Learn about the types of people we help
One of our greatest strengths is the diversity of our members. This enables us to effectively assist a wide range of job seekers.
We currently hold a number of specialist contracts that deliver services to meet the specific needs of people with disability, young people and at-risk youth, job seekers from culturally and linguistically diverse (CALD) backgrounds, job seekers who are homeless or at risk of homelessness, and ex-offenders.
Wilmar wins the National Employer Partnership Award
Michelle Reynolds, HR co-ordinator for Victoria Mill, said Job Futures intrinsic knowledge of the sugar industry and Victoria Mill operations made it possible for Wilmar to maximise opportunities for local job seekers.
Wilmar's Victoria Mill has been recognised for their efforts to build career opportunities for the unemployed in the Ingham region of Queensland, being named as the inaugural recipient of the National Employer Partnership Award at the 2014 Job Futures National Conference.
"As one of the most significant employers in the region, Wilmar has shown a genuine commitment to help change lives through employment in Ingham," Job Futures CEO, Matt Little, said. "They were a clear standout to be this year's award recipient."
The national employer partnership award recognises a business that is proactive in reducing local disadvantage by providing sustainable employment opportunities for the long-term unemployed. It also takes into account local Job Futures members who individualise their employment solutions to meet the recruitment expectations of business.
"It's a partnership that works because Job Futures understands the type of roles we have at Wilmar, the skills required for each role, as well as the personal attributes that ensure they thrive as an employee with us," HR co-ordinator for Victoria Mill, Michelle Reynolds, said.
Breakthrough: Up to 56% outcomes increase
Matt Little, CEO of Job Futures, says, "The model represents a significantly new way of working in Employment Services and is delivering better results for Australia's unemployed."
Job Futures Turning Point Assessment Model was developed in conjunction with leading UK research organisation Esher House and launched in October 2013.
This unique assessment approach is used to differentiate between job seekers that are able to gain and sustain employment and those that require more intensive support in order to secure employment. This has enabled Job Futures to effectively match the type of assistance it provides to individual job seekers regardless of how long they have been unemployed.
The model focuses on administering an applied psychology assessment that accurately identifies what "stage of change" the job seeker is in. Those who are found to be in the ACTING (ACTION) stage of change are what are normally referred to as "work ready". They are willing and able to work and can be directed towards activities best designed to help them gain and maintain employment.
Job seekers that are assessed in the other stages of change can be assigned appropriate interventions that will move them into the ACTING (ACTION) phase.
Local partnerships achieve results through Work for the Dole
Work Experience Co-ordinator Patrick Taylor talks about his experience regenerating the river banks of the Burnett River.
After the floods in February 2013 devastated local farms and businesses along the Burnett River, many areas were left stripped of trees and top soil. Something needed to be done to repair and strengthen the Burnett River banks.
Job Futures member Community Solutions partnered with the Burnett Mary River Group and Burnett Catchment Care Association to create a Work for the Dole Community Action Group. The project also collaborated with other local JSA providers to ensure sufficient participants.
This was the first time an activity had been undertaken with the aim of drawing on all local JSA providers and has received full support from the Department of Employment. This project includes the repair and re-vegetation of 20 sites along the Burnett River. Already four participants have been offered ongoing employment.
Turning Point: 26 week outcomes
The graph illustrates that 26-week outcomes have increased by up to 56% for those who are hardest to place and maintain employment.
Its implementation has increased performance across the board in all streams from 13 week to 26 week outcomes and improved the utilisation of our resources through a better focus of time.
Our Turning Point Assessment Model seeks to determine the most suitable time to deliver specific activities to job seekers to help move them towards employment.
The model is based on an applied psychological assessment to accurately identify the 'state of change' in which a job seeker is in.
Designed in partnership with Esher House, the model is delivering promising results with placements for job seekers. (JF/Esher House internal data).
The graph above shows the conversion rate % of only those with an outcome and not the general conversion rate.