Collaborating for Employment Success Barbara Dobson, Greg Lockwood, - - PowerPoint PPT Presentation

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Collaborating for Employment Success Barbara Dobson, Greg Lockwood, - - PowerPoint PPT Presentation

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Collaborating for Employment Success Barbara Dobson, Greg Lockwood, Chris Callanan and Susanna Gurr BCCDA Conference, Vancouver, BC March 5, 2018 The Employment Program of British Columbia is funded by the Government of Canada and the Province

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Collaborating for Employment Success

Barbara Dobson, Greg Lockwood, Chris Callanan and Susanna Gurr BCCDA Conference, Vancouver, BC March 5, 2018

The Employment Program of British Columbia is funded by the Government of Canada and the Province of British Columbia.

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  • BizHub – what it’s all about
  • Improving Client Engagement
  • How it worked in practice
  • BizHub and Staff Engagement
  • How it worked in practice
  • Launch of CDP Infographic
  • Lessons learned and what’s next
  • Questions and Discussion

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Overview

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Biz Hub Video

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What is Biz Hub?

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Biz Hub Model

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1) Create and support a collaborative network of individuals from

participating organizations to address issues that affect organizations in the employment services sector and to identify and implement changes. Biz Hub aims to both generate evidence and make use of already collected data to support its activities.

2) Share knowledge about what works and how organizations could adopt a

similar process. Information is shared primarily through the main and sub hubs, and also provide general information to the broader employment services sector.

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Objectives of Biz Hub

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  • Support Improvements
  • Evidence based solutions
  • Consistently achieved
  • Very low cost
  • Scalable

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Overall Biz Hub Goal

Theory

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Behavioural Diagnosis and Design Process

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How to Define the Issues

  • Activities involved in defining what a business entity does,

who is responsible, to what standard a business process should be completed, and how the success of a business process can be determined

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Define – Business Process Mapping

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  • Examine existing data
  • Understand the perspectives of staff at different levels of
  • rganization
  • Understand what is supposed to happen
  • Explore constraints and opportunities

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Diagnose – Why is This Happening?

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  • Encourage people to think outside the box
  • Innovation should be evidence-based and low cost
  • Tailored to the organizational setting
  • Tested, reviewed, revised, then implemented

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Designing the Innovation/Nudge

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E-A-S-T

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One Possible Framework for Designing Nudges The SIMPLER Framework S Social Influence I Implementation Prompts M Make Deadlines P Personalization L Loss Aversion E Ease R Reminders

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Sub-hub 1

CLIENT

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Connect Explore Identify issues Collaborate Implement Support

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Client Engagement is Both a Process and an Outcome

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  • Client engagement is a predictor of employment outcomes
  • A likely predictor of improvements in personal attributes

(e.g. self-esteem, self-efficacy)

  • Important to practitioners and clients
  • As a measure was a better predictor of employment success

than intervention hours

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In Biz Hub - Why Client Engagement Matters

Source CRW 2013: A project of the Canadian Research Working Group on Evidence-Based Practice in Career Development

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Defining the Issues - Mapping the Client Journey

No Yes

Needs more support Needs more support

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Two main bottlenecks 1) Clients not attending follow-up appointments

  • Not following through on employment plan
  • Staff had booked appointments

2) Clients did not appear to use or understand all of the information provided or available to them

  • Some clients did not use the information provided
  • Staff sometimes unsure how to support client information needs

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Diagnosing the Bottlenecks

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Current Situation

  • S

Social Influence

  • I

Implementation Prompts

  • M

Make Deadlines

  • P

Personalization

  • L

Loss Aversion

  • E

Ease

  • R

Reminders

S I M P L E R Framework

  • Reminders were already provided to

clients

  • Reminders provided via variety of

different media

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Designing and Testing the First Client Engagement Nudge

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Client Appointment Reminder Testing

Source: MDRC Webinar - Incorporating Behavioral Insights into Everyday Practices to Improve Program Operations – November 15, 2016

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Designing the Nudge: Personalizing the Reminder

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  • Standard reminders used for 1 week
  • Reminder script personalized and used for 1 week
  • Mix of methods used to contact clients
  • Phone
  • Text
  • Email
  • Cards
  • Data received from three employment centres

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Testing: Personalizing Client Appointment Reminders

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Results of Personalized Client Appointment Reminders

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10 20 30 40 50 60 70 80 90

Total attended *** Total rescheduled Total no-shows **

Client Engagement Sub-Hub: Personalized Contacts (%)

Pre N=258 Post N=303

Note: Statistically significant differences are indicated by asterisks: * P < 0.10, ** P < 0.05, *** P < 0.01

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  • Increased communication with clients - allowed more dialogue

regarding appointment dates and times

  • Staff liked the new scripts
  • Previous reminders contained less information (e.g. date and time
  • nly). New reminders included option to advise of any changes and

advised client of what would be discussed at their appointment.

