inclusievearbeidsorganisatie

1. http://www.inclusievearbeidsorganisatie.org

2. 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.

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

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

5. 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. 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)

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

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

10. 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. Job analyses Proces analysis Method Inclusive Work Redesign

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

14. 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%

15. 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

16. 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

17. Young people with partial abilities Social functioning = communication skills handling emotional problems of other people handling emotions of their own working together with others dealing with conflicts

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. Call centre policlinics

27. Kitchen

28. Medical library

29. Mail room

30. Linen room

31. Rehabilitation department

32. Scullery

33. Restaurant

34. 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

35. 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

36. 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…….

37. “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.”

38. Henri Ford(1863-1947)

39. 1914 januari 12 • 8 hoursworkingday • minimum wage 5 dollar per day • no job seekerwillberejectedbecause of his physicalcondition • no worker wil bedismissedbecause of his physicalcondition

40. 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

42. http://www.inclusievearbeidsorganisatie.org