Q3671810 (Q3671810): Difference between revisions
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(Changed label, description and/or aliases in en: Setting new description) |
(Created claim: summary (P836): Coaching in individualised vocational integration allowing young jobseekers to achieve their objectives in terms of training and access to the labour market. We rely on a specific method that has already borne fruit. The following are the main elements of this: (1) This method is based on a non-negotiable ratio: a real coaching is a coach for a 40th of young people, maximum. This ratio makes it possible to set up dense, frequent and rhythmic a...) |
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Coaching in individualised vocational integration allowing young jobseekers to achieve their objectives in terms of training and access to the labour market. We rely on a specific method that has already borne fruit. The following are the main elements of this: (1) This method is based on a non-negotiable ratio: a real coaching is a coach for a 40th of young people, maximum. This ratio makes it possible to set up dense, frequent and rhythmic accompaniments, which is an obvious factor for success. A young person who sees his advisor rarely does not position himself in a dynamic of success. Here, the follow-up is physically weekly, telephonely and via the Internet possibly permanent. It is also sectorised, i.e. the young person is seen near his home, which is not inconsistent with the objective of developing his mobility, real and/or psychological; throughout the coaching. 2) The valorisation of the individual is a key to success also undeniable. Young people often leave the school system damaged, broken and above all very devalued, with an image of themselves negative (often the consequence of school failures), that job search, a difficult period of isolation, does not help. The coach’s job is to reverse the trend, to take another look and to help the young gradually regain the struggle of self-image. The construction of a pathway, punctuated with objectives to be achieved step by step, is an integral part of the process of returning to self-worth and thus to the success of professional integration. 3) Commitment to respect, work and communication is also essential. A charter is signed, and this commitment is constantly recalled if necessary. A coach must not be more motivated than the young person himself. The rules of JPAB’s game are those of business and life in general. A young person who does not respect his commitments or who does not show enough conviction and motivation is entered into a logic of punishment that can lead to exclusion. 4) In terms of pedagogical methods: rigour, professionalism, energy, good mood and modernity. It is the qualities that must form the JPAB team coaches in their daily work, it is also the adjectives that qualify the tools and methods used. For example, JPAB is on the page for new job search techniques that are developing on the Internet and on Social Networks. A specific workshop is dedicated to this topic. 5) The link with the company is a guiding thread. At the beginning of the follow-up, all JPAB tools are built from feedback from employers. In the second part, all trainees spend a week in a company simulator, before completing a number of JPAB internships, a key moment in the youth’s journey. Companies are constantly surveyed and remain JPAB’s preferred playground. At the end of the probationary period, a coach-employer negotiation is undertaken with the aim of enabling the young person to obtain a contract (English) | |||||||||||||||
| Property / summary: Coaching in individualised vocational integration allowing young jobseekers to achieve their objectives in terms of training and access to the labour market. We rely on a specific method that has already borne fruit. The following are the main elements of this: (1) This method is based on a non-negotiable ratio: a real coaching is a coach for a 40th of young people, maximum. This ratio makes it possible to set up dense, frequent and rhythmic accompaniments, which is an obvious factor for success. A young person who sees his advisor rarely does not position himself in a dynamic of success. Here, the follow-up is physically weekly, telephonely and via the Internet possibly permanent. It is also sectorised, i.e. the young person is seen near his home, which is not inconsistent with the objective of developing his mobility, real and/or psychological; throughout the coaching. 2) The valorisation of the individual is a key to success also undeniable. Young people often leave the school system damaged, broken and above all very devalued, with an image of themselves negative (often the consequence of school failures), that job search, a difficult period of isolation, does not help. The coach’s job is to reverse the trend, to take another look and to help the young gradually regain the struggle of self-image. The construction of a pathway, punctuated with objectives to be achieved step by step, is an integral part of the process of returning to self-worth and thus to the success of professional integration. 3) Commitment to respect, work and communication is also essential. A charter is signed, and this commitment is constantly recalled if necessary. A coach must not be more motivated than the young person himself. The rules of JPAB’s game are those of business and life in general. A young person who does not respect his commitments or who does not show enough conviction and motivation is entered into a logic of punishment that can lead to exclusion. 