to

leverage the resources and capability of their host

organisations to underpin their brilliant social

development concepts, to achieve positive local and

global outcomes.

In GIS, which is steadily and stealthily building we are

building a learning community of intrapreneurial

pioneers who’ve been leading this quiet revolution from

behind their desks for a while and who are now focused

on the social impact projects and challenges that are

close to TIN’s heart. Social intrapreneurs have access to

methodology, resources, tools and platforms in a safe,

collaborative space and they can chat about the latest

news from the social innovation landscape to see what

needs to be done. And then, do it. Our GIS community

can be recognised for their work (through Profinda) or

stay under the radar, but their impact resonates

everywhere.

Throughout 2015 we had a planned series of social

events. We invited audiences of professionals to bring

their experience, expertise, two new social impact ideas

and two ‘in-flight’ concepts to the table and the group

decided which concepts to develop using our Triple Win

(WIN3) approach, based on the Imagine methodology.

As well as networking and collaborating (and enjoying a

great social evening), the process pinned down specific

issues and tasks which were produced as a prioritised

plan for the 'idea originator' to take away.

GIS will generate a membership based network which

will operate as an innovation incubator and accelerator

aligned to corporate sponsors and funders who can

provide people, resources and their own social challenges

to the group to solve.

The Global Intrapreneur Society is for people who want

to smash through convention and make a difference

from their mainstream corporate role, collaborating,

creating and communicating to find solutions to

problems facing communities and societies.

• Incubating or accelerating high potential and ‘in-flight’

social enterprise initiatives

• Creating corporate changemakers and social innovators

• Developing a powerful collaborative network of

business partners and sponsors

• Galvanising commitment to societal change

• Supporting innovative social enterprises

• Enhancing CSR from within, creating more socially

responsible companies

• Generating metrics for future success

TIN ON...

SocialInnovators


TIN ON...

Our CAN IMPACT Ecosystem

21TIN ON... Our CAN IMPACT Ecosystem

PROFINDA

Our work is all about community, connection,

collaboration and conversation (aligned to actually

getting the right things done at the right time and with

the right motivation of course), so Profinda is an obvious

environment for us to be part of. It’s the next generation

workplace. Knowledge is power, but shared knowledge is

more powerful, so it’s a space in which our TIN Smart

Social community can share what we know and the

people we work with can ask for our help with specific

challenges. It pulls together the individual and collective

expertise and experience everyone in the TIN ecosystem,

it helps us to work as an integrated team, so we can

easily identify social impact opportunities and match

talent to tasks – knowing that the skill and the will are

there to meet them.

It socialises and improves our business practices. And we

like things with the words ‘social’ and ‘improve’ in them...

Responsive, reflective,enterprising socialintrapreneurship is atthe heart of businessand community success.“ ”

22 TIN ON... Entrepreneurs

DIGISTART CURRICULUM

Digistart is a curriculum for futureentrepreneurs to develop their concepts inbusiness accelerator spaces withinDigisheds. We provide access to advice,courses, tools, techniques, training andexpertise from world-renowned academicand professional services organisationswith all the knowledge and insightentrepreneurs of all ages need to helpthem launch their enterprise.

They can incubate their idea, working with our team,

partners, and other new entrepreneurs to develop value

propositions, launch them in their chosen market, and

start to generate a sustainable revenue stream. They can

accelerate their idea with access to the TIN ecosystem

of collaborators to quickly and effectively create a

proven model to showcase their new capability and

package it for scaling across a wider geography or

multiple markets. And to do that fast. They can scale

their business. When they are ready to transition from a

small to medium-sized capacity, Digistart can connect

them with our Enterprise Partners so they can safely

deliver their value propositions into new markets

without the usual risks.

TIN ON...

Entrepreneurs

DREAM. DEVELOP. DO.

23TIN ON... Social Wellbeing

EDUCATION, HEALTH AND WELLBEING SERVICE

• TEHW Impact provides clients with our proven

localized social outcomes capability which allows them

to access existing or bespoke community powered

health, education, or wellbeing tools and resources that

can inform development and delivery of social impact

strategies, value propositions, and sustainable socio-

commercial models.

• TEHW Community enables Clients to access and

leverage our proven Wellbeing environments (powered

by the ProFinda digital [enterprise, community, time-

bank] platform) and toolkit at the appropriate stage of

their social wellbeing lifecycle to accelerate generating

new ideas (ideation), selecting successful models

(incubation), growing a proven approach (proof-of-

concept), and then testing and improving in multiple

geographies (scaling), before a full roll-out

(industrialise).

