Uemploy: Consultancy for Employment Inclusion

Scheme Manager Training Manual

Welcome

Welcome on the

UEmploy: Consultancy for Employment Inclusion

Scheme Managers Training Program

Course of the UEmploy Scheme Managers program

09.00 - 09.45 Introduction of the scheme

09.45 - 11.00 A profitable Language Communication Audit Scheme (A benchmark)

11.00 – 11.10 Break

11.10 – 13.00 Scheme manager activities

13.00 – 14.00 Lunch

14.00 – 16.00 Scheme manager activities (continued). Next steps (project plan)

16.00 – 17.00 Closing the day

Advantages of the UEmploy Consultancy Service

– Creates a balance betweeen companies and employees with disability

– Minimizes risks and quality problems when employing this special type of workforce

– Helps to open new work market segments– Increases company reputation– Helps to improve work climate

Objectives of the UEmploy Consultancy Training

• To introduce UEmploy Scheme

• To develop skills for consultants to undertake UEmploy consultancy service

• To enable consultants, through participative workshops, to promote, sell and undertake effective UEmploy consultancy services

• To enable the Scheme Managers to select suitable candidates for registration as UEmploy consultants

Objectives of the UEmploy Scheme Managers Training

• To give information about the UEmploy consultancy system

• To help Scheme Managers to improve consultants' skills

• To help Scheme managers to build an efficient project management system, in order to

– Be able to monitor consultants’ activities

– Encourage SMEs to employ more people with disability

– Help SMEs to increase effectiveness of companies by discovering new segments in the work market

– Manage consultants to perform the maximum performance while auditing companies

Experience of the UEmploy Consultant Training Program

• Group discussion

– What was very useful?– What else should be added to the manual?– How could we improve electronic tools?– What was hardly understandable?– What was missing from the course?– What areas should be improved in the next training?– What national specialties should be added?– Is the manual adaptable for each country?

Experiences from the Uemploy Consultant Training Program

• Knowledge of the potential consultants?

• Skills of the potential consultants?

• Attitude of the potential consultants?

• Evaluation of participants’ feedback

• Evaluation of trainers’ feedback

• Conclusions

A Profitable UEmploy Audit Scheme (A benchmark)

McKinsey 7S model implementation

7S

Strategy

Structure

Systems

Skills

Staff

Shared values

Style

Strategy

• Potential strategy for the UEmploy consultancy service– To provide a professional service to those SMEs which are willing to employ more

employees with disability• By analyzing work processes of the company• By identifying critical competencies of each work step• By recommending appropriate categories of people with disability who can be

employed in analyzed work positions and processes• By giving recommendations to HR managers and other stakeholders how to motivate

and monitor these employees during interviews and real work• By giving recommendations to line management about improving work conditions and

increasing safety for employees with disability

• To set up an international network in order to– Form an international network which provides consultancy services to SMEs in all European

countries– To have at least 5 active UEmploy consultants in all European countries– To ensure that each consultancy service is based on similar quality assurance system

Structure

Scheme manager

UEmploy consultant

UEmploy consultant

UEmploy consultant

UEmploy consultant

Job description – Scheme Manager

• Purpose: To manage the UEmploy team, ensuring that the service is delivered in accordance with management contracts.

• Principal Accountability:

• To interpret policies of the UEmploy service, maintaining a high level of quality of service• To monitor activities of UEmploy consultants• To budget for, procure and allocate grant funds• To create budgets for and control expenditure of management accounts• To ensure cost effective provision of essential services and supplies• To develop the profile of UEmploy whilst ensuring adherence to professional codes of

conduct• To monitor the effectiveness of policy, recommending modifications as appropriate and

implementing agreed changes• To develop individual team members through the provision of appropriate training and

development opportunities• General UEmploy project management

Job description – UEmploy consultant

• A UEmploy Consultant will•  • visit the company for the first time to gain the first impressions• According to the experience of this first visit, the consultant will compile a questionnaire for

employees, supervisors and other stakeholders in order to run interviews and to collect necessary information for selecting a company tailored competency list.

