EGF Networking Seminar on Motivation Strategies. Dublin 13 October 2016

Size: px

Start display at page:

Download "EGF Networking Seminar on Motivation Strategies. Dublin 13 October 2016"

Kory Evelyn Phelps
6 years ago
Views:

1 EGF Networking Seminar on Motivation Strategies Dublin 13 October 2016

3 14.30 Introduction and welcome Szilárd Tamás Head of Unit, DG EMPL F2

4 14.40 Keynote Presentation: EGF and motivation strategy Pat O'Leary University College Cork

5 European Globalisation Fund Seminar Dublin October 2016 Theme: Motivation Strategies Mindfulness Based Coaching for Motivation and Self Management Pat O Leary BA MA MSc. MCIPD Member of the European Mentoring and Coaching Council

6 FLOW Mihaly Csikszentmihalyi

7 Meeting with Irish EGF Team and Management If you keep on doing what your doing you keep on getting what you ve got What would make a difference?

8 Getting back to Training / Education / Work.. Employment Interview Skills C.V. Training Education Mindfulness Based Coaching Career Guidance Dealing with Blocks to Motivation

9 Social Context Physical Cognitive Values / Spirit Emotional Behavioural

10 THE HEXAGON STEPPING STONE What s getting in the way? What s demotivating? Stimulus (Activating Event) Response UNEMPLOYMENT Boulder or Stepping Stone? EMPLOYMENT Potential Performance

11 Intention Attention Attitude } Motivation

12 Reading Cary Cherniss: Emotional Intelligence: What it is and Why it Matters Consortium for Research on Emotional Intelligence in Organizations ( ) Cox,E, Bachkirove,T, and Clutterbuck, D, (2010) The Complete Handbook of Coaching. London: Sage. Goleman, D. (1995) Emotional Intelligence. Bantam Books, New York Goleman, D. Boyatzis, R.and McKee, A (2002) Primal Leadership. Harvard Business Press, Boston Goleman, D. Destructive Emotions: A Scientific Dialogue with the Dalai Lama. (2001) Bantam Books, New York Grant, A. Passmore, J. Cavanagh, M. and Paker, H. (2010) The State of Play in Coaching Today: A Comprehensive Review of the Field. International review of industrial and organizational psychology: 2010 Gallwey, W.T. (2000) The inner game of work: Focus: New York: Random House. Megginson, D. and Clutterbuck, D. (2005) Techniques for Coaching and Mentoring. Oxford: Elsevier. Palmer, S, and Whybrow, A. (2007 Eds) Handbook of Coaching Psychology: A Guide for Practitioners. London: Routledge. Palmer, S, and McDowell, A. (2010) The Coaching Relationship: Putting people first. London: Routledge. Passmore, J. (2006 Ed) Excellence in Coaching: The Industry Guide. Association of Coaching. London: Kogan Page. Stober, D and Grant, T. (2006 Eds) Evidence based Coaching Handbook: Putting best Practices to work for clients. New Jersey: Wiley. Whitmore, J. (2002) Coaching For Performance: Growing People, Performance and Purpose. London: Nicholas Brealey Publishing. Whitworth, L. Kimsey-House, H. and Sandahl, P. (1998) Co-active Coaching: New Skills for Coaching People Toward Success in Work and Life. Davis-Black Publishing USA. Zeus, P. and Skiffington, H. (2002) The Coaching at Work Toolkit. McGrath-Hill Australia Zins, J., Bloodworth, M., Weissberg R and Walberg, H. The Scientific Base Linking Social and Emotional Learning to School Success

13 15.00 Workshops start

14 Work plan for each workshop Read through the detailed questions (everyone for themselves). Clarify any problems of understanding (e.g. language, terms). Designate a rapporteur (takes notes and presents the conclusions to the other groups in plenary). This should be a different rapporteur for each workshop session if possible.

15 Work plan for each workshop Discuss each of the questions in turn Each person to give immediate reactions or first impressions Talk about your experiences or explain how things work in your country or ask a question

16 Try to explore every idea, and make sure to cover all possible issues or views Depending on the topic, some people may have more to say than others. Encourage everyone to speak. Use the flipchart and pens to write answers, draw tables, graphs, charts.

17 Work plan for each workshop Draw conclusions from the discussion The rapporteur makes a quick oral summary to the group, outlining the main points s/he will present to the plenary. These points should reflect the results of your common thinking within the group. There doesn t need to be consensus though. If opinions diverge, say this in the conclusions.

18 15.00 Workshop 1 Obstacles to the motivation of redundant workers Introduction by Ramón Tubio Spain

19 Workshop 1 Obstacles to the motivation of redundant workers Ramón Tubío Dublin, 12 October

20 Galicia Reference: EFG/2011/019 Galicia metal Redundancies: 878 in 25 enterprises Unemployment rate: Year 2015: 19,3% 2

21 Topic 1. The redundant worker 3

22 A. It s really a bad moment for me Losing your job is one of the worst things that can happen to you. 4

23 B. The economic situation is not very good And the Spanish labour market is characterized by high unemployment 5

24 C. And I have always worked on my thing" They are usually sectors in which there is little mobility. Some workers have never sought employment before. 6

25 D. The existence of the EGF is associated with failure to save the company It is difficult to propose EGF as an option until there is no doubt about the inability to save the company and the jobs. 7

26 Topic 2. EGF has its timeframes 8

27 E. There is a GAP between dismissals & filing approval Nine-month window for dismissals + twelve weeks for project approval 9

28 F. And documenting dismissals in small businesses is not easy Difficulty in locating dismissals, in their justification It is very sensitive personal information! But we need to assure people that they are going to take park in the project 10

29 G. And measures must be put into action quickly Implementing immediate measures with the national counterpart is not an easy process. 11

