Supported Employment im Routinebetrieb: Evaluation des Berner Job Coach Placement-Programms 2005 – 2016

2019 ◽  
Vol 46 (06) ◽  
pp. 338-341
Author(s):  
Dirk Richter ◽  
Markus Hunziker ◽  
Holger Hoffmann
Keyword(s):  
Supported Employment ◽  
Job Coach

Zusammenfassung Ziel Die Studie berichtet über die Evaluation des Berner Job Coach Placement-Programms im Routinebetrieb. Methode Administrative Daten der Teilnehmenden aus den Jahren 2005 – 2016 wurden hinsichtlich der Integration in den allgemeinen Arbeitsmarkt und hinsichtlich der Aufnahme einer regulären Beschäftigung analysiert. Ergebnisse 46 % aller Teilnehmenden (N = 420) erreichten das primäre Erfolgsziel der Integration in den allgemeinen Arbeitsmarkt, 33 % schafften den Übergang in eine reguläre Anstellung. Diskussion Das Berner Job Coach Placement Programm erreicht auch im Routinebetrieb eine im internationalen Vergleich sehr gute Integrationsquote.

Was macht Supported Employment so überlegen?

2013 ◽  
Vol 10 (02) ◽  
pp. 95-101 ◽  
Author(s):  
H. Hoffmann
Keyword(s):  
Vocational Training ◽  
Supported Employment ◽  
Gesetzliche Grundlagen ◽  
Job Coach

ZusammenfassungMit der Einführung des Supported Employment wurde in der beruflichen Wiedereingliede-rung psychisch beeinträchtigter Menschen in die freie Marktwirtschaft ein Paradigmawechsel vollzogen, der sich in den USA und mittlerweile auch in Europa bewährt hat. Die wissenschaftliche Evidenz ist mittels zahlreicher randomisiert kontrollierter Studien erhärtet, weshalb Supported Employment in den Leitlinien als dem pre-vocational Training überlegen und somit als Methode der Wahl vorbehaltlos empfohlen werden kann. Supported Employment leistet zudem einen entscheidenden Beitrag zur Inklusion und Teilhabe psychisch beeinträchtigter Menschen.Für eine erfolgreiche Implementierung und Weiterverbreitung im deutschsprachigen Raum braucht es gewisse Adaptionen, einheitliche Qualitätsstandards, Anreize für die Arbeitgeber sowie noch zu verbessernde gesetzliche Grundlagen und Finanzierungsmodelle, die u.a. die unbefristete Begleitung durch einen Job Coach ermöglichen. Letzteres ist ein zentraler Faktor für den nachhaltigen Erfolg des Supported Employments.

Supported Employment – Electronic Job-Coach (EJO)

2016 ◽  
pp. 142-149 ◽  
Author(s):  
Carsten Brausch ◽  
Christian Bühler ◽  
Andreas Feldmann ◽  
Miriam Padberg
Keyword(s):  
Supported Employment ◽  
Job Coach

Doing it the Company Way: Using Internal Company Supports in the Workplace

1991 ◽  
Vol 22 (2) ◽  
pp. 32-35 ◽  
Author(s):  
Ellen S. Fabian ◽  
Richard G. Luecking
Keyword(s):  
Supported Employment ◽  
Training Programs ◽  
Severe Disabilities ◽  
Competitive Employment ◽  
Employment Opportunities ◽  
Job Coach ◽  
Workplace Supports ◽  
Training Activities

Recent limitations identified in the job coach model of supported employment have stimulated interest in the use of natural workplace supports as a means of facilitating competitive employment opportunities for individuals with severe disabilities. The authors describe one approach to natural workplace supports called the internal company support approach to supported employment, using existing employer-sponsored training programs in the workplace. Examples of employer-sponsored training activities are provided, as well as implementation suggestions based on the authors' experience.

Natural Supports: Reconceptualizing Job Coach Roles

1993 ◽  
Vol 18 (4) ◽  
pp. 275-281 ◽  
Author(s):  
Pat Rogan ◽  
David Hagner ◽  
Stephen Murphy
Keyword(s):  
Social Support ◽  
Supported Employment ◽  
Work Site ◽  
Case Examples ◽  
Individual Preferences ◽  
Employees With Disabilities ◽  
Natural Supports ◽  
Job Coach ◽  
Personal Connections ◽  
Natural Support

This article presents four case examples that illustrate various strategies used by agency personnel to promote job supports for employees with disabilities while minimizing the intrusion of supported employment personnel. Specific strategies include: (a) using personal connections to enhance social support, (b) matching individual preferences and attributes to work-site social climates, (c) collaborating with work-site personnel to develop adaptations and modifications, (d) facilitating and supporting the involvement of work-site personnel; and (e) providing general consultation focused on person-environment factors that promote both the success of the supported employee and the overall business. Each of these strategies is discussed within a natural support framework in relation to reexamining job coach roles. The implications of the four case examples are discussed and areas for further research are suggested.

scholarly journals Do Job Coach Effective to PWDs Secured a Job in Malaysia

2020 ◽  
Vol 4 (2) ◽  
pp. 13-21
Author(s):  
NOOR FATIHAH MAT RADZI
Keyword(s):  
Social Welfare ◽  
General Public ◽  
Supported Employment ◽  
Well Being ◽  
Job Market ◽  
Human Right ◽  
Right To Work ◽  
Job Coach ◽  
Conceptual Paper ◽  
The Right

The right to work has been recognized through artice 23(1) of the Universal Declaration of Human Right 1948. But, opportunity and participation of Person With Disabilities (PWDs) in the workforce is still a challenge in Malaysian context. Various efforts and initiatives have been continuously undertaken to secure inclusion of PWDs in the workforce. Malaysia introduced Supported Employment (SE) through Job Coach programme largely provided by the Department of Social Welfare and other Non-Govermental Organizations (NGOs) focuses on helping PWDs in securing employment in the workplace. This conceptual paper discuss about the effectiveness Job Coach to PWDs enhancing participation in the open job market. Implications of the study to the organisation in particular and to the general public at large are also examined and to be considered in order to ensure PWDs inclusion in the workplace and their well-being could be continuously and effectively promoted.

The Effect of Mentoring versus Job Coach Instruction on Integration in Supported Employment Settings

1997 ◽  
Vol 22 (3) ◽  
pp. 151-158 ◽  
Author(s):  
Mellanie Lee ◽  
Keith Storey ◽  
Jacki L. Anderson ◽  
Lori Goetz ◽  
Steve Zivolich
Keyword(s):  
Social Integration ◽  
Supported Employment ◽  
Comparison Group ◽  
Severe Disabilities ◽  
New Employees ◽  
Job Coach ◽  
Training Strategies ◽  
Mentor Model ◽  
Mentoring Model ◽  
Pizza Hut

Thirty employees at Pizza Hut were observed to examine the effects of three training strategies on social integration. These training strategies represented: (a) the traditional job coach model, (b) a mentoring model, and (c) the use of management and coworkers to train new employees without disabilities. This research found that employees with severe disabilities trained using the mentor model had more interactions with nondisabled coworkers than those trained using the job coach model. The data also indicate that the nondisabled comparison group had more interactions than either the job coach or mentoring groups, and that the types of interactions did not vary among the three groups.

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