A COLLABORATIVE MODEL OF JOB DEVELOPMENT FIVE BEST PRACTICES
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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!