Collaborating for Employment Success Barbara Dobson, Greg Lockwood, Chris Callanan and Susanna Gurr BCCDA Conference, Vancouver, BC March 5, 2018 The Employment Program of British Columbia is funded by the Government of Canada and the Province of British Columbia.
Overview • BizHub – what it’s all about • Improving Client Engagement • How it worked in practice • BizHub and Staff Engagement • How it worked in practice • Launch of CDP Infographic • Lessons learned and what’s next • Questions and Discussion | BC CENTRE FOR EMPLOYMENT EXCELLENCE 2
Biz Hub Video | BC CENTRE FOR EMPLOYMENT EXCELLENCE 3
What is Biz Hub? | BC CENTRE FOR EMPLOYMENT EXCELLENCE 4
Biz Hub Model | BC CENTRE FOR EMPLOYMENT EXCELLENCE 5
Objectives of Biz Hub 1) Create and support a collaborative network of individuals from participating organizations to address issues that affect organizations in the employment services sector and to identify and implement changes. Biz Hub aims to both generate evidence and make use of already collected data to support its activities. 2) Share knowledge about what works and how organizations could adopt a similar process. Information is shared primarily through the main and sub hubs, and also provide general information to the broader employment services sector. | BC CENTRE FOR EMPLOYMENT EXCELLENCE 6
Overall Biz Hub Goal • Support Improvements • Evidence based solutions • Consistently achieved • Very low cost • Scalable Theory | BC CENTRE FOR EMPLOYMENT EXCELLENCE 7
Behavioural Diagnosis and Design Process | BC CENTRE FOR EMPLOYMENT EXCELLENCE 8
How to Define the Issues • Activities involved in defining what a business entity does, who is responsible, to what standard a business process should be completed, and how the success of a business process can be determined | BC CENTRE FOR EMPLOYMENT EXCELLENCE 9
Define – Business Process Mapping | BC CENTRE FOR EMPLOYMENT EXCELLENCE 10
Diagnose – Why is This Happening? • Examine existing data • Understand the perspectives of staff at different levels of organization • Understand what is supposed to happen • Explore constraints and opportunities | BC CENTRE FOR EMPLOYMENT EXCELLENCE 11
Designing the Innovation/Nudge • Encourage people to think outside the box • Innovation should be evidence-based and low cost • Tailored to the organizational setting • Tested, reviewed, revised, then implemented | BC CENTRE FOR EMPLOYMENT EXCELLENCE 12
E-A-S-T | BC CENTRE FOR EMPLOYMENT EXCELLENCE 13
One Possible Framework for Designing Nudges The SIMPLER Framework S Social Influence I Implementation Prompts M Make Deadlines P Personalization L Loss Aversion E Ease R Reminders | BC CENTRE FOR EMPLOYMENT EXCELLENCE 14
Sub-hub 1 CLIENT | BC CENTRE FOR EMPLOYMENT EXCELLENCE 15
Client Engagement is Both a Process and an Outcome Connect Support Explore Identify Implement issues Collaborate | BC CENTRE FOR EMPLOYMENT EXCELLENCE 16
In Biz Hub - Why Client Engagement Matters • Client engagement is a predictor of employment outcomes • A likely predictor of improvements in personal attributes (e.g. self-esteem, self-efficacy) • Important to practitioners and clients • As a measure was a better predictor of employment success than intervention hours Source CRW 2013: A project of the Canadian Research Working Group on Evidence-Based Practice in Career Development | BC CENTRE FOR EMPLOYMENT EXCELLENCE 17
Defining the Issues - Mapping the Client Journey Yes Needs more support No Needs more support | BC CENTRE FOR EMPLOYMENT EXCELLENCE 18
Diagnosing the Bottlenecks Two main bottlenecks 1) Clients not attending follow-up appointments • Not following through on employment plan • Staff had booked appointments 2) Clients did not appear to use or understand all of the information provided or available to them • Some clients did not use the information provided • Staff sometimes unsure how to support client information needs | BC CENTRE FOR EMPLOYMENT EXCELLENCE 19
Designing and Testing the First Client Engagement Nudge S I M P L E R Framework Current Situation S Social Influence • Reminders were already provided to • clients • I Implementation Prompts • Reminders provided via variety of • M Make Deadlines different media P Personalization • L Loss Aversion • E Ease • • R Reminders | BC CENTRE FOR EMPLOYMENT EXCELLENCE 20
Client Appointment Reminder Testing Source: MDRC Webinar - Incorporating Behavioral Insights into Everyday Practices to Improve Program Operations – November 15, 2016 | BC CENTRE FOR EMPLOYMENT EXCELLENCE 21