• TEHW SSV (Smart Social Village) provides access to

our physical and digital SSV ecosystem and leadership

resources which reduce risk for investors, community

place-shapers, and enterprises during planning and

design, resourcing, or scaling of delivery programmes

by providing access to our Standards and Governance

Advisory Board specialists, resources, and processes.

TIN ON...

SocialWellbeing

24 TIN ON... Employability and Enterprise

The cost to the Treasury of unemployment averagesaround £8,000 per unemployed person per year, a figurethat includes lost tax revenues to government (around£3,000 per person-year) as well as the direct costs ofunemployment and other benefits. BRISTOL UNIVERSITY

“”

TIN ON...

Employability and Enterprise

25TIN ON... Employability and Enterprise

Digisheds has been a huge success for TINSmart Social and has generated significantinterest, particularly around somestunning outcomes.

DIGISHEDS COST TO THE DWPCOST PER PERSON £250.00

(ADDITIONAL COST OF £416.65

FOR A POSITIVE OUTCOME)

DIGISHEDS DELIVERSDIGISHEDS DELIVERS MORE THAN £7K

SAVING (85%) PER PERSON

£666 vs £8K

JOB OUTCOME RETENTION 100% • 25.8%OF DIGISHEDS COMPLETERS

HAVE STARTED JOBS

• 9.5%OF DIGISHEDS COMPLETERS HAVE GONE INTO EDUCATION/TRAINING

• 4.22%OF DIGISHEDS COMPLETERS ARE WORKING PART-TIME

• 7.37%OF DIGISHEDS COMPLETERS HAVE GONE ON TO VOLUNTEER

• 4.22%OF DIGISHEDS COMPLETERS HAVE GONE ONTO OTHER BENEFITS

Great outcomes. But room to improve. In lots more

Digisheds, across London and the UK.

26 TIN ON... The Ready to Change Curriculum

• The programme lasts for 4 weeks for each cohort of 20

delegates. The delegates will be from mixed client

groups, including; Work Programme Completers, NEETs,

BMEs, Lone Parents, and 50+

• Although a set curriculum, there will be flexibility built

in to the delivery of the programme to accommodate

individual needs as they arise, and leveraging different

employers or additional services when applicable.

• The delegates will be encouraged to practice

communication and teamwork throughout each

workshop, asking questions and seeking answers as

they learn. Delegates will be encouraged to make use

of their creativity, with opportunities to present and

share with the wider group throughout the week –

enhancing self-confidence and boosting social skills.

In the Discovery phase, delegates discover their identity,

values, passions and beliefs and how these are

influenced by and constructive to their individual

communities. This session sets the tone for the whole

Employability programme experience. It is important to

create a safe, fun and effective environment that will

allow the delegates to get the most out of the

experience. It is important that they feel comfortable

and play an active and primary role in discovering their

career paths/job aspirations.

In the Values phase delegates get to understand what

they are looking for in an employer, a manager, colleagues

and the working environment with the intention of

helping them understand how their own expectations and

values align with those of the organisations where they

work or wish to work. It also allows the delegates to

reflect on their personal values and assess whether they

live those values in day to day life.

In Unconscious Bias, delegates discover how implicit or

unconscious bias can affect their relationships with

people and environments by their brains making quick

judgments and assessments of people and situations

without them realizing. It gives them the opportunity to

reflect on how unconscious biases are influenced by

their background, personal experiences, societal

stereotypes, and cultural environment, helping them be

aware of their full impact and implications.

Through the Emotional Intelligence session delegates

get to understand the importance of developing their

ability to identify and manage their own emotions and

the emotions of others both in their personal and

professional lives. They will test their current levels of

Emotional Intelligence and practice both active listening

and social skills.

The Change Wheel session looks at 7 different areas

(Finance, Health and Wellbeing, Administration,

Qualifications, Personal Brand, Communication and

Motivation) of the delegate’s lives and asks them to give

a number between 1 – 10 on where they feel they are

now. This is plotted on a chart that gives them a wheel.

Delegates then give a number between 1-10 of where

they would like to be in each area and we look at

SMART tasks that can help move the delegates number

towards their goal.

The curriculum is rich, diverse and provocative providing those

attending the programme with many opportunities to confront issues

and construct personal strategies to enter the jobs market. This diversity

and systemic approach appears to be attractive and highly productive.

Professor Simon Bell and Dr. Elaine Wedlock (The Open University)“ ”

TIN ON...

