Deep Value Assessment: Improving employability through a new approach to assessing jobseekers
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This document presents findings and recommendations from Community Links' research on improving how jobseekers' needs and abilities are assessed for better employability outcomes. Key principles for a new assessment approach include ongoing evaluations and incorporating jobseekers' perspectives, while the analysis identifies four areas for improvement in assessment processes and partnerships. Ultimately, the report emphasizes the importance of building strong, trusting relationships between advisors and jobseekers to enhance assessment accuracy and support efficacy.
Deep Value Assessment: Improving employability through a new approach to assessing jobseekers
- 1. Deep Value Assessment Improving employability through a new approach to assessing jobseekers SUMMARY Ellie Roberts Luke Price
- 2. © Community Links 2014 Community Links 105 Barking Road Canning Town London E16 4HQ www.community-links.org Registered Charity Number 1018517 Community Links Our purpose is to champion social change. We pioneer new ideas and new ways of working locally and share the learning nationally with practitioners and policy makers. As a result, we are recognised as national leaders in regeneration and social policy. Acknowledgements Community Links would like to thank the Hadley Trust for financially supporting us to undertake research and policy work in this area. Special thanks go to trustee Philip Hulme for his valued input on this project. Many thanks also go to past and present members of Community Links policy and research team including Ben Robinson, Liam Crosby, Will Horwitz, Athena Lamnisos, WeiHsi Hu and Maeve McGoldrick. We are grateful to everyone at Community Links and other organisations who have supported the project at various points, including in the development phases, helping to recruit research participants, hosting focus groups and providing valued feedback on the report and recommendations. Most of all, thank you to the residents of east London who contributed their time and shared their stories with us. This summary report outlines the findings and recommendations based on our research into how jobseekers’ needs and abilities are assessed. We conducted interviews and focus groups with benefit claimants and staff at a range of jobcentres and Work Programme providers across east London. Our full report is complemented with a review of literature analysing assessment in other sectors. A copy of the full report can be obtained from: Community Links 105 Barking Road London E16 4HQ www.community-links.org
- 3. 3 Summary Every public service relies on effective assessment – to target resources, determine eligibility, and ensure people get the best service possible. Properly understanding jobseekers’ needs and abilities is crucial to the success of employment support services in helping people into long-term, sustainable jobs. It allows employment support services to be tailored and responsive to jobseekers’ widely varying situations, but it also has the potential to ensure they feel valued, and are understood as empowered individuals actively contributing to their own progress towards work. Jobseeker assessment serves several purposes for jobseekers: from determining benefit eligibility to tailoring employment support packages. This report looks at employability- focused assessments, which are primarily about ensuring quality employment support. Such assessments are essential for deciding what support jobseekers need, determining what externally-contracted provision they are sent to, setting payment levels for external providers, and setting conditionality requirements on a jobseekers’ claim. Every year, Community Links works with thousands of jobseekers through our employment and training service and our benefits advice service. We undertake assessment of jobseekers in each of our services and use this to tailor the support that we provide. We also see the consequences of failing to properly assess jobseekers: claimants who come to us after they’ve been sanctioned often say their sanction was due to conditions being attached to their claim which were unsuitable for their personal circumstances. These experiences have prompted us to look in-depth at how to improve the way jobseekers’ needs and abilities are assessed. We conducted interviews and focus groups with benefit claimants and staff at a range of jobcentres and Work Programme providers across east London. We have complemented this with a review of literature analysing assessment in other sectors. This report presents the key findings from this work. We plan to follow-up our research with a wider assessment of the role of jobcentres and employment support services. A new approach to employability assessments The research highlights a clear need for change in the way assessment is carried out. On the basis of our findings we have developed two key principles underpinning a new approach to assessing employability. Both of these ultimately rely on advisors having more time to work: Firstly, assessment should be an ongoing process. To get an accurate, in-depth picture of a jobseeker’s situation requires continually updating the assessment. Our research has shown that attempts to segment customers upfront into different ‘streams’ of support are unlikely to be successful, as successful assessment relies on a strong, trusting relationship to be built between advisor and jobseeker over time. It is important that advisors have the time and resources to build these relationships and use them to continuously assess needs and tailor support appropriately. Secondly, jobseeker assessment should take more account of jobseekers own perspectives. Jobseekers understand their own needs and abilities better than anyone. They should be put on a more equal footing with their advisors, to allow them to actively contribute to their assessment and thus shape their support offer. A more participatory assessment would also encourage employment support to include a consideration of jobseekers’ strengths and abilities, instead of just addressing their barriers and needs. Focusing on understanding what the customer can do - and wants to do - would encourage them to build on their strengths, and help prevent a decrease in confidence.