• Based on the experience of the first visit, the consultant will compile a competency toolkit tailored for the audited work process in order to hand it over to the interviewed stakeholders to weigh each competency

• Run a field trip to identify unsafe conditions for disabled employees and to run interviews• Analyze the results of the interviews and the weighed competency toolkits and will select the

most important competencies of the audited work process to create a decision making matrix.• Write a report to the audited company summarizing the findings and recommending certain,

chosen types of people with disability to be employed in certain positions of the audited work process

System

• Most important systems necessary for UEmploy project management

– Project management system

– Quality assurance system

– Financial system

– Communication system

• Quality services are insured by the following tools and methods:

– Continuous monitoring of the process– Selection of consultants is based on competencies (CVs and

interviews)– Clear scheme manager responsibilities– Code of Practice– Special training of consultants– SOP for handling complaints

Tools of Quality Assurance System

Quality Assurance System - Methods

• The scheme is monitored and evaluated by set criteria• The Scheme manager will be required to maintain monthly

statistics of applications, interviews, offers of support

• A representative of the Scheme manager will be required to accompany the consultant on one visit to a company within six months

• The scheme is monitored against key performance indicators, such as size, sector, number of personnel, location, geographical distribution

Skills

• Internet access

• Laptop

• Car (mobility)

• Camera

Staff: Competencies

• Basic Competencies–  Some marketing, communication experience in business life

– Empathy – to understand customers’ (companies’ and disabled people) needs.

– Excellent observation skills

– Excellent analytical skills

– Professional appearance

Competencies

Position-related CompetenciesIndependenceMobility (to visit companies in different location)Change management skillsConflict handling skillsGood problem solving skillsPresentation skillsMotivation skillsListening skillsDecision making skillsReport writing skillsCreativityFlexibility

Shared Values

• Accuracy– Phone numbers, addresses, dates and names are always correct in the reports.

•  • Quality awareness

– Exceeds clients’ needs

• Professional approach– Tailored specifically to the company’s needs

• Confidentiality– Confidential information is not shared with external partners

• Team spirit– Working in teams improves effectiveness

Style

• Focus on customer and quality

• Working professionnally (appearance)

• Creative work climate

• Professionalism

Scheme Manager Activities

1. Market research2. Tailoring scheme 3. Planning service

4. Project plan

5. Selecting auditor

6. Auditing

7. Quality control

8. Monitoring

9. Receiving feedback10. Market research

The Deming Cycle

Res

ista

nce

Deadline

Changing some managers

Panic

Punishing innocent participants

Finding guilty managers

Optimism

Written warningsPromoting those managers who haven’t participated in the project

Improper Project Management

Res

ista

nce

Deadline

Informed pessimism

Success

Closing

Proper Project Management

Res

ista

nce

Deadline

•Higher costs•Bad reputation•Loosing customers•Trials•Dismissing auditors•Hiring new ones•Training

Panic

Punishing innocent

Finding guilty

Uninformed optimism

Written warnings

Informed pessimism

Successes

Closing

Consequences

Promotional Activities: Market Research

• Telemarketing• Mail shots• Magazine Adverts• Events• Presentations• Newsletters• Case Studies• Intermediaries (ITD Hungary)

The Most Important Responsibility: Controlling the Auditing Process

8. Decision making matrix

12. Report structure

5. Competency checklist result6. Filed trip checklist

7. Types of disabled workforce

Uemploy consultant

Responsible

Uemploy consultant

Uemploy consultant and scheme manager

3. Competency toolkit4. Checklist for company

Uemploy consultant and scheme manager

1. First visit checklist

2. Interview questions

Uemploy consultant

Uemploy consultant

Uemploy consultant

Documents Flow chart

9. Risk analysis10. Potential Problem Analysis11. Recommended types

13. Evaluation of the report

Uemploy consultant

Uemploy consultant

Uemploy consultant

Uemploy consultant

Uemploy consultant

Uemploy consultant

Preparation for the audit and interviews

Development of competency toolkit

Developmernt of Field trip checklist

NoEvaluationCorrection

Yes

Interviews and filed trip

No

EvaluationCorrection

Yes

Presentation of the report to company

NoEvaluationCorrection

Yes

Documentation

Compiling first visit checklist

Compiling interview questions

Analysing information

Report writing

Preparation

Audit

Evaluation

Continuous improvement

Other Responsibilities

Record Keeping and Accountability

• The Scheme Manager will be required to maintain detailed records of companies and consultants participating in the scheme. The Scheme Manager will be required to process applications, administer the subsidy scheme, recommend a short-list of suitable consultants to the company, ensure that the consultancy is carried out to the company’s satisfaction and deal with any resulting complaints.

