Monica jackson hrd830 organizational change
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Monica jackson hrd830 organizational change
- 1. ORGANZATION CHANGE & The ADDIE Model: NC Department of Correction – Offender Reentry Monica Jackson Forsyth County – Job Developer HRD 830 December 8, 2010
- 3. Build on the existing successful local workforces development partnerships
- 6. Coordinate referrals for community-based supportive services
- 7. Incorporate individual training accounts
- 9. Organizational Change “Creating Policy in the Face of Change” Current economic situation Lack of jobs for everyone The need for employers to hire ex-offenders More programs established to help ex-offenders
- 10. Organizational Change “Establishing Broad Goals” Define specific goals for program objectives Reporting procedures How to establish Employer relationships Community agency collaborations Training processes Permanent employment for Job Developers Communication avenues
- 11. Organizational Change “Accepting the Fact of Change” Team effort Open communication Collaboration
- 12. Organizational Change “Professional Value Added Opportunities” Employed ex-offenders Permanent staff in the community Educated employers Stronger communities ties Readily available training programs
- 13. Organizational Change “Accountability” Grant provider Upper Management Job Developers
- 14. ADDIE Model: Analysis Lack of prior planning for the 1 year initiative Job Developer Training Job Developers hired without previous case mgmt. experience Scheduled Staff meetings Communication Various components were not established before the onset of the program Training programs Database Partnering Agencies Program Goals/Metrics Supportive services Employer contacts Reporting
- 15. ADDIE Model: Design Employment Client Training Supportive Services Job Developer Training Reporting Community Partnerships Employer Awareness Communication
- 16. ADDIE Model: Development & Implementation Employment– Collaborate with the ESC and WIA agencies Client Training – Establish process of immediate registration & WIA funding Supportive Services – Institute avenues for timely assistance Job Developer Training – Initial & On-going with assessments Reporting – Schedule reporting and database mgmt. system Community Partnerships – Meet prior to the on-set of program Employer Awareness – SHRM Memberships, employer visits, follow-ups and appreciation awards Communication– Staff meetings, client satisfaction surveys & shared best practices
- 17. ADDIE Model: Implementation This is the time to: Learn the steps of the program Demonstrate the acquired skills Provide feedback, support and best practices This phase is a continuous cycle and the Job Developer will continue to build their skills
- 18. ADDIE Model: Evaluation Determined how well the program is doing? Has the team grasped and demonstrating the desired skills? Has the designed program accomplished the desired objectives/goals? What needs to be revised? Continue all efforts until all goals are achieved!!
Notas do Editor
- Hello My name is Monica Jackson. I am the Job Developer for Forsyth County in NC. My project is on the organizational change within the North Carolina Department of Correction in partnership with the North Carolina Department of Commerce. It is an on-going collaborative effort to provide knowledge of how important it is to provide comprehensive services to the ex-offenders in the community, especially as it relates to employment. The initiative is designed to lay the foundation for positioning dedicated Job Developers in eleven counties throughout the state, and the need for fulltime commitment for this diverse population.
- This is a 1 yr grant funded program to: Increase employment opportunities for ex-offenders in NC To Build workforce development partnerships And to educate employers
- Counties served are:
- The Job Developers goals are to:To help remove barriers that prevent ex-offenders from becoming gainfully employedCoordinate referrals for community-based supportive servicesIncorporate individual training accountsDevelop offender-friendly employer relationships
- For any employment based activity the goal should be to place capable employees and not to have companies endure any increased risk.
- WITH THIS INIATIATIVE BEING GRANT FUNDED FOR ONLY 1 YEAR…..THERE WAS GOING TO BE A ORGANIZATIONAL CHANGE AS FAR THE APPROACH FOR IT TO BE SUCCESSFUL. HERE ARE A FEW AREAS THAT LAIDED THE FOUNDATION PRIOR TO THE PHASES OF THE ADDIE MODEL.CREATING POLICY IN THE FACE OF CHANGE: With the current economic situation more and more North Carolinians are unemployed. The unemployment rate is at a all time high of 9.1%. And ever year on an average of 20K or more ex-offenders are release from prison, in NC. This does not take in to account the number on supervision and/or have past criminal records that prevent them from becoming gainfully employedEmployers need to be educated on the benefits for considering ex-offenders as potential employees. Many times if they are not employed, research shows they will be re-incarcerated, within the first 3 years. And these crimes potentially will be committed in our communities and against our love ones
- Establishing Broad Goals are important guidelines that can be changed…….. but are necessary to cope with and to adapt to change as it happens.The goals for this initiative are to:Define specific goals for program objectivesReporting proceduresHow to establishEmployer relationships……Community agency collaborations &Training processesPermanent employment for Job DevelopersCommunication avenues
- ACCEPTING THE FACT OF CHANGEAll of the 11 job developers had an invested interest…….. to help ex-offenders and to become permanent employees. So once everyone was on the same page this was an easy transformation for flexibility, identification, and adaptability for changeThis was obtained thur:Team effortOpen communicationCollaboration
- A part of organization change…….. the establishment of “Professional Value Added Opportunities” were identifiedThe most important areas of opportunities were:Employed ex-offenders Permanent staff in the community Educated employers Stronger communities ties Readily available training programs
- The stake holders who were held accountable for the success of the initiative were:Grant providerUpper ManagementJob Developers
- The Addie model was used to for my research. During the Analysis phase I identified…..there was a:
- The areas for opprotunitity for the Design phase were
- And together for the Development and Implementation Phases were:
- The Implementation Phase was the time to:Learn the steps of the programDemonstrate the acquired skillsProvide feedback, support and best practicesThis phase is a continuous cycle and the Job Developer will continue to build their skills
- And the final phase was Evaluation….which:Determined how well the program is doing?Has the team grasped and demonstrating the desired skills?Has the designed program accomplished the desired objectives/goals?What needs to be revised?And we will Continue all efforts until all goals are achieved!!
- And As a result these are the current rates of Jobs Reported by country as a whole. Currently the goal of 30% of the clients serviced being gainfully employee is being achieved