  • Increased attendance at workshops attributed to personalized

contact

  • Fewer no-shows
  • Clients commented on friendly “invitation”

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Personalized Contacts: Observations and Comments

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  • Focus on all aspects of literacy
  • Literacy is about more than

just reading, writing and skills in mathematics.

  • Literacy includes the skills we

use in everyday and working lives that help us to make sense of the world and perform the tasks needed

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Bottleneck 2: Clients Understanding and Use of Materials

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Literacy Levels in BC

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  • Partnered with Decoda Literacy Solutions to develop a literacy

review

  • Process for organizations to identify and address literacy barriers
  • Aim is to improve the flow of information between client and

staff

  • Raise awareness of literacy issues
  • Raise comfort levels
  • Increase buy-in
  • Increase compliance

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Nudge 2 – Raising Awareness of Literacy in Organizations

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  • What is the overall literacy environment like?
  • What are the clients asked to do when they arrive?
  • What information do they see?
  • What information are they asked for?
  • What forms are they asked to complete?
  • What information is provided and how is it made available to

them?

  • What supports are available to support them?

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Literacy Questions for Organizations

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  • Reviewed how an organization communicated with its clients
  • Highlighted adults’ literacy needs
  • Systematically identified barriers in the delivery of services to

clients

  • Provided suggestions to improve client engagement
  • Helped organizations communicate in plain or clear language

with clients

  • Reaffirmed the practices already done well in an organization

Nudge 2: Literacy Review

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Nudge 2: 5 Step Literacy Review Process

1

  • Raise awareness about literacy needs in your Centre
  • Decoda staff visit and hold information session during staff meeting (20 mins)

2

  • Staff complete literacy review tool (maximum 15 mins)
  • Staff identify key literacy concerns

3

  • Decoda staff, Biz Hub representative and small number of staff walk through

Centre to review literacy practices (45 mins to 1 hour)

4

  • Decoda develops an action plan for each Centre

5

  • Each Centre reviews their action plan and implements improvements
  • CfEE documents changes and shares best practice with BizHub
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  • Helped staff better understand the needs of clients
  • Clients were better able to
  • read posters, pamphlets and other communications
  • complete forms
  • understand written instructions
  • The process was informative and useful
  • Staff are more aware of literacy issues for low-literacy clients

Organizational Benefits for Sub-hub 2

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NIEFS’s experience with the client appointment reminders

  • What was involved in taking part in the

client appointment reminder testing?

  • What was learned from testing the new

appointment reminders?

  • What changes did NIEFS make in the

short-run? Plans for other changes?

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NIEFS’s experience with the literacy review

  • What was involved in taking

part in the literacy review?

  • What was useful or relevant in

the action plan received?

  • What changes did NIEFS make in

the short-run? Plans for other changes?

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NIEFS’s overall experience with the Client Engagement Sub-hub

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Why staff engagement matters

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Sub-hub 2: Staff Engagement

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  • Belief in organization
  • Desire to work to make things better
  • Understanding of context and bigger picture
  • Respect for, and are helpful to, colleagues
  • Willingness to go the extra mile
  • Desire to keep up to date with developments in field

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Engaged Employees Have …

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  • Designed and conducted an organizational survey for staff

to explore what was working and what could be improved

  • Survey sent to all staff

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Bottleneck – Internal Communications

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  • Flow of information (internal and external)
  • Feedback from senior leadership/management
  • Volume of emails
  • Lack of face-to-face time with supervisors
  • Understanding career pathway

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Internal Communications Priorities

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  • Categorized email
  • Good morning email
  • Morning huddle
  • Staff Newsletter
  • Additional team meetings (i.e. Front Desk meetings)
  • Social message board

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Staff Engagement Nudges

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  • Innovations/nudges addressed specific concerns
  • Positive response from organizations and staff

How the nudges were useful

  • Contributed to reductions in meeting length/frequency
  • Reduced volume of emails sent to staff

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Did the Nudges Improve Staff Engagement?

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Some of business process issues explored by the group:

  • Training and certification courses and pathways that

contribute to success

  • Soft skills development
  • How to invest in the strengthening of staff capacity with

limited time and money

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Sub-hub 3: Strengthening Staff Capacity

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Why an infographic?

  • Need for a tool to clearly communicate information about

the CDP profession, especially to potential new staff

  • Provides clear, concise and useful information to engage the

conversation

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CDP Infographic

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CDP Infographic

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  • Reflect on what is and is not working
  • Identify best practices
  • Think outside the box
  • Adapt and tailor innovations
  • Implement and test nudges based on evidence

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Lessons from Biz Hub

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  • Sub-hub #4: Employer Engagement
  • Biz Hub information, project resources and reports are now

posted to www.cfeebc.org/research-innovation/biz-hub.

  • Additional presentations

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What’s Next

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Our Advice is

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Questions and Discussion

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