inclusievearbeidsorganisatie

1. http://www.inclusievearbeidsorganisatie.org

2. Inclusion as business solution henny.mulders@uwv.nl

3. Proposition: Fit the work to the people 2 Matching options: • - selectingthe right person forthe job (exclusive approach) • - creatingthe right job forthe person (inclusive approach) • Whatif ‘THE right person forthe job’ cannotbe found, if job seekers do not fit the job vacancies (‘no match’)? • Trytheother way around: fit the job tothe job seekers, byredistributingtasksandcreatingsuitable jobs forallworkers in theorganization. • Result: enlarged recruitment options among job seekers without the right qualifications (‘labour market reserve’). • A futureforjobseekerswith a present unfavorableperspective on thelabour market duetopartialabilityand/or lack of knowledge, skills, competences. • Present staff: reduction of physicalandmentalworkload, sustainableemployment.

4. Effect of regularpaidwork: mental healthSuitable jobs promote health andsocialintegration Lex Burdorf, 2016, Fit 4 work

5. Effect of regular paid work: happiness Lex Burdorf, 2016, Fit 4 work

6. Social security by employment Today’s social security and today’s labour market: anyone that can, has to work and stay at work so: the entrance to work organizations is crucial

7. Supply orientation: ‘push’

8. Increasing work demandsOver the years work organizations have become more and more demanding:- increasing task complexity - longer and flexible working hours- flexible tasks (job rotation)- more individual responsibility (task autonomy) - higher social skills (group work, team work) - higher social skills (service work)and: - intensification of low skilled jobs (workpace)

9. Work organizations are exclusive Today’s work organizations are exclusively designed for people: - without disabilities - with the right qualifications for existing jobs

10. Supply orientation predominant Policy and administration are still primarily client centered: focussing at job seekersSo are professionals: assessment, consult, guidance, coaching ofindividual clients

11. Demand orientation is needed • Employer has become pivot in modern social security • Legislation, policy and administration need to focus more on promotion and facilitation of:inclusive work organizations • Willingness to incorporate people with disabilities • Ability to engage them in productive labour: adding value to the organization

12. Demand orientation: ‘pull’

13. Job analyses Proces analysis Method Inclusive Work Redesign

14. Inclusive Work Organizations- suitable work and working conditions- for people with special needs- example: young people with partial abilities working in a general hospital

15. Young people with disabilities Wajong: youth disability allowance (18 – 65 years)citizens not able to earn minimum wage without support, due to disabilities originated before age of 18 250.000 total number 100.000 partial able to work 40.000 employed physical problems: 10% higher education: 10%

16. Diagnoses (only those able to work:) Neurological disorders 5% Developmental disorders: 56% - 35% intellectual deficits - 5% ADHD - 10% Autistic spectrum disorders Psychological disorders: 30% Physical disorders: 9% ------ 100% NB. co-morbidity and multiple (social) problems

17. Young people with partial abilities - Social functioning : most of them have this problem - social functioning only: 1/3 - Social and independent functioning : 1/4 - Social, independent and cognitive functioning: 1/4

18. Young people with partial abilities Type of Jobs needed: “Elementary tasks”, matching their intellectual capacities, learning by doing: training on the job; structured working environment, additional guidance and supervision Type of Organization needed: “Inclusive work organization”, staff and management, able and willing to deal with communication deficits and low skills of these youngsters

19. Inclusive work analysis • description of work processes • division of work processes into tasks • division of tasks into activities • identification of elementary tasks, characteristics and relations • composing elementary task clusters: support jobs (entry jobs, assisting skilled workers and professionals)

20. Example: radiology department (1) core proces: Performing radio diagnostics and treatment Supporting processes: 1. receiving patients 2. accompanying patients 3. administration 4. filing 5. supplying 6. transporting 7. cleaning

21. Example radiology department (2) Supporting proces 5: supplying • Task 1: supplying of department • Task 2: supplying of treatment rooms • Task 3: supplying of administration

22. Example radiology department (3) Task 2: take care of sufficient stock of materials and medication in the treatment rooms • each day, 1,5 hours a day • easy to combine with other tasks • knowledge of standard stock • treament rooms not always accessible • open and informal department culture • no ergonomic bottlenecks

23. example of work redesign Extracting tasks from work processes of 3 departments (geriatric ward, cleaning department and nutrition department) Creating job of Ward assistant geriatrics department Performs individually supporting tasks within 3 work processes of 1 department: • Nursing (making beds, take care of linen) • Nutrition (serving food and drinks tot the patients) • Cleaning (ward kitchen)

24. Task 1 in detail: making 26 beds • removingusedlinen • assemblingusedlinen in bin • transporting full bins tocentral point • cleaning beds • making bedswithfreshlinen • Assisting nurse in making bedswithpatients in them Result: 4 hours extra per dayforqualifiednursingduties (5 x 4 = 20 hours per week, = 0,5 nursingstaff member)

25. Geriatrics ward

26. UWV advice inclusive work organization (1) UWV consultants discoveredsuitablework in 250 organizations, forexample in : • industry: wood, metal, leather, chemical, machine, bakery, meat processing, packaging • technicalinstallation sector • temporaryemploymentagencies • cleaning companies • whole sale business: vegetables, fruit, flowers • retail: department stores, supermarkets • distributioncentres

27. UWV advice inclusive work organization (2) • hotels, restaurants, catering industry • recreation: swimming baths, sports halls, amusement parks • health care: general hospital, mental hospital, home for the eldery, nursing home, sheltered home • security companies • garages • public services: municipalities, counties, state • education: primary, secondary, higher, university

28. Social and economic added value • Proper introduction , guidance, andvocational training at the job are needed, as withallnewcomers in anorganization • Giventhe right opportunity, peoplewithpartialability show great development of skills andcompetences • But itall starts withsuitablework, theentrancetoworkorganizations, removingexistingbarriers • Thiscanbeaccomplishedbyorganizingwork in a alternative way: inclusiveworkredesign • Thiscombination of socialandeconomic benefits is not new…….

29. “If an industrial institution is to fill its whole role, it ought to be possible for a cross-section of its employees to show about the same proportions as a cross-section of society in general.”

30. Henri Ford(1863-1947)

31. 1914 januari 12 • 8 hoursworkingday • minimum wage 5 dollar per day • no job seekerwillberejectedbecause of his physicalcondition • no worker wil bedismissedbecause of his physicalcondition

32. 7882 different jobs, 949 : heavy work 3338 : ordinary stenght 3595 : light work (670 without legs, 2637 one-legged, 2 without arms, 715 one-armed, 10 blind) 4034 jobs did not require full physical capacityin totaal 9563 ‘sub-standard’ men at work

34. http://www.inclusievearbeidsorganisatie.org