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Successful Employer Approach

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What determines the success of the employer approach? Tom de Haas and Imre Kienjet elaborated this question and thereby focused on the employers' approach that should result in workplaces for people for whom employers have work but no ready-made positions.

The arrival of the Participation Act gives a major boost to the creation of workplaces at regular employers for people who are at a distance from the labor market. In other words: people with a wage value of 20 to 80 percent of the statutory minimum wage. A lot of external workplaces are needed. Certainly if we realize that it concerns employees who can't (or cannot) be placed in regular positions. For these employees, the range of tasks must be tailor-made, both for individual placement and for more group-based formulas. We estimate that it concerns more than 200,000 external workplaces. This makes a good employer approach extremely important.

What's in it for me?

Two magic words seem to dominate the discussion about the employers' approach: Unburdening and corporate social responsibility (CSR) . Our position is that both words miss the core when it comes to realizing more external workplaces. Unburdening is too much about limiting or removing potential problems and risks for the employer that offers a workplace to people with a lower wage value. It just makes the conversation with the employer about "what should I do with it?" easier. The question that should be central to the conversation with the employer is: " What can I do with it as an employer?"In other words: "What's in it for me?" With regard to CSR: if that is not a spin-off of realized economic benefit, it's not sustainable, so our analysis is. Then CSR has insufficient value.

Creating value for employers requires alignment and embedding in the strategic HRM management of companies and institutions. This approach also focuses on the way in which existing employees learn to work together with people with an occupational disability. On the other hand, it offers the opportunity to make better and smarter use of the talents, ambitions and possibilities of the current employees and thus to achieve a greater output and outcome together. In this way everyone within the company experiences a positive balance. The balance between the added value of employees with a work disability and the investment in guidance and adjustments to the working environment.

Five value strategies of a successful employer approach

What values ​​are employers looking for? What makes them willing to opt for sustainable deployment of people with disabilities? That question is not new. In answering, we make use of the experiences we have gained in the practice of our own work and within the commercial services and the work field of the SW and the labor reintegration.

Below we present an overview of the most important values ​​that motivate employers to collaborate with intermediaries and companies that provide personnel services. We also provide an example for each value. These value strategies have in common that they provide such strategic and economic benefits that they are included in the employer's earnings model. The account managers who implement the employers' approach must be able to work actively with the value strategies. Putting these strategies into practice requires a combination of strategic insight, process design, operational management, logistics and personnel management.

1. Realize a core function

A computer chip manufacturer has difficulty attracting enough operators. By splitting operator tasks and logistics tasks, more can be produced with fewer operators.

Projects have been implemented in various hospitals based on a core function strategy. Not only in the supporting processes, but also in direct care.

After many problems, a logistics service provider decides to disconnect the unloading of the trucks and the booking and scanning of the goods. Result: goods are no longer lost; That saves manpower in search hours per week. More trucks can be unloaded at the same time. Employee satisfaction rises because fewer mistakes are made.

2. Realizing a core process

A company that produces car seats and prams concentrates on the production of plastic and metal parts. The assembly is retrieved from China and fully outsourced to an SW company. A condition is that the rate for assembly is 30 percent lower than the usual rates in the Netherlands.

A facility service provider makes a proposal to a large hospital to take over all work processes where employees up to and including MBO level are deployed, including in nursing. This way, the hospital can concentrate on all specialist medical tasks.

3. Realize a flexibility

Many companies with customer-specific orders organize on flexibility by deploying temporary staff and groups of people with disabilities in addition to permanent staff. Products in promotional packaging and compound orders are placed with the group of people with disabilities as an assignment. The business agreement is often subcontracting with a reimbursement on a unit basis. Emptying is for the account of the subcontractor, often the SW company.

4. Realizing more added value in your own proposition

Many logistics service providers combine transport, storage and handling with additional services in the field of packaging and repackaging for specific orders. Also in combination with commitment to flexibility.

