The document discusses a personnel- and workplace-oriented approach to job coaching called the Ratko model. The model aims to find jobs for people with disabilities by working directly with employers to understand their job needs and customize roles. It involves assessing both the job requirements and the skills of the job seeker to find good matches. Workshops are held with employees to define core tasks and design new roles. Research is being conducted to evaluate the effects of the model on diversity management, job well-being, and integration of new employees. Preliminary results found the model helped create long-term partnerships that benefited employers, employees, and job seekers.

2. Finding jobs for people with
disabilities in cooperation with
employers and personnel
Pauli Leinonen, Minna Tarvainen
Ville Villberg
hosted by:
In association with:

3. • 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

4. Job coaching: Tailored to the individual or
Aimed to meet the demand?
Job
Workplace
Job seeker
Job seeker
Jobs
Workplace
Person-oriented approach Personnel- & workplace-
oriented approach

5. Contacting employers
What 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

6. 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.

7. Process of the Ratko model
Workshops
Definition 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)
Induction
Job 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

8. Highlights from the workshops

9. 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

10. Results of the workshop are beginning to
group together…

11. 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…

12. Videos

13. 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?

14. 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 Life
Skills to Work -project http://www.rinnekoti.fi/en/home

15. Results and benefits of the Ratko
model

16. 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

17. 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

18. Intervention research
Preliminary results

19. Research question 1
Outi Hietala:
• What kind of meanings and interpretations
are given to the Ratko model in various work
communities?

20. 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?

21. 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?

22. Video Interviews of the researchers

23. 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.

24. 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