The Ready to Change Curriculum

DIGISHEDS EMPLOYABILITY CURRICULUM – BRIXTON

27TIN ON... The Ready to Change Curriculum

In our TRIPLE WIN (WIN3) session we use innovative

tools and techniques to ‘un-pack’ an individual’s

perceived and ‘real’ blockers. Perceived blockers include

lack of self-belief and confidence, ‘real’ blockers include

learning difficulties, mental health conditions, poor

communication skills or job application techniques. The

session will aim to set the scene for each individual to

own their current situation and know that their future

does not have to be dictated by their past. Each

individual will share what they feel comfortable with to

the rest of the group and a community of trust and

familiarity will start to shape within the cohort.

Delegates will be encouraged to depict their future in a

rich and detailed way before labelling the picture with

the actions they would need to take to make it their

reality and the blockers that may be stopping them.

The ROADMAP TO WORK session starts the delegate’s

personal development plans or Roadmap to Work.

Delegates will be taken through an innovative exercise to

build their professional development plans aligning their

current talents, characteristics and skills with their

identified career/live vacancies. At the end of this session

delegates will have a good idea of what they will need

to do, and when, to be ready for their dream job –

including what jobs/training/education will create the

stepping stones along the way.

CV AND COVER LETTER sessions focus on the job

application process. Ensuring all CVs and cover letters

are up to date and of a high standard. Delegates will be

encouraged to think about how they ‘package’

themselves on paper using the outputs captured during

the previous sessions.

They will also be taught to think about how their CV

and Cover letter is a reflection of themselves.

INTERVIEW PREPARATION is led by the facilitator and

delegates can explore ways to prepare for an interview

including dress, company research, interview etiquette,

body language and other pitfalls of interviews.

MOCK INTERVIEWS allow delegates to attend ‘mock

interviews’ with a variety of different interviewers,

including employers. They go through several different

styles of interviews and are given constructive feedback

after each.

At the SHOWCASE stage, delegates are put into groups

and given a choice of social issues to solve that may be

relevant in their community at the moment.

As a group they use the Triple Win (WIN3) technique to

assess the issue as they see it now and what the

solution maybe, form that that then offer a possible

business that could offer a solution.

Delegates are also given a business plan model to follow

that is used to assess the feasibility of their business

model. Delegate groups will present their solution to

prospective Employer.

The ASSESSMENT CENTRE level is designed to get

delegates to understand the selection process through

an assessment centre day, testing skills that aren't

necessarily accessible in a traditional interview. Assessors

score their actions against competency frameworks

through various tasks and activities. At the end of the

session, delegates are given constructive feedback on

their performance.

APPLICATION DAY will enable delegates to have a one-

to-one conversation with a recruitment specialist

exploring prospects of suitable work placements and

reviewing their CV and Cover letter/s. Job descriptions

and offers are available for them to apply and

technological devices are provided to facilitate their job

searching.

The programme was transformational for me because I think that it was designed

with the job seeker mind-set in mind. I have attended a few workshops, trainings on

CV production but nothing compared to Digisheds. I like the fact that it was well

structured and fitted my learning styles (visual + kinaesthetic). The public speaking

was memorable – in my case it challenged me to deal with some ongoing issues

that I know that I have to address now. It was sort of a breakthrough.

Kalifa – Digisheds delegate

“”


PAULA’S STORY

When I first came into the Digishedsspace, I wasn't sure that was the rightplace for me to be. With an up to date CVand considering my interview skills werepretty good, I didn't know how thosepeople could help me to get any HR jobwithin London.

Although this sector was not where my dream job

would be placed, it was where my work experience and

skill set fitted. Or that is what I thought. Fair

enough. I just wanted to go out of that ‘signing on

stuff’ and get a job ASAP.

My high levels of self-confidence and esteem

started to go down after a while looking for work.

Maybe I wasn't good enough. Maybe I should

come back to Spain and try something else over

there, where I probably would have more possibilities to

get back into employment as I had a great network. But

let’s give a last chance to the UK, I thought. Let’s try this

Digisheds employers-led programme.

So this is me last February, a bit confused, walking

through the door and meeting those jobseekers who

would be my companions during three days a week for

the next four weeks. What did I find within the Digisheds

space then? A different way of thinking that creates a

win-win result. The delivery trainer presented herself on

the first day. Her professionalism and enthusiasm

elevated my Digisheds experience from just being in a

place where you can be helped with your CV and

covering letter to an inspiring social hub where big hopes

and dreams may come true. Where you really become

smarter.