4) In terms of pedagogical methods: rigour, professionalism, energy, good mood and modernity. It is the qualities that must form the JPAB team coaches in their daily work, it is also the adjectives that qualify the tools and methods used. For example, JPAB is on the page for new job search techniques that are developing on the Internet and on Social Networks. A specific workshop is dedicated to this topic. 5) The link with the company is a guiding thread. At the beginning of the follow-up, all JPAB tools are built from feedback from employers. In the second part, all trainees spend a week in a company simulator, before completing a number of JPAB internships, a key moment in the youth’s journey. Companies are constantly surveyed and remain JPAB’s preferred playground. At the end of the probationary period, a coach-employer negotiation is undertaken with the aim of enabling the young person to obtain a contract (English) / rank | |||||||||||||||
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| Property / summary: Coaching in individualised vocational integration allowing young jobseekers to achieve their objectives in terms of training and access to the labour market. We rely on a specific method that has already borne fruit. The following are the main elements of this: (1) This method is based on a non-negotiable ratio: a real coaching is a coach for a 40th of young people, maximum. This ratio makes it possible to set up dense, frequent and rhythmic accompaniments, which is an obvious factor for success. A young person who sees his advisor rarely does not position himself in a dynamic of success. Here, the follow-up is physically weekly, telephonely and via the Internet possibly permanent. It is also sectorised, i.e. the young person is seen near his home, which is not inconsistent with the objective of developing his mobility, real and/or psychological; throughout the coaching. 2) The valorisation of the individual is a key to success also undeniable. Young people often leave the school system damaged, broken and above all very devalued, with an image of themselves negative (often the consequence of school failures), that job search, a difficult period of isolation, does not help. The coach’s job is to reverse the trend, to take another look and to help the young gradually regain the struggle of self-image. The construction of a pathway, punctuated with objectives to be achieved step by step, is an integral part of the process of returning to self-worth and thus to the success of professional integration. 3) Commitment to respect, work and communication is also essential. A charter is signed, and this commitment is constantly recalled if necessary. A coach must not be more motivated than the young person himself. The rules of JPAB’s game are those of business and life in general. A young person who does not respect his commitments or who does not show enough conviction and motivation is entered into a logic of punishment that can lead to exclusion. 4) In terms of pedagogical methods: rigour, professionalism, energy, good mood and modernity. It is the qualities that must form the JPAB team coaches in their daily work, it is also the adjectives that qualify the tools and methods used. For example, JPAB is on the page for new job search techniques that are developing on the Internet and on Social Networks. A specific workshop is dedicated to this topic. 5) The link with the company is a guiding thread. At the beginning of the follow-up, all JPAB tools are built from feedback from employers. In the second part, all trainees spend a week in a company simulator, before completing a number of JPAB internships, a key moment in the youth’s journey. Companies are constantly surveyed and remain JPAB’s preferred playground. At the end of the probationary period, a coach-employer negotiation is undertaken with the aim of enabling the young person to obtain a contract (English) / qualifier | |||||||||||||||
point in time: 18 November 2021
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Revision as of 09:58, 18 November 2021
Project Q3671810 in France
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | No label defined |
Project Q3671810 in France |
Statements
298,988.82 Euro
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498,980.0 Euro
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59.92 percent
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1 January 2015
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31 December 2015
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Conseil départemental des Vosges
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48°9'49.64"N, 6°22'55.45"E