5. Cross-business services

Companies that are located on a business park jointly have responsibilities in managing this site. These tasks can be bundled and taken over by the deployment of people with disabilities. Here too, combinations are possible with the organization of flexible capacity for companies.

Building up value

We are talking about creating value for employers. That makes it necessary to describe value as concretely as possible. In the model below we distinguish three building blocks that together determine the value of a product or service. If we fill in this model for the group-based deployment of people with a disability at regular employers, this will produce the following picture;

What is delivered?

Flexible personnel services and outsourcing of business processes.

How is it delivered?

The supplier of staff takes care of the management and supervision of the staff. The deployed capacity moves with the production volume without risk for the client. For more complex assignments, there is design & build. The supplier of the staff develops the work processes and working methods as part of the assignment.

What experience does it offer the employer?

'My business partner realizes economic benefits for me. He relieves me in terms of flexibility, management and human resources and helps me to do business in a socially responsible manner. '

What is needed to make value a reality?

We view the provision of personnel services and the taking over of business processes with employees with a wage of 20 to 80 percent as a specific business activity. To be successful with this service, it must be right on all fronts. Below we briefly outline the primary process of such a company and which competencies are required per step. We distinguish four steps in the elaboration thereof. We then work out each step briefly.

Step 1: Marketing and acquisition

Working with a partner who provides personnel services requires a long-term orientation. Mutual dependence arises. The account manager who sells flexible personnel services must therefore be able to think like an entrepreneur and have commercial and business knowledge and experience. A technical background is an advantage for production companies. The account manager can also put himself in the perspective of the client and actively work with strategic HRM concepts that link to topics such as craftsmanship and flexibility.

Step 2: Preparation

The key questions in this phase are: what are the expectations of the employer? Which are feasible and which are not? And how do we organize the process in such a way that the employer and the group of employees with disabilities work together successfully? That requires skill in redesigning business processes and logistics solutions. The combination with job carving and job creation and the input of knowledge of workplace adjustments are crucial. Working hours and employment conditions also require attention.

In addition, in this phase we are working hard on the success factors with a more social character. Strengthening good employership and achieving identification with and support for the arrival of new colleagues are crucial. Informing, getting acquainted and training - that's what it's all about. Things will go wrong without acceptance of the new employees. Not all companies are suitable for this. The provider must also be able to say no at this stage.

Step 3: Implementation

Crucial in this phase is the fulfillment of the expectations of the employer. Show that the performance meets the standards and agreements. And at the same time proactively think along with the employer about follow-up steps that provide even more value. The quality of the (supervised) management is essential. In this phase, work is continued on further acceptance and integration of the delivered employees. Due to reliability and good performance, the range becomes part of the client's revenue model.

Step 4: Evaluation and aftercare

It is important that maintenance is organized at all levels in the client's organization on the relationship and on the agreements. That signals are picked up quickly and performance delivered is capitalized. Maintenance on business appointments is also important. The performance delivered must be rewarded by value.

Multidisciplinary team

The Participation Act is getting closer. Everywhere a lot of hard work is being done to establish a common employer approach. The exciting question is how the marketing, sales and implementation of reintegration and labor participation will start to connect with each other from 2015. Our analysis is that within the employers' approach a widely divergent portfolio of products and services is brought together. Mediating promising job seekers for vacancies is a different business activity than the provision of flexible personnel services. The first is a standard service. The second is a customized service with a long-term obligation. Both services are desperately needed in the coming ten years to realize the ambitions of the Participation Act.

A very good vision is that supplying flexible personnel services can only be successful if this is organized as a company. This means that sales, preparation and execution are deployed in an integrated way. The provider therefore works with a multidisciplinary team with specific competences that makes assignments from employers a success. And has its own profile and clear result responsibility and accountability for these employers. With this article we provide a handle for shaping this company within the joint employers' approach and the regional operating companies.

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