Other Responsibilities

• Quality control of the final report

– The Scheme manager will • quality-control and evaluate the final written report

produced by the consultant,

• liaise with the company to obtain proof of satisfaction with the report and its conclusions

• maintain good financial control over its operations.

Responsibility: To Train other Auditors

Training Syllabus for the training of UEmploy consultants

2 days including pre course dinner and evening work on first day.

Day 1

Time Activity Content 09:00 – 09:15 Welcome 09:15 – 09:45 Introduction ‘Housekeeping’ matters

Introduce the Trainers Have delegates introduce themselves Ice breaker Agenda for the course Training outcomes / aims (General objective: To enable consultants

to run UEmploy audits in companies 09:45-10:00 What is the UEmploy project?

Explanation of UEmploy project Objectives Target companies

10:00-10:10 Coffee break – free questions 10:10-11:30 The UEmploy consultancy process (The human side)

Basic consultancy skills

Needs of people with disability

Understanding people with disability: Lego exercise

Learn to see things with the eye of the disabled people

Collecting needs of people with disability in a workplace What is it like to be disabled? Group exercise Conclusions from group exercise How people with disability see the world? What motivates them?

11:30-11:40 Coffee break

Other Responsibilities: Collecet data about companies

• Scheme managers should collect the following data

– Name of the company– Address– Phone number– E-mail address– Number of employees– Industry sector– Name of the contact person– Audit reports and other administration

Responsibility: Continuous Improvement

• The Scheme manager should continuously improve the consultancy service by

– Collecting recommendations to improve from consultants and companies

– Evaluating report and consultancy services and analyzing strengths and weaknesses

– Analyzing other consultancy services and benchmarking them– Being in touch with national consultancy associations– Interviewing company and other stakeholders of the service

Responsibilities: Giving advice (Review)

• Interviews

• Desk top research

• Collection of information about the company

• Interviews

• Writing reports

• Presenting reports

Responsibility: Evaluating Reports

No. Evaluation criteria Potential

scores Final score

1. • Accuracy – Phone numbers, addresses, dates and names are always correct

in the report

1-10

2. • Quality awareness – Exceeds clients’ needs

1-10

3. • Professional approach – Clear, useful manageable recommendations and conclusions

1-10

4. • Confidentiality – Confidential information is not shared with external partners

1-10

5. • Relevance – Descriptions and recommendations are tailored to company

needs and work processes and positions.

1-10

6. • Good structure – Follows the recommended structure

1-10

7. • Simplicity – Easy to read and understand

1-10

8. • Quality of recommendations – Are recommendations useful for the company?

1-10

9. • Business impact - Will the company recommend this audit to other companies?

Will the implementations of the report result in minimized risks and high performance?

1-10

10. • Continuous improvement – Has the consultant recommended new consultancy approaches?

Has the consultant improved since the last audit?

1-10

Responsibility: Evaluation of the Auditor’s Work

Number Activity Potential

scores Final score

1. The Consultant arranged the meetings, the field trip and the audit independently.

1-10

2. The Consultant has collected all the information about the company before the interview(s)

1-10

3. The Consultant has correctly conducted the interviews and the audits 1-10 4. The Consultant handed over the report to the scheme manager on time 1-10 5. The Consultant corrected the report according the to scheme manager’s

recommendations 1-10

6. The Consultant sent the final report to the company on time 1-10 7. The consultant handed all the documentation to the scheme manager

over on time 1-10

8. The consultant was collaborative during the whole consultancy process 1-10

Scheme Managers’ Competency Toolkit

Competency Toolkit

Who is the consultant?

