1. Highly successful projects: working with employers to create great results Toni Wren Employment and Social Policy Consultant www.toniwren.com Raising the Bar Australian Network for Disability National Conference Sydney, 15 May 2013.

2. Outline What are the challenges? Key demand-led principles for improved performance 3 Australian disability employment examples

3. Employment services- DES/JSA Despite improvements, < 40% into jobs. Of these, 1 in 3 get permanent work, ~60% get casual and/or part-time work and a lot want more. 3% employers use DES (7% use JSA). 35% of 2011 AHRI survey respondents used DES to recruit their employee with a disability.

4. Skills mismatch is critical DES clients: 54 per cent had education levels below year 12, including a significant proportion with education levels below year 10. 55 per cent unemployed for more than a year, 36 per cent of the total unemployed for more than two years.

5. Australian training system VET completion rate is less than one third, quality is very patchy. PPP data for 2009-12? – $ to States assumed 65% attrition. OECD says ~20% JSA (& ~12% DES) recipients in training but we don’t know if they complete or get jobs.

6. System is supply driven “Many employers felt that DES providers were more focussed on supporting and placing the job seeker than understanding and addressing the needs of business.” 2011 AHRI employer survey

7. What is dual customer focus?

8. What is demand-led? Starts with employer and works backwards to prepare and match job seekers to the job. Engages employers in the design & delivery of training and uses their hiring requirements to define training content and job readiness. Better preparation to meet employer and job seeker needs = better match, higher productivity, retention and progression outcomes.

9. Employer Engagement principles Research roles attainable for job seekers. Build the business case – the ‘offer’ tailored to meet employer’s needs. Develop fair and effective recruitment, retention and promotion practices/modify workplace as required. Develop a mutually beneficial partnership with specific commitments.

10. Principles to improve skills for disadvantaged job seekers Needs link to real employer with real jobs – not training for training sake. Opportunity to visit workplace, meet staff. Integrates work experience, experiential learning, individual paced learning. Individual case management and support to overcome other barriers to work.

11. Demand-led in action: Australian disability employment case studies Crown Casino and WISE Employment Woolworths and Work Focus NDRC UnitingCare and OCTEC

12. Key features All start with employers with jobs and work backwards to prepare workplace and job seekers. High investment to understand job roles & overcome barriers to hire - staff embedded in each other’s organisations. Job seekers have lots of workplace exposure, hands on training tailored to employer’s needs.

13. High performance Crown/WISE – 58 placements of people with diverse disabilities over 4 years – 67 per cent retention. Woolworths/NDRC – 45 hires in 11 months across 24 stores compared to 8 or 12 pa (& How To Guide for all 3,000 store managers developed). 71 per cent retention. OCTEC has 90 per cent course completion and employment rates.

14. www.toniwren.com