- 4. 4 Four areas for improvement This research has highlighted four areas in which these principles can be put into practice. If we got these areas right, customers would receive more accurate assessment and consequently better support; employment support providers could also achieve better results. Processes and tools The process of assessment is crucial. Jobseekers told us there were big differences in the way assessments are being carried out. Some were assessed at the start of their claims, others felt they were unaware they had been assessed until further down the line. Most felt that not enough quality time was taken up-front to understand their situation. People appreciated ongoing assessment. Processes which involved regularly checking in on progress were popular. The tools that are used also matter. People feel disempowered by formulaic, ‘tick-box’ assessment tools which remove the human, personal aspect of relationships with advisors. Jobseekers are very aware of their own needs and abilities, and they know when these are not being understood by employment support providers. Advisors and jobseekers alike expressed frustration about how information from assessments can be lost – because of poor IT systems which are unable to record all necessary information, or because processes are not in place to share information between providers. A target-driven culture within provider organisations makes it difficult to undertake objective assessment of needs. Staff can feel constrained about how they assess people’s needs when they are aware of targets based on how many people should receive particular forms of support. Finally, improving assessment processes will not help unless there are adequate support offers in place afterwards. Many respondents highlighted how, while there was good provision in place for many, those with the largest and most complex barriers found it harder to receive appropriate support. 1. Assessments should be reviewed and updated on an ongoing basis, so that claimants’ changing circumstances are properly understood, and decisions about forms of support are made accordingly. a) Guidance should make clear that the Claimant Commitment must be a live document which coaches and jobseekers can update when necessary, rather than only at infrequent reviews. b) Information from a range of sources should be used to update assessments. In particular feedback from internal or external providers of specific support (such as workshops, training courses) should be fed through and properly documented so that it can be referenced and utilised by advisors. 2. JCP and Work Programme providers should move towards a more collaborative, participatory form of assessment. The Claimant Commitment offers a good example of this and its forthcoming evaluation should ask jobseekers the extent to which they feel they could influence their commitments. Based on this evaluation, additional staff training and guidance should be put in place to ensure claimants are meaningfully inputting into their assessments. 3. Assessment of jobseekers should take more of a strength-based approach. This would involve focusing more on people’s abilities, rather than just their barriers to work. Guidance should be developed to ensure the Claimant Commitment focuses on such strengths, and these should inform what types of support people are offered. 4. At a basic level, tools and systems must be able to collect the range of situations and present these in an ongoing way. JCP and WP providers should review their systems for collecting and recording customer information to ensure that information about barriers such as homelessness, childcare and transport are always collected and always used to inform ongoing support.
- 5. 5 Partnerships In a complex employment support system with many organisations and contracted services, strong partnerships are essential. Staff from both JCP and Work Programme providers are keen to strengthen partnerships with each other, but are currently stymied by the perennial problems of information-sharing systems and time pressures. Similarly, staff are very aware of the benefits of working more with local voluntary and community organisations, but a lack of time stops them being able to do so effectively. Improved communications between different providers of employment support would allow assessments to be updated even as jobseekers are passed between different provider organisations. This should avoid having to repeat the assessment, which can feel disempowering for jobseekers. 5. Information about customers’ strengths, abilities and barriers should be shared between JCP and WP advisors, to smooth out assessment processes and avoid duplication. This includes sharing documents such as the Claimant Commitment, something recommended by the Oakley review of Jobseeker Sanctions. In the long-term, this should also include data sharing agreements; in the immediate term, JCP advisors should ask customers for permission to send key information to WP providers upon referral. 6. ‘Warm handovers’ should be implemented between JCP and contracted employment provision, so as to minimise duplication of assessment. Aligned and improved Customer Management Systems, together with data sharing mechanisms, can help with this. 7. ‘Lead advisors’ should ensure that staff at all levels can network and build a good working knowledge of available local provision to refer to. Once customers have been referred to internal or contracted provision, advisors should stay in touch with the provider and use evaluative information to further improve assessment of the customer’s strengths and needs.
