This is a helpful resource for those seeking to better understand the terminology and concepts related to Employment Social Enterprises (ESEs) and the broader field of social entrepreneurship.
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Employee Success Program
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 models to 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
Social enterprises can integrate financial wellness programming, both as a business and as a workforce program, to further increase the financial capabilities of the people they employ
The evaluation, , is structured to address the general research question, How do social enterprises serve individuals with multiple barriers to employment?
One-on-one participant worker engagement (i.e., case management or coaching) is a collaborative process to guide and serve participant workers on their employment journeys.
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 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.
Job search and placement services meet when participant workers are prepared for and matched with permanent employment opportunities.
This document is a step by step guide to developing a logic model. There are six steps. Each step will have an estimated time it will take you and your team to complete. It is good practice to include people from your team responsible for programming such as on-the-job training, case management, and/or job placement.
Participant worker feedback refers to the formal process of gathering and responding to feedback from social enterprise participant workers, with an emphasis on equity, ease of use for decision-making, review by leadership, and continuous improvement.
After reviewing this resource and implementing it their own contexts, ESEs will be better equipped to design an environment that prevents drop-offs and to understand the factors behind retention trends.