RIWC_PARA_A121 the future of disability employment in australia in the time of the ndis
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A121 the future of disability employment in australia in the time of the ndis
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RIWC_PARA_A121 the future of disability employment in australia in the time of the ndis
- 1. The Future of Disability Employment – Assistance and support Rick Kane CEO, Disability Employment Australia @Disabilityemplt #inclusiveworld
- 2. 2016 Paralympic Games @Disabilityemplt #inclusiveworld
- 3. AHRC Willing to Work Report • People with disability are less likely to be employed full-time (27.0%) than people without disability (53.8%) • Australians with disability are more likely to be unemployed (10.0% compared with 5.3% for those without disability) and face longer periods of unemployment than people without disability @Disabilityemplt #inclusiveworld
- 4. AHRC W2W Report Recommendations • National community education and information campaign: 1. lift awareness of economic benefits of employing people with disability 2. dispel myths and stereotypes to change the way we value the contributions of people with disability. • Promote government supports available to employers through Disability Employment Services, JobAccess, the Employment Assistance Fund and the National Disability Resource Coordinator. @Disabilityemplt #inclusiveworld
- 5. AHRC W2W Recommendations: Employers The Willing to Work Report offers strategies for employers to lift participation and ensure non-discriminatory employment practices: Leadership commitment to inclusive and diverse workplaces Non-discriminatory recruitment and retention practices Building workplace flexibility Provide targeted education and training in the workplace Build healthy workplaces @Disabilityemplt #inclusiveworld
- 6. Biggest Job Growth by Occupation @Disabilityemplt #inclusiveworld New Jobs Health Professionals 125,100 Carers & Aides 111,800 Business & Marketing Professionals 92,900 Sales Assistants 88,900 Specialist Managers 71,900 Teachers 68,700 Personal Service Workers 51,400 Hospitality & Retail Managers 47,400 Hospitality Workers 37,000 ICT Professionals 36,900 Total Top 10 732,000 Source: From Australia Dept. of Employment, 2016 Employment Projections Top Ten Occupations (2-digit level), 2016-2020
- 7. NDIS Victoria Market Statement Position • More people: The Victoria market for disability supports is estimated to grow from 78,000 people to 105,000 in 2019 • Level of Funding: Annual growth expected from $2.6B to $5.1B in 2020 • More jobs: The FTE workforce required to service this demand is estimated to grow from 20,000 to 42,000 by 2020 • The biggest markets will be Southern Melbourne, Brimbank Melton, Hume Moreland and Bayside Peninsula @Disabilityemplt #inclusiveworld
- 8. Future of disability employment Changes to disability employment need to better align it with the principles underpinning the NDIS. • Three main areas to improve disability employment: • Better engagement with, and support for, employers, • Ensuring service providers can deliver effective support that is high quality, and • Empowering participants to make informed decisions. @Disabilityemplt #inclusiveworld
- 9. Future of disability employment • Providers will be given the opportunity to expand their services to additional regions, based on how successful they are in their existing services, • Opportunity for new providers to qualify and enter the market, to provide DES services. • Participants may chose their provider regardless of whether they live in a specified region; they can go to a provider in the neighbouring region. @Disabilityemplt #inclusiveworld
- 10. Future of disability employment Individualisation • Easier access to quality information on providers and services • Participants can choose the service that is right for them, • Participants given more say in the type of assistance they receive, • Greater portability in participant funding, and • Reduce constraints on changing provider if participants are not satisfied with the support they are receiving @Disabilityemplt #inclusiveworld
- 11. Future of disability employment Individualisation • Relax market share • Enabling participants to choose from more providers • Make it easier for participants to ‘vote with their feet’ Providers will need to respond to the views/needs of participants, for example, in the way assistance is developed and provided, and in the range of supports offered. @Disabilityemplt #inclusiveworld
