Program fidelity refers to how closely a social enterprise executes its employee success program relative to planned activities, as well as the consistency in which it delivers program services across all locations and aspects of the social enterprise
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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
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.
In this deep dive, we cover one of the key components of an employee success program, retention policies.
Retention services are provided to participant workers who have graduated from an employment social enterprise’s program and transitioned to unsupported employment, such as job placement in a competitive employer or advancement within the social enterprise.
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.
In this resource, we outline key lessons we’ve learned from the 130+ ESEs we’ve supported that serve people with justice system involvement.
A theory of change and logic model are two tools that often accompany each other and are used to design, implement, and evaluate a program—in this case, your employment social enterprise’s employee success program.
REDF encourages ESEs to pay participants for their time spent during the job (OTJ) training. Here are things to take into consideration.
While employment social enterprises are designed to be supportive, providing trauma-informed care requires a transformational shift in mindset in order to effectively adopt trauma-informed practices in a genuine and effective way. Trauma-informed care cannot be provided without first understanding the impact of trauma and the ways in which individuals experience retraumatization when receiving services.