30 H. With a fixed term of the project, there are no extensions The duration of the project (max. 24 months) may be short to support the worker s "change" 12

31 Topic 3: The package of measures 13

32 I. Difficulty for the user to understand the logic of intervention The user may feel "lost" before a project with multiple measures in which multiple agents are involved 14

33 J. And it s not easy to achieve complementarity with other insertion iniciatives That usually start before EGF services. 15

34 K. It is necessary to innovate in measures to support job placement And to offer a package of attractive measures for the unemployed, which encourages change 16

35 L. And the highest quality and consistency in the service For which a clear leadership of the project is necessary. 17

36 Topic 4. The gender perspective 18

37 N. Lack of confidence to prepare for positions with a higher technical component They prefer to continue to perform eminently manual occupations which are usually more easily delocalized 19

38 O. Work-life balance... Especially to develop training activities 20

39 P. Lack of support to address entrepreneurial initiatives And besides, trouble getting funding 21

40 Questions 22

41 Questions 1. What are the obstacles that you face most often with regard to motivating the redundant workers? 2. How are they identified and what kind of resources are needed in the process? 3. How do the obstacles vary among different target groups? 23

42 24

43 16:50 Workshop 2 Methods and tools to motivate the redundant workers Introduction by Ben Tielens STEBO, Belgium

45 1. Drive 2 work: the initial situation ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN 2. Drive 2 work: the driving forces - who started this project and the participants 3. Drive 2 work: our approach and good practices 4. Internship and workplace learning 5. Reflections European Commission 12/10/2016

1. The initial situation ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN o The closure of Ford Genk and the plants of their suppliers created a huge rise of unemployment in Limburg.

46 1. The initial situation ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN o The closure of Ford Genk and the plants of their suppliers created a huge rise of unemployment in Limburg. Over 6000 people lost their jobs. o It became clear that those who didn t find a job after completing outplacement or an additional training, needed extra support to pursue a suitable job. o VDAB responded to this call for assistance and relied upon our joined venture to offer this group this extra support. European Commission 12/10/2016

coach 300 former employees of Ford and the

47 2. Introduction of the concept ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN Drive2work is a partnership of 5 social profit organisations who joined forces to coach 300 former employees of Ford and the Ford suppliers to find a suitable job. one mission: sustainable integration of vulnerable groups on the jobmarket. European Commission 12/10/2016

48 2. Introduction of the concept The main aim: to support former employees of Ford and Ford suppliers for a suitable job. Intensive, Individual and customized coaching. o Time frame 6 months - coachees recieve customized coaching Project= 01/01/ /12/2016 ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN o Figures 300 candidates o The target group Former employees of Ford and the Ford suppliers, who didn t find a job after completing outplacement or an additional training and expressed a need for intensive job application support European Commission 12/10/2016

49 The vulnerable group can have one of the following characteristics: 50 years or + Foreign Short education Work disability In total we had 230 candidates of the 291 who were vulnerable ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN ORIGIN/AGE NATIVE FOREIGN TOTAL AGE/EDUCATION - 25 years years 50 years and years years 50 years and + Total LONG SHORT AVERAGE Total TOTAL European Commission 12/10/2016

50 3. Our approach and good practices ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN 3.1. How are we different from others? Individual and customized job application support A personal coach supports Appreciative inquiry Depart the needs of the coachees Our coach meets the coachees every 2 weeks during 6 months Coaching towards internship/workplacelearning to explore all facets particular job European Commission 12/10/2016

51 3.2. The way to success ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN European Commission 12/10/2016

52 3.2. The way to success - Tools ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN Scale questions Breaking resistances Training fund internship request short term educations Support request employment measures -digitizing certificates Searching and analyzing job vacancies CEBIR test, Demo test Nedcar consultation model focus competences instead task skills and speed dates International Classification of Functioning, disability and health Personal development plan & Movement back - IC Contact coordinating organization internship regional contacts Demand approach internship European Commission 12/10/2016

53 3.3. Examples Tools ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN JOBFIES European Commission 12/10/2016

54 3.3. Examples Tools COMPETENCE OVERVIEW ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN A.PRODUCTION QUALITIES B. WORK RELATED COMPETENCES C. PERSONAL RELATED COMPETENCES USED TESTS NEDCAR European Commission 12/10/2016

55 ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN GOOD PRACTICE presentation Vicky European Commission 12/10/2016

56 4. Internship - workplace learning ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN o o o o Targets: To obtain a realistic image of the job To obtain a realistic view of already acquired skills and how to implement them To obtain a realistic view of the labour attitudes Way long term job European Commission 12/10/2016

57 ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN 5. Reflections How far do the methods take into account the specificities of the target groups? o Lak of computer skills o No apply skills o No competence thinking - are taking into account How do the tools differ in order to meet different needs/approach different groups? o Present skills (in terms of work and private) o More empowerment computer and apply skills o More contact employers and internship o Workplace learning and aftercare o More practical participation coach empowering European Commission 12/10/2016

58 ACTIEVE SOLLICITATIE BEGELEIDING EN WERKPLEKLEREN 5. Reflections Key success factors o Appreciative inquiry, feedback evolution conversations Individual customized approach o Consultation model every 2 weeks - feedback eventual a step back in evolution What does not work? o o o No detailed knowledge financial conditions - new working circumstances No preparations No option for long term job security QUESTIONS? Ben Tielens ben.tielens@stebo.be European Commission 12/10/2016

59 18.15 Rapporteur's summary Conclusions by the Commission

60 19.00 Conference Dinner

VOLUNTEERING into EMPLOYABILITY Volunteer s Portfolio

VOLUNTEERING into EMPLOYABILITY Volunteer s Portfolio '69 per cent of employers have done voluntary work in their lifetime, with over half stating that volunteering gave them people skills which helped