Business to business networking event promoting effective supported internship partnership schemes for students with learning difficulties or disabilities.

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Welcome

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EmployAbility – An introduction

3. 3
Achieving paid employment
Good potential
but
ONLY 7%
Reach paid employment

4. Why change is so desperately needed –
A rich source of hidden and untapped talent
7%
45%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
14 15 16 17 18 19 20 21 22 23 24 25 26
LDD
Disabled
Non-Disabled
33% gap & 4x more
likely to be lifetime
unemployed by the
age of 26
10x more likely to be
lifetime unemployed if
LD (5x if ASD)
Everyone considers earlier
work experience essential

5. EmployAbility – Our Mission
Providing supported internships
for students with special
educational needs to build their
confidence, develop skills, raise
aspirations and provide steps
onto the career ladder
BIG IMPACT - LOW COST 5

6. 6
Partner with
Special
Schools
Provide
Supported
Internships
Job Coaches
funded by
Government
“Employment
ready”
recruits
Our EmployAbility model

7. Key characteristics
7
- It needs no full time employee(s) managing the
programme
- It is all about partnerships – schools, your business
departments, your supply chain, local employers,..
- Job coaches are the hub of the model – provided by
our partner schools and funded by Government
- It turns disability from an area of ‘reserve’ into one
where colleagues feel the personal reward for helping
interns develop – the ‘feel good’ factor
- It delivers real results
- It provides untapped talent

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Special School’s Perspective

9. “When you have special needs doors close. This
has given us the opportunity to show that we
have got skills”
9
“I never dreamt that I could be so successful.
For the first time in my life I am treated like
everyone else. No one here judges me, they just
recognise my talents”
“This programme gave me hope, confidence
and self worth. Now I earn my own money and
feel like a man"

10. Changing Lives
Team Leader for Pathways to Employment
0-25 SEND Unit, DfE

11. Good business sense
• 6.5 million
• 6%
• £213 billion

12. Benefits to economy
• £5.4 billion
• £1 million

13. • Financial independence
• Confidence
• Better health and well-
being
• Friendships
• A chance to succeed
Impact on young people

14. Supported internships
1. Time at employer’s premises
2. Further English & maths
3. Job meets real business need
4. Support through job coach

15. Government support
• £5 million for local authorities
• Access to Work

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Our story
How we started -

17. Flashback moments –
An unprecedented journey of minds and hearts
Stuart, Jane &
Round Oak
Amanda &
Nathan
Claire, Mark,
Nick & RUHB
New year
ambitions
Taurai & Jonny
– first fruits 17
Disability
confidence
Sustainability
& Growth
Changing
individual
lives
Delivering
outcomes
e.g. 70% paid
employment
Changing
enterprises
Outcomes

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Master Class – I
Business Sponsor’s Perspective

19. Business Sponsors Perspective
 Supported internships support managers too
 Well-planned work programmes
Job coaches lead to low demands on line manager’s
time
 Mutual benefits
Inspirational for the host team to contribute to (and
experience) intern’s development
Lifts engagement and gives benefit to the team
 Identify potential suitable roles for interns once they
have graduated
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Master Class – II
Delivering the ambition – our model in action

21. Our strategy – replicating
Employability across a wide
network to make a REAL
difference offering 000’s of
life changing opportunities

22. Using a model for action…
Engage Schools
Disability
Awareness
Training*
School Visit Induction
Work Inspiration
Week*
Business
Engagement
Taster Day
Parents Visit
Placements with
support of Job
Coach
Paid Employment

23. …..to develop relationships,

24. …..that deliver life changing opportunities,

25. …..for students and employees,

26. ….to discover their talents,

27. …..and achieve their goals.

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Master Class – III
The Role of the Job Coach

29. Role of the Job Coach
 TSI (Training in Systematic Instruction) to help the
intern learn the job
 To help the department select suitable jobs
 To support the interns and department throughout the
placement - this makes the line managers job easy
29

30. Role of a Job Coach
 To monitor progress, compile a professional portfolio
and arrange reviews
 Paid by school/college and Government through
“Access to Work”
 To resolve any issues as they arise
 To help the intern, with the business, find paid
employment
30

31. Job Coach Funding
 Employers do not pay for Job Coaches
 Job coaches are employed and paid by school / college
 School / college applies for Access to Work funding
(Government)
 Access to Work funding can be accessed by intern
once in employment to fund support whilst learning new
role
 Access to Work is provided where someone needs
support or adaptations beyond the reasonable
adjustments which an employer is legally obliged to
provide under the Equality Act
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Master Class – IV
Interns Career Path

33. Pertemps Intern Career Path Programme
Supporting the BTEC study course
and National Grid placements

34. Introductions
Pertemps are very proud to be involved with the EmployAbility
programme and to be able to support with the delivery of the
Intern Career Path Programme.
National Grid have successfully managed to integrate the interns
into their teams and we have been blown away by their
enthusiasm and confidence.
EMPLOYABILITY OFFERS A BRILLIANT ENTRY POINT INTO THE
WORKPLACE.