The first day we had some discussion regarding our own

values and its relevance to be aligned with those of the

companies we wanted to apply for. As a social

psychologist, I have to admit that this both impressed

and attracted me. I felt like this programme wasn’t just

about finding a job. Digisheds was definitely people-

oriented. They did care. And they cared about a lot of

things: my personal wellbeing, my ability to find my

preferred career choice and the suitable environment

where all this could emerge. And same with everyone else

in the room. Something magical started to involve us.

After one week enriching each other's lives with

insightful activities and already having loads of food for

thought, I impatiently waited for the next Digisheds

session to take place. I needed a bit more of direction for

next steps and already felt really comfortable with my

fellows there.

As I said at the beginning, HR was just the field where I

thought my capabilities set would fit. But it wasn't my

real dream or the big picture I've always wished for in

my life. I wanted to be able to help people more than

just processing some paperwork in a corporate

environment. I wanted to motivate and empower

individuals to be able to unlock their potential, to

achieve that common goal, something that looks easy

on the paper but is a big thing in the real world. I would

like to deliver something that had a positive impact on

their lives. That was my thing. The right thing to do.

Doing the ‘right thing’ was something I had listened to

quite a few times since being in the Digisheds space, as

that is what they are actually into: doing the right thing.


There were lots of challenges to face, but also loads of

beautiful emotions in an enjoyable experience with not

just the trainers but everyone else in the group

supporting me. When delivering the final presentations

to our particular Dragon’s Den panel, we had already

became a proper working team. You wouldn't believe

how much all my fellows, who seemed a bit worried at

the beginning (a few of them shy, another few scared of

public speaking) shone that morning. But I can say that’s

true. I was there. And many more were: cameras,

employers from big companies, successful business men

and women, staff from DWP…. That wasn’t an easy

audience to impress. But we did impress them.

Digisheds is a very unique experience, different from

anything else I’ve done before. It is about passion,

enthusiasm, happiness and well-being. So when TIN

asked me afterwards if I would actually be interested in

joining the team and becoming a Digisheds trainee to

deliver the programmes, I could barely believe it. Were

they telling me that I would be part of this fantastic

space where people help each other to achieve their

goals? Yes, I know. It might seem to be a bit idealistic

but, trust me, Digisheds works. I’ve felt it within my soul.

You’d easily guessed my answer: a loud ‘Yes!’

I was now empowered and determined to create my

dream job within Digisheds and TIN. Digisheds had

provided me with the tools to do it and gave me a

direction to think outside the box. I was empowered to

do what I really wanted to do and to get where I truly

wanted to go. And I was already there.

Almost ten months after you can look at me: I cannot

be more satisfied with my work. I love to be part of the

team and contributing to that 100% retention for the

Digisheds delegates who have gone into work shortly

after finishing the programme. I am one of them and so

proud to be! I absolutely believe in what we do: not just

good, but trying better.

Digisheds has definitely helped me to re-discover

something I’d just forgotten through my employability

journey (while my level of self-confidence decreased): If

you believe you can do something, and you work for

that, you can get it. It doesn’t matter what it is’. And

since I’m with them I’m sure this isn’t the last time I’ll

say this. Thank you so much!

The feedback from the participants on the programme and the change in

them from Day One is remarkable to see. They say how different the

programme is to others they have been on and the way it goes about

addressing their barriers with finding the right type of work which is

really important. They way that it builds the participants confidence in its

own unique way is crucial to making them feel better about themselves

and takes them that extra step nearer to finding employment.

Margaret Gianotti – Employer Services Team Leader – Brixton Job Centre Plus

“”


TELFORD AND WREKIN CAREERS CIRCLE POSITIVE DESTINATION CURRICULUM –

TROUBLED FAMILIES AGENDA

The Careers Circle in Telford providescurriculum-based engagements to delivertailored careers support for students andyoung people at all ages and stages oftheir career journey.

We inspire and encourage young people to get excited

about careers opportunities and to underpin the local

further education agenda to identify routes into work

via further academic study, apprenticeships, targeted

vocational training, volunteering, education and

enterprise initiatives and work experience. Young people

can develop, test-drive and assess their employability

and ‘ready for work’ credentials and realistically match

their talents to the specific demands of local businesses.

An integral part of this is also supporting teachers with

collateral and extended resources and insight into local

employers’ recruitment needs.

Our Approach

We really want to use our skills to make a difference to

young peoples’ lives and to their career prospects. Our

focus is on creating positive pathways to a brighter future.