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Coaching en insertion professionnelle individualisé permettant aux jeunes demandeurs d'emploi d'atteindre leurs objectifs en termes de formation et d'accès au marché du travail. Nous misons sur une méthode spécifique qui a déjà porté ses fruits. En voici les principaux éléments: 1) Cette méthode repose sur un ratio non négociable : un vrai coaching, c'est un coach pour une 40ne de jeunes, maximum. Ce ratio permet de mettre en place des accompagnements denses, fréquents et rythmés, ce qui constitue un facteur de réussite évident. Un jeune qui voit son conseiller rarement ne se positionne pas dans une dynamique de réussite. Ici, le suivi est physiquement hebdomadaire, téléphoniquement et par Internet possiblement permanent. Il est de plus sectorisé, c'est à dire que le jeune est vu à proximité de son domicile, ce qui n'est pas contradictoire avec l'objectif de développer sa mobilité, réelle et/ou psychologique; tout au long du coaching. 2) La valorisation de l'individu est une clé de réussite également indéniable. Les jeunes sortent souvent du système scolaire abimés, cassés et surtout très dévalorisés, avec une image d'eux-mêmes négative (souvent la conséquence des échecs scolaires), que la recherche d'emploi, période dure et délicate d'isolement, n'arrange pas. Le travail du coach est d'inverser le tendance, de porter un autre regard et d'aider le jeune à petit à petit regagner le combat de l'image de soi. La construction d'un parcours, ponctué d'objectifs à atteindre étape par étape, fait partie intégrante du processus de retour à la valeur de soi et ainsi à la réussite de l'insertion professionnelle. 3) L'engagement au respect, au travail, à la communication est aussi essentiel. Une charte est signée, et cet engagement est en permanence rappelé si nécessaire. Un coach ne doit pas être plus motivé que le jeune lui même. Les règles du jeu de JPAB sont celles de l'entreprise et de la vie en général. Un jeune qui ne respecte pas ses engagements ou qui ne montre pas assez de conviction et de motivation se voit entrer dans une logique de sanction qui peut amener jusqu'à l'exclusion. 4) En termes de méthodes pédagogiques : rigueur, professionnalisme, énergie, bonne humeur et modernité. Ce sont les qualités qui doivent constituer les coachs de l'équipe JPAB dans leur travail quotidien, c'est aussi les adjectifs qui qualifient les outils et les méthodes utilisés. Par exemple, JPAB se veut à la page en matière de techniques de recherches d'emploi nouvelle qui se développent sur Internet et sur les Réseaux Sociaux. Un atelier spécifique est dédié à cette thématique. 5) Le lien avec l'entreprise est un fil directeur. Au début du suivi, tous les outils JPAB sont construits à partir des retours que nous font les employeurs. Dans sa seconde partie, tous les stagiaires passent une semaine dans un simulateur d'entreprise, avant de réaliser un u plusieurs stages JPAB , un moment clé du parcours du jeune. Les entreprises sont sondées en permanence et demeurent le terrain de jeu privilégié de JPAB. A caque fin de stage, une négociation coach-employeur est engagée dans le but de permettre au jeune d'obtenir un contrat (French)
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Coaching in individualised vocational integration allowing young jobseekers to achieve their objectives in terms of training and access to the labour market. We rely on a specific method that has already borne fruit. The following are the main elements of this: (1) This method is based on a non-negotiable ratio: a real coaching is a coach for a 40th of young people, maximum. This ratio makes it possible to set up dense, frequent and rhythmic accompaniments, which is an obvious factor for success. A young person who sees his advisor rarely does not position himself in a dynamic of success. Here, the follow-up is physically weekly, telephonely and via the Internet possibly permanent. It is also sectorised, i.e. the young person is seen near his home, which is not inconsistent with the objective of developing his mobility, real and/or psychological; throughout the coaching. 2) The valorisation of the individual is a key to success also undeniable. Young people often leave the school system damaged, broken and above all very devalued, with an image of themselves negative (often the consequence of school failures), that job search, a difficult period of isolation, does not help. The coach’s job is to reverse the trend, to take another look and to help the young gradually regain the struggle of self-image. The construction of a pathway, punctuated with objectives to be achieved step by step, is an integral part of the process of returning to self-worth and thus to the success of professional integration. 3) Commitment to respect, work and communication is also essential. A charter is signed, and this commitment is constantly recalled if necessary. A coach must not be more motivated than the young person himself. The rules of JPAB’s game are those of business and life in general. A young person who does not respect his commitments or who does not show enough conviction and motivation is entered into a logic of punishment that can lead to exclusion. 4) In terms of pedagogical methods: rigour, professionalism, energy, good mood and modernity. It is the qualities that must form the JPAB team coaches in their daily work, it is also the adjectives that qualify the tools and methods used. For example, JPAB is on the page for new job search techniques that are developing on the Internet and on Social Networks. A specific workshop is dedicated to this topic. 5) The link with the company is a guiding thread. At the beginning of the follow-up, all JPAB tools are built from feedback from employers. In the second part, all trainees spend a week in a company simulator, before completing a number of JPAB internships, a key moment in the youth’s journey. Companies are constantly surveyed and remain JPAB’s preferred playground. At the end of the probationary period, a coach-employer negotiation is undertaken with the aim of enabling the young person to obtain a contract (English)
18 November 2021
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Identifiers
201501962
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