Designing the Nudge: Personalizing the Reminder 22
Testing: Personalizing Client Appointment Reminders • Standard reminders used for 1 week • Reminder script personalized and used for 1 week • Mix of methods used to contact clients • Phone • Text • Email • Cards • Data received from three employment centres | BC CENTRE FOR EMPLOYMENT EXCELLENCE 23
Results of Personalized Client Appointment Reminders Client Engagement Sub-Hub: Personalized Contacts (%) 90 80 70 60 50 40 30 20 10 0 Total attended *** Total rescheduled Total no-shows ** Pre N=258 Post N=303 Note : Statistically significant differences are indicated by asterisks: * P < 0.10, ** P < 0.05, *** P < 0.01 | BC CENTRE FOR EMPLOYMENT EXCELLENCE 27
Personalized Contacts: Observations and Comments • Increased communication with clients - allowed more dialogue regarding appointment dates and times • Staff liked the new scripts • Previous reminders contained less information (e.g. date and time only). New reminders included option to advise of any changes and advised client of what would be discussed at their appointment. • Increased attendance at workshops attributed to personalized contact • Fewer no-shows • Clients commented on friendly “invitation” | BC CENTRE FOR EMPLOYMENT EXCELLENCE 25
Bottleneck 2: Clients Understanding and Use of Materials Focus on all aspects of literacy Literacy is about more than just reading, writing and skills in mathematics. Literacy includes the skills we use in everyday and working lives that help us to make sense of the world and perform the tasks needed | BC CENTRE FOR EMPLOYMENT EXCELLENCE 26
Literacy Levels in BC | BC CENTRE FOR EMPLOYMENT EXCELLENCE 27
Nudge 2 – Raising Awareness of Literacy in Organizations • Partnered with Decoda Literacy Solutions to develop a literacy review • Process for organizations to identify and address literacy barriers • Aim is to improve the flow of information between client and staff • Raise awareness of literacy issues • Raise comfort levels • Increase buy-in • Increase compliance | BC CENTRE FOR EMPLOYMENT EXCELLENCE 28
Literacy Questions for Organizations • What is the overall literacy environment like? • What are the clients asked to do when they arrive? • What information do they see? • What information are they asked for? • What forms are they asked to complete? • What information is provided and how is it made available to them? • What supports are available to support them? | BC CENTRE FOR EMPLOYMENT EXCELLENCE 29
Nudge 2: Literacy Review • Reviewed how an organization communicated with its clients • Highlighted adults’ literacy needs • Systematically identified barriers in the delivery of services to clients • Provided suggestions to improve client engagement • Helped organizations communicate in plain or clear language with clients • Reaffirmed the practices already done well in an organization | BC CENTRE FOR EMPLOYMENT EXCELLENCE 31
Nudge 2: 5 Step Literacy Review Process • Raise awareness about literacy needs in your Centre • Decoda staff visit and hold information session during staff meeting (20 mins) 1 • Staff complete literacy review tool (maximum 15 mins) • Staff identify key literacy concerns 2 • Decoda staff, Biz Hub representative and small number of staff walk through Centre to review literacy practices (45 mins to 1 hour) 3 • Decoda develops an action plan for each Centre 4 • Each Centre reviews their action plan and implements improvements • CfEE documents changes and shares best practice with BizHub 5 | BC CENTRE FOR EMPLOYMENT EXCELLENCE 31
Organizational Benefits for Sub-hub 2 • Helped staff better understand the needs of clients • Clients were better able to • read posters, pamphlets and other communications • complete forms • understand written instructions • The process was informative and useful • Staff are more aware of literacy issues for low-literacy clients | BC CENTRE FOR EMPLOYMENT EXCELLENCE 32
NIEFS’s experience with the client appointment reminders • What was involved in taking part in the client appointment reminder testing? • What was learned from testing the new appointment reminders? • What changes did NIEFS make in the short-run? Plans for other changes? | BC CENTRE FOR EMPLOYMENT EXCELLENCE 33
NIEFS’s experience with the literacy review • What was involved in taking part in the literacy review? • What was useful or relevant in the action plan received? • What changes did NIEFS make in the short-run? Plans for other changes? | BC CENTRE FOR EMPLOYMENT EXCELLENCE 34
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