- 12. Youth Employment Strategy initiatives National Individual Placement and Support (IPS) Trial - vocational assistance for young people (up to 25) with mental illness • Integrates employment and vocational support with clinical mental health and non-vocational support. Focus on individual needs of people with mental illness seeking to remain in education or employment. Employment specialists will provide career development advice and vocational and employment assistance - in tandem with clinical support. Other initiatives include: • Investment Approach (Try, Test, Learn) • Empowering YOUth (vulnerable young people aged 15–24 who are long-term unemployed or at risk of becoming long-term unemployed • The Youth Jobs PaTH provides three elements: Prepare – Trial – Hire: support young people under the age of 25 years gain employability skills and real work experience to get and keep a job, and incentives for employers to take them on. • NDIS School Leaver Employment supports, to foster new and innovative employment support options for people with disability @Disabilityemplt #inclusiveworld
- 13. JobAccess supporting employers • Expert advice via new website (employer section) and phone • Employer engagement services oHelping employers attract and retain the skills and talents of people with disability • Employment Assistance Fund oFinancial help for employers and eligible people with disability and mental health conditions to buy work related modifications and services @Disabilityemplt #inclusiveworld
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- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- Employers, businesses and the organisations that represent them, have a critical role to play in recruiting, retaining and training people with disability. However, the Inquiry heard that employers may lack the knowledge, awareness and skills necessary for developing inclusive workplaces which support employees with disability. They may also be unaware of government programs and supports that can assist them. The Willing to Work Report offers a suite of strategies for employers to lift representation and ensure non-discriminatory recruitment, retention and training practices while maintaining and improving productivity. Leadership commitment: CEOs and organisational leaders should communicate their business’s commitment to inclusive and diverse workplaces to all staff. This should be supported by an organisational strategy which outlines the business case for a diverse workforce and could include goals such as: meeting voluntary targets for employment of people with disability; monitoring and reporting on performance against these targets and ensuring inclusive practices in relation to recruitment; networking and mentoring for and of employees with disability. Ensuring non-discriminatory recruitment and retention practices: Businesses should ensure that their recruitment and retention policies do not discriminate against people with disability. This could include reviewing recruitment processes to ensure that they are accessible and making promotional and training opportunities equally available to all employees, including those with disability. Building workplace flexibility: As a critical recruitment and retention tool, businesses normalise flexible work by making job design, work location and hours flexible for all, as far as the demands of the role allow. Provide targeted education and training in the workplace: In order to build inclusive, respectful workplaces employers provide staff with support and training about their rights and responsibilities at work, internal grievance processes, flexible leave options, any employee driven networks and the nature and impact of discrimination. Employers should support managers and supervisors in creating and managing diverse teams and flexible workplaces by assisting with job redesign, building skills to manage employees flexibly, providing information for managers for example mental health guidelines, manager support and training on the nature and impact of discrimination. Build healthy workplaces: Businesses should invest in health and wellbeing programs for staff. Implementing healthy work practices can be key to preventing chronic conditions and promoting good health. This could involve training of staff and managers about health, implementing ergonomic assessments or subsidising gym memberships.
