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.
Stage: Grow a Social Enterprise
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.
This deep dive summarizes some key research and strategies on employee retention originally shared by Richard Hendra from MDRC.
In this deep dive, we cover one of the key components of an employee success program, retention policies.
This case study tells the story of how an employment social enterprise (ESE) defined goals, selected venture criteria, and used them to identify the ideal city to expand to.
This resource provides key operational, social, and financial criteria a social enterprise should consider when deciding how to grow. Social enterprise executive teams who are evaluating the potential of a growth strategy should review this resource and develop their own set of venture criteria.