Learn more about how to conduct a NPS survey and analysis, and see an example analysis output.
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Growing an ESE
Learn more about how to grow your ESE to new and sustainable heights!
Welcome to the pivotal stage of growing your Employment Social Enterprise (ESE), where your vision expands and the possibilities are boundless. This phase involves a strategic process of evaluating feasibility and crafting a comprehensive strategy for pursuing new avenues of expansion, each holding the potential to amplify your social impact.
Growing an ESE isn’t just about scaling up; it’s about making well-informed choices that align with your mission and values. These choices may include exploring new business lines, launching innovative products, diversifying your sales channels, establishing partnerships with government agencies, or expanding your reach into new geographical areas.
A thoughtfully developed growth plan is your compass in this journey. It empowers you to allocate your limited resources optimally, ensuring they are directed toward the most promising initiatives. It also equips you to analyze growth options from various angles, considering social, financial, operational, and organizational aspects. Importantly, it enables you to effectively communicate the rationale behind your growth decisions to key stakeholders, including your dedicated employees, board members, and valued funders.
In this section of our website, our comprehensive resources will equip you with the knowledge and tools to assess the requirements for your growth journey, from personnel and equipment to facilities, all while carefully considering the potential impact on your current operations.We understand that growth can be both exhilarating and challenging, and we’re here to support you every step of the way.
Welcome to the world of expanding possibilities and deepening impact. Your journey to grow your Employment Social Enterprise is not just about doing more; it’s about doing more with purpose. Together, we’ll continue to shape a brighter future for your organization and the communities it serves. Get ready to embark on this exciting adventure of growth and positive change.
Resources For Your Journey
This resource tailors its advice and guidance to early-stage ESEs, is designed with a “newly-onboarded COO of an ESE” in mind, and incorporates an organizational change management lens on operations improvement
REDF partnered with attorneys at Davis Wright Tremaine (DWT) to host a webinar highlighting the most important steps ESEs can take to stay in compliance with California employment laws. Understanding and complying with these laws is critical in preventing Labor Commissioner claims, class action claims, or PAGA (Private Attorney General Act) claims.
Recruitment and intake describes how a social enterprise markets its work, attracts new participant workers, gathers information from interested candidates, evaluates candidates for program enrollment and / or referral to partner organizations, and documents the process.
We've created a tool to help you evaluate potential, and even current, partner and customers, based on what is important to YOUR organization. This makes it easier to pursue, release, and/or keep a partner or customer to help you increase your impact!
Pricing strategy is how a business determines the ideal price of a product or service, informed by a range of factors such as business costs, competition, and customer value.
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
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.