Working with young people on modified timetables

within the Careers Circle and having real conversations

about their hopes and dreams, will help us to better

understand their behaviour dynamics and to work with

them to create a more positive experience around the

issues of progression into work. We expect anything and

everything.

The first TIN cohort, in which we will be delivering a

Positive Destinations employability programme to the

Troubled Families agenda, is being developed in

collaboration with Telford and Wrekin Council, to support

students on modified timetables, who need extremely

tailored personal support to meet a deeper and broader

spectrum of personal, behavioural and social challenges.

Key behaviours we are covering include:

• ADHD

• ASD

• BESD – behavioural, emotional and social difficulty

• ODD – Oppositional defiant disorder

• NLD – Non-verbal learning difficulties

• PD – Physical disability

• Speech and language disorder

• Low numeracy

• Dyslexia

• Substance and Alcohol abuse


The four key stages of our Positive Destination

curriculum – Discovery, Foundation, Engagement and

Assessment/Showcase (where young people will be

working on live local business challenges, provided by

local employers in the Careers Circles):

• Focus on developing the skills, talents and attitudes of

students to achieve a specific goal

• Broaden their aspirations for the world of work and

match these with career options

• Build career knowledge and share the information they

need about the ways into work

• Equip them with tools and techniques to manage and

promote their ‘personal brand’

• Deliver insight into what employers really want and

need from them

• Develop the confidence, capabilities and pathways to

help them achieve their ambitions


Social impact credentials are not just a ‘nice-to-have;they are a true cost of doing business in today’s andtomorrow’s economy.“ ”

TIN ON...

Social ImpactBranding

33TIN ON... Social Impact Branding

INNOVATIONS AND COMMUNICATIONS SERVICE

TSIB helps to build, grow and engage a vibrant

community through social impact branding for

organisations that communicates the value of purposeful

social innovation attributes and underpins reputation.

• We create a brand communications framework for the

organisations we work with, to share and promote the

value and benefits of the social impact and innovation

strategies, propositions and work that they are

engaged with and to determine when and where to

engage most effectively.

• TSIB Thought leadership helps organisations to develop

their universal social innovation platforms to enable

them to lead dynamic conversations and stay ahead of

the curve. Thought leadership and shared knowledge

creates equity resulting from those interactions. Social

currency is measured by examining affiliations,

advocacy, sense of community, exchanging information

and other related indicators.

• TSIB Marketing and media relations support and

promote by successful engagements across all services

and are driven by the need to celebrate success. The

service is developing to offer a complete range of print

and digital solutions, partnering with our clients to

create impactful collateral and campaigns that stand

out among the competition – web, digital and social,

print and infographics, events and environments, video

and merchandise.

• TSIB Employee Engagement – Employees can be an

organisation’s most trusted and impactful brand

ambassadors. An engaged and positive workplace

drives business performance by increasing innovation,

strengthening collaboration and influencing reputation.

We work with clients on internal social impact brand

communications to transform the workforce into an

army of advocates, to build strong ‘socially aware’

citizenship and a wellbeing focused culture internally.

34 TIN ON... Social Impact Branding

CHANGE THE WAYWORK WORKS

CAREERS C IRCLE AVIATOR CAREERS DNA

35TIN ON... Social Impact Branding


DREAM. DEVELOP. DO.


36 TIN ON... The Future

TIN ON...

The Future

TIN ON... The Future

Not just seeing what goodlooks like, but being whatgood looks like.

We would like to thank everyone who has collaborated,

advised and supported us in the past year. We never

envisaged that we could have come this far, this fast.

It has been an incredible year.

We are really looking forward to a number of innovative

collaborations in the coming year. We will be growing

our ecosystem and contributing to the success of other

social enterprises working to create and combine

sustainable business models with a clear social purpose

and demonstrating that this can be done in an

innovative, impactful, accountable, fair and inclusive way.

We’ll be on exciting and challenging pathways with

leading organisations. We will help to build CSR profiles,

making them real and relevant; helping more of the

long-term unemployed into worthwhile work; inspiring

students about careers in technology; creating digital

apprenticeships; delivering social impact branding;

supporting community enterprises; guiding young

entrepreneurs; collaborating on next generation talent

sharing; and many others, who will collaborate to bring

the TIN Smart Social Village vision to life – and to a

community near you.

The future looks bright. We’ll see you there. One Year on....

“ ”

“ ”

37

+44 (0)7808 169034 | [email protected]

Documents

TIN ONE YEAR ON