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The impact of strategies in Workstep on increasing progressions to unsupported employment Presenters: Pat Higginbottom ADM June Cramman HMI
| Date post: | 30-Dec-2015 |
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The impact of strategies in Workstep on increasing progressions to unsupportedemployment
Presenters:
Pat Higginbottom ADM
June Cramman HMI
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Background
DWP commissioned review
2 full-time HMI and 3 additional inspectors
Fieldwork from December 2008-March 2009
Inspection data used to identify relevant providers
21 Workstep providers visited
49 employers interviewed
80 participants interviewed
Interviews also held with DWP staff and BASE
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Providers
Range of providers to broadly represent the sector:
4 large national organisations
12 local authorities/councils
The remainder charities or companies limited by guarantee
Sample taken from across the country
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Methodolgy
Inspection reports used to identify successful providers or those who had identified strengths in increasing progressions/or with good management strategies
Team identified potential areas for investigation using CIF as basis
“Hypothesis” pro-forma created
Inspectors allocated case load mainly based on location
Inspectors contacted providers and followed up this phone call with a letter and a copy of the pro-forma
Providers completed the pro-forma prior to each one day visit
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What worked: a change in emphasis
Those providers with successful strategies had usually changed their management focus significantly to reflect the nature of Workstep – as opposed to the original supported employment scheme
Most providers had formal contract agreements with participants. They set out their expectations of participants with clear and timely routes onto and out of the Workstep programme
They used very effective vocational profiling to develop specific, job-related goals recorded in development plans with regular, negotiated visits to encourage progress
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What worked: employer engagement
Providers had very good relationships with employers enabling them to match the needs of the employer to that of the participants
Some providers used very good research to understand the demographics of the area – and how best to attract employers
Some larger companies have contracts with national employers and have become the “preferred recruitment agency”
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What worked: employer engagement
Advisers were skilled at matching participants to employers. They identified participants’ individual preferences and requirements very effectively, placed them with supportive employers and made regular visits
Work placements were well managed with time bound lengths of stay and good monitoring of progress. In the more successful providers, placements with voluntary organisations or charities were managed well to increase the confidence of the individuals. However, some providers placed too much emphasis on maintaining placement activity, rather that challenging participants to take up paid work.
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What worked: training and development
Personalised and genuinely individualised training, coaching and learning approaches developed personal, social and employability skills the most
Most training or coaching was given individually, but where some group work was used this worked very well
Detailed progress reviews were crucial in maintaining focus on progression into unsupported employment. Short term targets were used well to motivate and enthuse participants while ensuring that the long term aim of moving to unsupported employment was the main focus
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What worked: management measures
Good partnerships with both training providers and wider support agencies
Good recruitment of teams with a range of backgrounds and abilities who support each other well
High emphasis on information, advice and guidance with most either having or working towards MATRIX
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What worked: management measures
Good use of resources – both own and in partnership (Access to Work)
Very good partnerships with employers
Good quality improvement measures, including sharing of practice, peer review and improvement planning
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What worked: longer term strategies
Providers are developing strategies to overcome historic barriers to unsupported employment, like the advantageous work and pension conditions of some inherited workshop schemes
Some now have good partnerships with unions and employers to make unsupported employment more attractive, while protecting the participants rights
They offer alternatives like “job-carving” or are developing social firms
One large provider has changed its focus completely, with attractive shop-front premises in accessible locations
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What worked: longer term strategies
Where factories/workshops remain, providers are generally more focussed on giving good quality training to participants
Training is more job-related and increasingly challenging eg. Team leader training or project management
There is more emphasis on job rotation or on the possibility of promotion to challenge participants
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What worked: longer term strategies
Key workers are encouraged to train in information, advice and guidance and are active in getting participants in the workshops to think more widely about their career aspirations
In the current economic climate many workshops have been forced to diversify which has led many workers to change their roles or take on new responsibilities
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What is still not working:
Providers are still not using data well – particularly in monitoring participant progress or in using data to set staff meaningful targets, however in some providers this was used well and these providers had a clear management view on both progress of individuals and of progressions to unsupported employment on an ongoing basis. They were also able to begin looking at trends in their provision as a result and use this information for planning
The development of literacy, numeracy and language skills by providers is mostly less effective. Vocationally relevant skills for life training is offered in only a few providers and, at best, this is satisfactory provision.
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What is still not working
Some providers do not celebrate success well enough. Participants’ small steps to unsupported employment are not sufficiently recognised and in some cases, employers are not sufficiently aware of the potential and capability of Workstep clients
In most local authorities, developing the awareness of Workstep across the breadth of the councils’ departments has been insufficiently developed
The providers interviewed also felt that the funding model itself limited the success of working with particularly vulnerable groups such as school leavers or those coming out of the forces
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Summary
The survey found that Workstep is slowly becoming more successful in progressing participants to unsupported employment
Many providers have re-organised and re-focussed themselves to have a clear management focus on getting people into unsupported employment
Staff are focussed on progressions as their targets and conduct rigorous assessments with participants to match them well to jobs.
Reviews are frequent and highly concentrated on genuine progress
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Summary
Links with employers are used well to gain sustainable jobs for participants
Good long term strategies are being put in place to challenge clients in factory or workshop provision to move to unsupported employment
Provision in factories and workshops is improving with increased training and challenge for those in employment there
There are still issues to address, particularly in tackling job-related literacy, numeracy or language problems
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