35. Pertemps Intern Career Path &
External Recruitment Search
* Placements
* Career Path
Future Vacancies
Internal review:
* HR BP’s
* Current placement
managers
External Network:
Supporting companies
Pertemps Network

36. Placement 1:
Sept to Dec
Placement 2:
Jan to March
Building
Relationships
Placement 3:
April to July
CV
Letters
Applications
Agencies
Interviews
Overview:
July
External
Engagement:
Searching for
jobs
Pertemps Intern Career Path: Timings
August &
September
PAID
EMPLOYMENT
IDENTIFYING
SKILLS
INTERNAL
APPOINTMENT
PARTNER
APPOINTMENT
EXTERNAL
APPOINTMENT

37. Integration: Pertemps & Job Coaches
Pertemps
Job
Coaches
Pertemps
Career
Path

38. Relationship
Building
Preparing a
CV
Writing
covering
letters
Completing
application
forms
Recruitment
agencies
Preparing
for an
interview
Interview
observation
Mock
interviews
Searching
for a job
Pertemps Career
Path Programme
BTEC Course Units
Unit 26: Preparing for
a Work Placement &
Unit 18: Building
Working Relationships
with Colleagues
Unit 27: Learning from
Work Placements
Unit 5: Searching for a
Job
Unit 7: Preparing for
an Interview & Unit 8:
Interview Skills

40. Career Path Feedback
1) Can you please briefly tell us about how you feel the career
path programme has helped you?
2) What new skills have you learnt?
3) What’s the one thing you’ll take away as being the most
useful or interesting?

41. Closing Statement
“We understand how difficult it can be for some
young people to find jobs and careers, so it is vital
that they are given the right support. Internship
programmes such as this, provide valuable training,
support and work experience. We urge you to get
involved – the benefits are huge”

42. Place your chosen
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Visiting Interns in their ‘Workplace’

43. Place your chosen
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Helping you get started - Vital ingredients

44. Vital ingredients masterclass –
How to get started from a business perspective
1
Ambition
& Appetite
– You are
here!
Contact
local school
/ college
2
Communicate
& engage with
colleagues
3
Volunteer,
enterprise day,
work experience
4

45. Making change happen – So why aren’t more
people and businesses making change happen?
 Is the effort really worth it?
 DISSATISFACTION – Really do get
it & willing to do something about it?
 DESIRABILITY – See the clear and
compelling individual, societal and
business-benefit case?
 DISRUPTION – Can see a way of
making it work that actually creates
enterprise value
 “The No.1 Barrier to employing
disabled people is fear and lack of
knowledge by line managers”
The Beckhard & Harris change
formula is a concise way of capturing
the process of change and identifying
the factors that need to be strongly in
place for change to happen:
= Change
= Level of DISSATISFACTION with
the status quo (7%)
= DESIRABILITY of proposed
change or future end state (70%+)
= Practicality of the change
(minimal risk and DISRUPTION)
= ‘Cost’ of changing
Change readiness

46. Six sequential / predictable concerns and
some of the most frequently asked questions
1. Information – What is the change;
Why is it needed; What is wrong
with the way things are now?
2. Personal – How will it impact me?
3. Implementation – What do I do
fist? Second? Third? i.e. How do I
make it happen?
4. Impact – Is it really worth it?
5. Collaboration
6. Refinement
Some of the most frequently asked
questions:
 How much does it cost?
 What will I need?
 How does it work?
 Where can it go wrong?
 Who can help me?
 What are some of the vital
ingredients?
 These slides together with a FAQ
information factsheet and other links to
really useful reference sites is available
for you via the web address on the back
of your delegate badges
 www.employabilityletsworktogether.com
Predictable Concerns Information for early adopters

47. Our particular journey – What was going on
from an internal / external perspective
CSR agenda provided the foundations
Used this to build partner relationship
Business strategy & challenge
Finding & seeing best practices
More effective strategy & ambition
Piloted Supported Internship Scheme
Sustainability & Growth
 CSR Community &
Business Enterprise Days
 Work experience
 Unfulfilled ambition &
growing partnership
 Researching & seeing
best practices together
 Ambitious partnership
 Formed EmployAbility in
Warwick
 Opened in Hinckley &
showcased externally
Internal External
2012
2014