Consultant’s Roles

Observer Technicalconsultant

Expert

Facilitator Teacher Showing example

Consultant Coach Partner

Consultant’s responsibility for the success of the project

Con

sult

ant ’s

resp

onsi

bil

ityf

orth

ecli

ent

Low interaction

Middle interaction

High interaction

Handling Stress

Change Management Skills

Acc

epta

nce

of

chan

ge

Lowy

High

Time

Shock Hope Desperation First success

Conflict handling skills

AS

SER

TIV

EN

ESS

(con

cern

for

me)

CO-OPERATIVENESS(concern for you)

High

LowLow High

Competing/forcing

Collaborating

Avoiding Accommodating

Compromising

Motivation skills

• Achievement (performance) oriented• Influence (power) oriented• Affiliation (personal relationship) oriented• Security (safety) oriented

• What can you do with these clients as a consultant?• What you shouldn’t do with these clients as a consultant?

Consultant toolkit: SWOT analysis

Strengths Weaknesses

Threats Opportunities

Force Field Analysis

Force Field Analysis

Plan:Introduce

theJob Safety Analysis

program in the plant.

Employees are afraid of accidents

Strong CEO support

Safety Department supports the idea

Some safety officers are afraid of loosing their job

Foremen don't want to participate in training the operators

Managers oppose the total involvement of operators

Forces For ChangeDriving Forces

Forces Against ChangeRestraining Forces

To reduce serious accidents by 50% by the end of 2011.To collect operators' ideas to improve safety.

The objective of the program is

Project Plan for Scheme Managers

• Result of group work

Azonosító Tevékenység neve Időtartam Kezdés Befejezés

1 Consultant training 173 nap? Sze 10.12.01. Pén 11.07.29.

2 Training consultants 2 nap? Sze 10.12.01. Csü 10.12.02.

3 Scheme managers training 1 nap? Pén 10.12.03. Pén 10.12.03.

4 Organisation of companies 43 nap? Hét 11.01.03. Sze 11.03.02.

5 Contacting Chamber of Commerce 3 nap? Hét 11.01.03. Sze 11.01.05.

6 Compiling the list of potential companies 11 nap? Hét 11.01.10. Hét 11.01.24.

7 Promotion of the Scheme to companies 1 nap? Sze 11.01.26. Sze 11.01.26.

8 Collect 20 interested companies 23 nap? Csü 11.01.27. Hét 11.02.28.

9 Selection of consultants and companies 0 nap Hét 11.02.28. Hét 11.02.28.

10 Inform auditors about companies 1 nap? Ked 11.03.01. Ked 11.03.01.

11 Provide tools and support to adutiors 1 nap? Sze 11.03.02. Sze 11.03.02.

12 Aiditing 64 nap? Csü 11.03.03. Ked 11.05.31.

13 Scheme managers participate in interviewes 1 nap? Csü 11.03.03. Csü 11.03.03.

14 Scheme managers coordinate the work of auditors 1 nap? Pén 11.03.04. Pén 11.03.04.

15 Scheme managers collect reports 1 nap? Hét 11.03.07. Hét 11.03.07.

16 Scheme managers evaluate reports 1 nap? Ked 11.03.08. Ked 11.03.08.

17 Sending reports to companies 1 nap? Sze 11.03.09. Sze 11.03.09.

18 Collection of Post Audit questionnaire 12 nap? Hét 11.05.16. Ked 11.05.31.

19 Evaluation 43 nap? Sze 11.06.01. Pén 11.07.29.

20 Evaluation of consultants 1 nap? Sze 11.06.01. Sze 11.06.01.

21 Feedback to auditors 1 nap? Csü 11.06.02. Csü 11.06.02.

22 External evaluation of reports 1 nap? Pén 11.06.03. Pén 11.06.03.

23 Certification 1 nap? Pén 11.07.29. Pén 11.07.29.

IRES

IRES

IRES

IRES

IRES, auditors

IRES and auditors

02.28.

IRES

IRES

IRES and auditors

IRES

IRES

IRES

IRES and auditors

IRES

IRES

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SH and PZ

IRES

Sze Okt Nov Dec Jan Feb Már Ápr Máj Jún Júl Aug Sze Okt Nov Dec Jan Feb Már Ápr Máj Jún2010 2011 2012