- 6. 6 Staff Frontline staff are key to ensuring assessment works. Currently a lack of time and resources, can often means advisors are unable to provide the thorough and on-going assessment claimants require. The research showed that advisors are keen for more training, both to be able to use assessment tools more effectively and be able to develop the strong relationships that encourage disclosure and enable strong assessment to take place. Specialist lone parent and disability advisors are no longer a common feature of jobcentres, and instead it seems that steps have been taken to ensure that all advisors have a broad understanding of the barriers jobseekers face when looking for work, including more complex and specialist issues. Whilst the introduction of advisors who have specialist knowledge of certain issues as part of the JCP Social Justice Agenda is welcomed, the research showed that more could be done to ensure that groups with unique circumstances and needs – such as lone parenthood – are properly catered for. 8. JCP and WP providers should provide additional training to encourage staff to undertake ongoing assessment of customers’ strengths and needs a) JCP should receive further guidance about the discretion they can use in their approach with jobseekers, and the importance of proper and full assessment to enable such an approach to be taken. b) Some of this training should focus on enabling staff to handle more sensitive and specialist issues that may arise through assessments. Advisors identified as supporting specialist needs through the JCP Social Justice agenda are welcomed, but they must be trained properly and competent at supporting other members of the team on these issues. c) JCP and WP providers should ensure they facilitate uptake of such training and should utilise feedback from customers to identify staff who might benefit from training in assessment. 9. Jobcentres and Work Programme providers alike should appoint ‘Lead Advisors’ for specific areas (such as disabilities, mental health, etc). a) Other advisors should feel confident to ask for support from these individuals and given time to seek appropriate advice. b) These lead advisors should be responsible for building partnerships at district level to allow for good understanding of different customer groups’ needs, strengths and barriers, as well as local referral options and means of providing support.
- 7. 7 Relationships Deep Value relationships between jobseekers and their advisors are essential. The term ‘Deep Value’ captures ‘the value created when the human relationships between people delivering and using public services are effective’ (Bell and Smerdon 2011). Jobseekers were very clear about how strong, trusting relationships are crucial to encouraging disclosure of information. Community Links has previously written about how ‘strong human relationships between public servants and clients can nourish confidence, trust and self-belief’, making it more likely that information will be shared and that problems will be uncovered (Council on Social Action 2009). Giving advisors the time and discretion to create these relationships and to interact with customers on a human level would lead to much more accurate and ultimately useful assessments. Some current practices, such as group inductions to some employment programmes, prevent these relationships from forming. However, the recent introduction of the Claimant Commitment in JCP has the potential to really change the culture and encourage much stronger relationships to be built and used for assessment. Jobseekers find that the one-sided nature of employment support can be a real barrier to developing strong relationships and to revealing their own needs and strengths. Participatory approaches to assessment, by which jobseekers can be involved in an equal and reciprocal relationship with professionals and work together to get things done, can encourage the formation of these relationships. Making sure jobseekers feel ownership over their assessment, and that they can build a strong, trusting relationship with a personal advisor is crucial. Adopting a more participatory also ensure that customers are informed about assessments that have been made and their implications. 10. In order to allow for more empowering, participatory ways of doing assessment, advisors and jobseekers should be encouraged to develop stronger, Deep Value relationships. This should make jobseekers more likely to disclose strengths and barriers, and to improve overall assessment. a) Changes which may enable the development of such Deep Value relationships should be trialled - including allowing jobseekers to choose which advisor supports them; or reducing advisors’ responsibility for enforcing conditionality.