Supported EmploymentA model for a partnership strategy, which will enable people with disabilities to achieve sustainable long-term employment and businesses to employ valuable workers. There are numerous barriers that people with disabilities face as they seek to achieve equality in our society. Among the most daunting, are discrimination, fear, ignorance, prejudice, accessibility, and equal rights to service. The concept of social inclusion seeks to overcome these barriers. Important elements of the concept are the individuals right to self-determination, access and equal opportunity in employment. AfSE has produced definitions of some of the terms used, such as support and employment. Government policy is shifting to encouraging a vision of equality, and social inclusion within our community. Dignity and self-determination are universal values and should apply universally: to all disadvantaged groups including people with disabilities. The traditional perspective based on individual limitations is beginning to be challenged by widening the range of opportunities, experiences, supports and guarantees in regard to individual rights and social inclusion. We believe that work plays a pivotal role in defining an individual's quality of life and must be an integral part of a person's overall life experience. If we agree to these values then our practices must reflect them. We need to develop innovative processes that support employment as an achievable goal for people with disabilities just as it is for non disabled people in our society. The aspect of social inclusion that we focus on in this model is employment. The model holds the social inclusion vision at heart and points to ways we can develop effective supports for people with disabilities in real jobs. Real jobs means that the terms and conditions for people with disabilities should be the same as for everyone else including pay at the contracted going rate, equal employee benefits, safe working conditions and opportunities for career advancement. We believe in activating the drive within the individuals, towards self-realisation and the expression of skills and talents. We also believe that co-workers will discover the desire to support the participant in their development (it is a very rewarding experience to contribute towards change in another person). We see a role for harnessing goodwill, energy and talent of ordinary people in ordinary work places to the goal of securing career progression for disabled job seekers. We will show employers that the participant represents added value to the workforce. People who have disabilities are a worthwhile investment and it is sound business sense to support and develop people as valuable resources. Supported employment guarantees the transfer of ownership or power to the person with disabilities, offering advice and support in order to make the decisions regarding future employment opportunities. This fundamental change in the relationship between individual and service provider means that the traditional methods of evaluating eligibility or employment 'potential' will have to change. We will identify the most 'natural' ways in which we can support people with disabilities in employment, working in partnership with employers and all concerned. Supported employment is developed from this vision and value base. We believe the model expressed in this paper is a comprehensive strategy. It will develop self-determination, effective support, social inclusion and the opportunity of long-term sustainable jobs that will have a positive effect on an individual's quality of life. The Model
This model has at its heart the notion that anyone can be employed if they want paid employment and enough support is provided. The model is a flexible and continuous process, designed to meet all anticipated needs. The model is equally applicable to supporting job retention. The ethos of supported employment services is the development and integration of adequate mechanisms to secure long term sustainable employment. Vocational Profiling:The first element of a successful job match is the vocational profiling or "getting to know you" process. Here we identify the aspirations, personality, individual skills, former experiences and job interests of the participant. Information is gathered, and key stakeholders are brought together as partners in the process. We establish positive relationships, build trust and mutual confidence in each other's abilities. This process directs the practical job finding action, initiates desire and belief of people in the process, and makes it more likely that we find a high degree of job match. The information gathered points to the type of occupation that best suits a participant's skills and preferences. Occupational choices may be further enhanced in the following ways: Visits; to see jobs and experience different work environments, Shadowing; see a job in depth, ask questions and consider the particular requirements, Sampling; carry out particular jobs over a short term with training support. The final decision rests with the participant and the employer. It is people who ultimately determine the success of the job-match. Job Marketing:The second and crucial element is the job marketing process. This guarantees people overcome the recruitment and selection barrier. The aim is 'employment and training' rather than 'training then employment'. This means that a participant gets a job from the beginning. By doing this we overcome the "job readiness" obstruction. It makes the training relevant. It increases people's motivation significantly because they see from the beginning that they are employed. Job Analysis:Once we secure employer commitment, the job analysis takes place. This checks out any assumptions made in the job description and thoroughly investigates the job on offer so that we can describe all its aspects and those of the work place, including health and safety. Although it is common practice for employers to set out the basics of a job for new recruits, it is not common for detailed analysis of the job and environment to be carried out. People with disabilities may be unfamiliar with working environments and therefore, it is important to look at all areas of work to determine whether extra assistance or alteration to working practice or environment is needed. The degree of match becomes more accurate and the analysis is verified against the personal profile. The job analysis might point towards ways of fixing together parts of job descriptions that suit the workers' talents, or creating new job descriptions that suit the worker and are cost effective for the employer. One of the outcomes of a job analysis is to make sure that the worker's and employer's needs are met. Employers must be equal partners in the process and it is essential to establish positive relationships, focussing on their business needs and delivering a service that meets them. Work Support:The fourth element is the actual job support and assistance. The analysis ensures that support is properly considered and justifiable. This means support is individually tailored and targeted where it is needed most ensuring a cost effective use of resources. Goals are recorded following the SMART principle: specific, measurable, achievable, realistic, and time-bound. Specific: a series of ordered steps required to reach the productivity, quality and social standards required by the employer. Measurable: the goals have been written in a way where the outcome can be measured. For example, "to do well" is not measurable. Achievable: the goals are within the capability of the individual. Realistic: the goal is related to the job tasks the worker is carrying out. Time bound: the goals will be reviewed at an agreed time. Using SMART goals will mean that trainers will be clear when the required standards are reached. Goals will include the steps required for the social inclusion of the participant into the social life of the workplace.
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