48. Our particular journey –
Some of the vital ‘must have’ ingredients
Seeing is Believing
Strategic Fit & Ambition
Founding Partnership
Stakeholder Engagement
Building Momentum
Focus in on Outcomes
Sustainability & Growth strategy
SECRETS OF SUCCESS
 When we look back over the last
few years, its hard to believe just
how successful we have been in
such a short space of time:
 A handful of the right ‘can-do’
people and CSR foundations
 External factors; partners and
best practices
 Combined with a truly compelling
business case which made it
really easy to gain approval and
highly rewarding/engaging for
staff
 We are now making considerable
progress towards our ambition of
becoming a more diversely talented
workforce that reflects the
communities in which we operate

49. Vital ‘must have’ ingredients –
How do I…?
• Visit EmployAbility or Project Search to
‘see it and get it’
• Leave here determined to make similar
changes happen in your organisation
Seeing is Believing
• Raises your level of ambition for better
outcomes (for all concerned)
• Provides more effective enterprise
strategies – Why wouldn't you?
Strategic Fit and Ambition
• Need to find an equally ambitious Post-
16 Provider and form partnership
• Work together to build relationship
Founding Partnership
• With first cohort of students, parents
and teachers, key enterprise leaders
and staff
Stakeholder Engagement
• Form project/operating teams
• Follow proven standard operating
model and approach
Building Momentum
• Remove barriers and focus in on Paid
employment and other outcomes
Focus in on Outcomes
• Protect the new ‘hidden talent’ pipeline
and plan for growth
Sustainability and Growth

50. Finding the right partner school or FE college
 Schools/FE Colleges are a really important part of the picture
 Across education there is a shared drive and passion to provide more work
based learning opportunities for students
 They are inspiring and resourceful people, with the complementary skill-sets
necessary to achieve a real breakthrough in terms of education-employment
outcomes by working in partnership with businesses
Working together
 Building these relationships - Encouraging some of your staff to get to
know them better (e.g. by working with them on community or business
enterprise days) is a good first-step
 Strategic thinking together – Working in partnership you could develop a
supported employment strategy that involves your own business e.g. looking
at different supported employment options, different pathways and best
practices, what could you both offer?
 Un-locking hidden talent – Partnership work will help your business to
benefit from hidden talent that will enrich your business

51. Our structure and governance
51
Exec Sponsor
Site Leads from
the business
Volunteers
(Business)
Job Coaches
(School/College)
Co-EmployAbility
Lead (Business)
Co-EmployAbility
Lead
(School/College)
Provides c £10-12k pa.
funding through
“Enabling” budget
EmployAbility
Management
Group
EmployAbility
Site Team (per
Site)

52. What do you need?
52
A room in which to
base the job coaches
and interns
Management lead at
each site
Job coach uniforms Executive or senior
sponsorNetwork of sponsors
providing placements
(including your
supply chain as
appropriate)
Communications
lead raising profile in
business
Laptops/PC for job
coaches (& interns if
appropriate)
“Doers” – for example, graduates
or mentors who will lead activity
such as arranging ‘taster days’
Partnership with HR to agree open interview
process for vacancies etc.

53. What does it cost?
53
Our initial 2013/14 pilot-year budget was zero (managed to start with
nothing), whereas for 2014/15 our ‘growth and sustainability’ budget was
£10k:
This seems a small investment to make for such a big and long-term
returns (individual, societal and business enterprise value)
• It is however possible to run with smaller budget e.g. Take out
conferences and ceremonies reduces cost to ~£5k
£1.5k Uniforms/clothing
£1.5k Work Inspiration Week
£1.5k Opening ceremonies (catering) – Solihull and Wokingham
£2.5k Graduation ceremonies (including appreciation awards)
£0.5k Promotions, publicity, leaflets etc.
£2.5k Events and conferences = £10k in total

54. What can go wrong?
No pain
There can be set backs but these have
been small scale e.g.
• Interns can need life-work coaching
(minor deviation to code of conduct)
• Very occasionally an intern can find
it ‘too much’ being in the workplace
• It is very important to be aware of
interns medical conditions
No gain!
• More diverse and enriched
workplace – more reflective of the
communities in which we operate
• Bonds and brings teams together
• Lifts employee engagement
• Hidden talent who really appreciate
the opportunities
54

55. Resources available on our website
www.employabilityletsworktogether.com
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A copy of the
Internship model
A copy of the
Standard Operating
Procedures

56. Resources available on our website
 Preparation tasks for Job Coaches
 Application Form
 The Code of Conduct
 How to set up a placement
 Onsite Calendar
 Offsite Visit Procedures
 Intern Handbook
56
www.employabilitylets
worktogether.com

57. Five key ‘take-aways’ from the conference
Increased level of ambition & belief that things can be much better in
terms of paid employment (hidden talent) outcomes & creating value
Find the right people (no more than a handful of disability champions)
who have the personal passion & drive to make change happen
Finding the right school or FE college partner(s) is vitally important to
your success – start speaking to some of them & find the right partner
Link an effective supported employment strategy to your own
business strategies
Focus on delivering sustainable outcomes & promote growth