An Employee Success Program refers to the structured set of activities and services that employment social enterprises provide to their participant workers in order to remove barriers to employment, provide meaningful skills-building and work experience, and to ensure that workers are set up for long-term success in the labor force and lasting economic mobility.
The set of resources within the Employee Success Program section will help orient you to a) what Employee Success Programs are,broken down by its key elements, with examples of the types of structures and activities REDF typically encounters amongst its ESE community, b) how ESEs develop a theory of change and logic modelsto represent the flow of activities provided and the participant worker outcomes sought, and c) a range of tactical tools, templates, and best practices related to all aspects of ensuring long-term participant worker success.
All Employee Success Resources
Performance management is an ongoing process that helps build and maintain effective participant worker-supervisor relationships.
The table provides an overview of six different assessment tools that ESEs can consider using to understand the baseline needs of their participant workers and measure progress over time.
Read for more information on these important changes to SNAP and Medicaid, why REDF believes these changes are important for ESEs to be aware of, and additional tips on how to best support ESE workers.
It has become increasingly important that we be able to understand not simply that a program is a “good cause,” but rather that its social returns argue for increasing our investments in their work.
This deep dive will cover some of the key components to implementing an effective job readiness assessment process, as well as share a tool that can help you do so.
The participant worker’s “job readiness” can be thought of as the combination of three areas for professional and personal development: soft skills, hard skills, and personal readiness.
The tool establishes a threshold for essential skills and personal readiness for social enterprise employees ready to move into competitive employment. The standards are compelling because they are designed to measure workers’ on-the-job performance, rather than a measurement of inputs or test-based performance.
Founder Joe DeLoss shares with REDF his approach to employee recruitment and retention, and shares some best practices and lessons learned along the way.
Retention bonuses and earnings supplements support the employee supports strategy of incentivizing success by rewarding employees for the long term retention of employment outside of the social enterprise.
Service providers and program managers want to see their participants thrive on their employment pathway and record positive impact metrics on the effectiveness of their program. Social Enterprises can approach this phase in two primary ways: tracking and continued services.