“ Improving Diversity through

Supported Employment ”

Finding jobs for people with disabilities in cooperation with

employers and personnel

Pauli Leinonen, Minna Tarvainen Ville Villberg

hosted by:

In association with:

• What is the aim in job coaching?• Personnel- and workplace-oriented approach• Process of the Ratko model• Highlights from the workshops & cases• Results and benefits of the new approach• Research findings• Summary

Overview

Job coaching: Tailored to the individual or Aimed to meet the demand?

JobWorkplace

Job seekerJob seeker

JobsWorkplace

Person-oriented approach Personnel- & workplace-oriented approach

Contacting employersWhat is the motivation in the initial contact?

Job coach: • focus on individual clients:to find jobs that a) can be performed by and b) meet the expectations of the clients• immediate job placements • no time to work together with the personnel

Employers in large companies:To find: • ways to prove social responsibility• easy and reliable ways to recruit (no time to process open job applications)• employees who are eligible to wage subsidies• employees who are willing to work small hours

How to:• reach job seekers with disabilities• find good & reliable matches• manage labor induction• explain and motivate SE to the personnel

How is the contact made?

Person-oriented approach:

• contacts immediate supervisors , heads of departments etc.• brings up wage subsidy etc. • brings up the strengths and motivation of the customer• brings up possible limitations in work capacity/ needs for accommodation• discussions that concern accommodations etc. are held in private

• May work well with smaller employers, who often search for “the right personalities”.

Personnel- and workplace-oriented approach:• contacts the company’s management, the head of HR, etc.• solution selling = creates room for discussion and dialogue• focuses on the jobs/ tasks• tries to find as many jobs as possible / as needed by the company• offers to help in diversity management, labor induction etc.• in cooperation with the personnel: define available jobs etc.

• Tailored for large companies that need overall solutions.

Process of the Ratko model

WorkshopsDefinition and tuning of core tasks & new

job design

Assessment of work requirements and job

profile (with IMBA-Melba -tool)

Assessment of skills and competences of a job seeker (with IMBA-

Melba -tool)

InductionJob coaching

Marketing to management,

supervisors and staff

Motivation, volition:• values, responsibility

• interest, need• sense of

capacity

Coaching

(Organisational culture)

Competence of work community and organization

Diversity

Compatibility

Job tailoring (if needed)

Coaching

Training

Highlights from the workshops

Job design or tuning

• When do you feel you are doing your core tasks?

• Precentage of working hours spent concentrating on core tasks/ spent doing something else?

• What would you like to decrease/ increase in your work?

Core tasks

Core tasks after design or tuning

Results of the workshop are beginning to group together…

Different kinds of tasks for different kinds of workers…- Assistant- Assistant in the art work shop- Cleaner- Kitchen help- Secretary- Doorman…Common plan in the end

of the workshop.Decision to recruit kitchen

help in 6 months…

Videos

Implementation of corporate responsibility: Case Rinnekoti Foundation

• Finland’s leading research and healthcare service provider for people with developmental disorders.

• Founded in 1927. Social enterprise since 2014: “Promote inclusion for people with disabilities”

• A will to set an example: Not only the number of employees, but also the level of support, inclusion in the workplace and influence in the society

• How to define a statement of principles that reflect good Supported Employment practice for enterprises?

A good learning environment for everyone: • Organize training & discussion sessions for the personnel• Assess job demands in different kinds of jobs• Assess work skills to enhance job placement and recruitment• Offer chances for apprenticeships, work trials etc. Provide sheltered work settings that serve mainly as starting points for SE:• An onward course towards employment is taken whenever possible• Workshops are used for skills evaluation • Working without pay only temporarily e.g. during work trials

Provide support for finding employment:• Different ways to find employment: job coaching, the workplace-oriented

approach, private employment service, favoring individuals with disabilities for purposes of affirmative action in hiring

• Take SE in account in competitive bidding: favor service providers that employ people with disabilities

Principles of Good Working LifeSkills to Work -project http://www.rinnekoti.fi/en/home

Results and benefits of the Ratko model

The Ratko model options to the employer

• The employer may choose a suitable option ( “sizes” S, M, L or XL)• The model can be used for: employment,

return to work and coping with work support.

• Implementation of corporate responsibility• Increases workplace diversity

Benefits of the Ratko model to the employer

• Job analysis & assessment of the working environment Job fitting

• Improves focusing on main tasks (smarter work division)

• Improves work motivation and job well-being

Intervention researchPreliminary results

Research question 1

Outi Hietala:

• What kind of meanings and interpretations are given to the Ratko model in various work

communities?

Research questions 2

Aulikki Sippola:

• What kind of effects the Ratko model has on human resources management?

• How to instill the new approaches and procedures caused by the Ratko model by means of diversity management?

Research questions 3

Markku Riipinen:

• Does the Ratko model cause any changes in coping and wellbeing at work?

• Does the Ratko model promote adaption of a new employee to work or work environment?

Video Interviews of the researchers

Summary of the Personnel- & workplace-oriented approach:

Large companies are interested to hire, but need help.

Employees have the best knowledge of the jobs and are willing to help, using the Ratko-model.

Worthwhile to create long-term win-win-win situations.

Results of the project in figures(Ratko project 2012-2015)

• 38 persons employed (persons with disabilities or partial work ability)• 14 placements• 9 companies 2 of the largest amusement parks in Finland 1 municipal employer (Ylöjärvi)• 20 work communities• 23 job analysis of them 18 customized to the tasks• The model has been presented in 25 conferences