- Employers, businesses and the organisations that represent them, have a critical role to play in recruiting, retaining and training people with disability. However, the Inquiry heard that employers may lack the knowledge, awareness and skills necessary for developing inclusive workplaces which support employees with disability. They may also be unaware of government programs and supports that can assist them. The Willing to Work Report offers a suite of strategies for employers to lift representation and ensure non-discriminatory recruitment, retention and training practices while maintaining and improving productivity. Leadership commitment: CEOs and organisational leaders should communicate their business’s commitment to inclusive and diverse workplaces to all staff. This should be supported by an organisational strategy which outlines the business case for a diverse workforce and could include goals such as: meeting voluntary targets for employment of people with disability; monitoring and reporting on performance against these targets and ensuring inclusive practices in relation to recruitment; networking and mentoring for and of employees with disability. Ensuring non-discriminatory recruitment and retention practices: Businesses should ensure that their recruitment and retention policies do not discriminate against people with disability. This could include reviewing recruitment processes to ensure that they are accessible and making promotional and training opportunities equally available to all employees, including those with disability. Building workplace flexibility: As a critical recruitment and retention tool, businesses normalise flexible work by making job design, work location and hours flexible for all, as far as the demands of the role allow. Provide targeted education and training in the workplace: In order to build inclusive, respectful workplaces employers provide staff with support and training about their rights and responsibilities at work, internal grievance processes, flexible leave options, any employee driven networks and the nature and impact of discrimination. Employers should support managers and supervisors in creating and managing diverse teams and flexible workplaces by assisting with job redesign, building skills to manage employees flexibly, providing information for managers for example mental health guidelines, manager support and training on the nature and impact of discrimination. Build healthy workplaces: Businesses should invest in health and wellbeing programs for staff. Implementing healthy work practices can be key to preventing chronic conditions and promoting good health. This could involve training of staff and managers about health, implementing ergonomic assessments or subsidising gym memberships.
- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- As an influencer in your clients’ recruitment process, you play a major role in the success, or not, of their quest to access the right people for their business. So, how can you use your responsibility to deliver a full spectrum of candidates to your clients (candidates who reflect their customer base) and perhaps even change some lives? Using the JobAccess website and services is a great start and there are also some simple principles you can follow that will help to promote inclusion and access in the attraction and recruitment practices of your clients. Helping them achieve their employment goals, of course, will form a more binding relationship between recruiter and client.
- JobAccess streamlines access to services that will help your clients. The first port of call for all information and advice is the brand new website. It’s been road tested with employers and people with disability – and has information tailored to its audiences. Just some of the things you can find include tools and resources to help recruit and retain people with disability. JobAccess also has a team of employer engagement specialists – until recently called the National Disability Recruitment Coordinator. This team of people work with employers to advise them on ensuring employment practices and processes are inclusive and welcoming to all talent. And JobAccess administers the Employment Assistance Fund on behalf of the Australian Government. Employers can access financial help to buy work related modifications that help them employ or retain a person with disability. The advisers at JobAccess can often support you with ideas that have no cost too – perhaps a different way of thinking about a certain job can help you recruit exactly the right person for your job.
- So here are some ideas that the team at JobAccess supplied - straight from the recruitment practices of firms such as SEEK, Medibank, Deloitte, Qantas and many other major Australian employers that they have worked with. Ensure job descriptions are written in plain English and are specific and concise. Employers are keen to accept applications from any candidates who are able to demonstrate a clear match with the selection criteria. Focus on people’s abilities and skills and whether they are able to meet the ‘inherent requirements’ or required daily tasks of the role, rather than how the job is completed. Understand that sometimes good candidates may need flexibility to be able to clearly demonstrate their skills and knowledge during the recruitment process and to be productive in the workplace. Give candidates the opportunity to request support or reasonable adjustments during the recruitment process in order to demonstrate their ability to meet the inherent requirements of the job. Make use of the tools and resources available to you – including JobAccess and EAF
- So here are some ideas that the team at JobAccess supplied - straight from the recruitment practices of firms such as SEEK, Medibank, Deloitte, Qantas and many other major Australian employers that they have worked with. Ensure job descriptions are written in plain English and are specific and concise. Employers are keen to accept applications from any candidates who are able to demonstrate a clear match with the selection criteria. Focus on people’s abilities and skills and whether they are able to meet the ‘inherent requirements’ or required daily tasks of the role, rather than how the job is completed. Understand that sometimes good candidates may need flexibility to be able to clearly demonstrate their skills and knowledge during the recruitment process and to be productive in the workplace. Give candidates the opportunity to request support or reasonable adjustments during the recruitment process in order to demonstrate their ability to meet the inherent requirements of the job. Make use of the tools and resources available to you – including JobAccess and EAF