Q3693705 (Q3693705): Difference between revisions
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(Changed label, description and/or aliases in en: Setting new description) |
(Created claim: summary (P836): Integrating the integration project of Emmaus Alternatives aims to enable people very remote from employment to embark on a real pathway of personal and professional integration with the ultimate objective of solving social problems in whole or in part, return to employment and/or access to training. The insertion site tool offers relevant levers to deal with them. It offers a comprehensive response tailored to the needs of these audiences. Emm...) |
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Integrating the integration project of Emmaus Alternatives aims to enable people very remote from employment to embark on a real pathway of personal and professional integration with the ultimate objective of solving social problems in whole or in part, return to employment and/or access to training. The insertion site tool offers relevant levers to deal with them. It offers a comprehensive response tailored to the needs of these audiences. Emmaus Alternatives is a structure that welcomed 178 employees in 2016, including 100 sequano-Dyonisians. 17 different occupations are offered in several areas: recovery of donations/sorting and valuation/administrative/functional jobs/sales. This diversity is interesting to be able to offer suitable positions for audiences with various problems. For example, most sorting agents and handlers have a pronounced language brake. This is a difficulty with which the technical guidance and the insertion unit are familiar. The overall support, in relation to the environment of the employee in integration, thus aims to: \- Re-mobilise and train the employee on his/her job to enable him to acquire professional know-being and know-how \- Validate and implement, within the framework of a partnership maintained with the prescriber, an approach for the return of the employee to sustainable employment taking into account his/her abilities and expectations \- Support the employee in the efforts to solve his social problems and promote the link with the competent professionals (social workers, health professionals, associative actors) \- Relay and facilitate access to training and employment offers and promote contacts with professionals \- Dispensed by the workers by training, must facilitate the takeover of the job. It also allows the acquisition of an initial experience and/or new skills. \- Enable the employee to develop and validate a realistic and achievable professional project. This development is framed and defined by the integration team and the employee associating the technical supervisors. Employees then engage in an individualised action plan formalised by an accompanying contract. The process is based on several steps: * Make a personal and professional assessment * Analysis of values and motivations at work * Develop your skills portfolio and identify its barriers and impact * Search for information on the trades * Identify realistic and achievable job paths * Analyse gaps and possibly consider training * Define an action plan This methodology applies also for employees in integration who are experiencing linguistic difficulties. This involves mobilising or insisting on specific tools and processes: * the solicitation of technical supervisors for the development of the portfolio of skills and professional qualities. Because of their function, they are very relevant to observe on the workstation, know-how, investment, integration into teams, punctuality, initiative, seriousness... * the use of videos or images to carry out business surveys * use the Periods of Situation in the Professional Environment to discover sectors of activity and validate projects (this requires close support at the place of traineeship so that the language barrier is not an obstacle to the integration and understanding of the tasks entrusted) * the language training path is based in part on documentary materials related to professional integration. This allows learners to familiarise themselves with the vocabulary specific to trades, know-how, workplaces... The integration team is composed of three social and professional integration officers, one of whom is part-time in coordination, and a Co-Director. In this organisation, the IPCs have as their mission: * Propose, in permanent connection with the prescriber, a coherent path adapted to the needs, capacities and expectations of the employee, * To make available all the information and proposals likely to facilitate a process of socio-professional integration (information meetings, job offers, training measures, recruitment measures...) * Facilitate, accompany and monitor the relations that may be established with the structures and partners involved in the field of social and professional integration. In this organisation, the IPC responsible for coordinating (English) | |||||||||||||||
| Property / summary: Integrating the integration project of Emmaus Alternatives aims to enable people very remote from employment to embark on a real pathway of personal and professional integration with the ultimate objective of solving social problems in whole or in part, return to employment and/or access to training. The insertion site tool offers relevant levers to deal with them. It offers a comprehensive response tailored to the needs of these audiences. Emmaus Alternatives is a structure that welcomed 178 employees in 2016, including 100 sequano-Dyonisians. 17 different occupations are offered in several areas: recovery of donations/sorting and valuation/administrative/functional jobs/sales. This diversity is interesting to be able to offer suitable positions for audiences with various problems. For example, most sorting agents and handlers have a pronounced language brake. This is a difficulty with which the technical guidance and the insertion unit are familiar. The overall support, in relation to the environment of the employee in integration, thus aims to: \- Re-mobilise and train the employee on his/her job to enable him to acquire professional know-being and know-how \- Validate and implement, within the framework of a partnership maintained with the prescriber, an approach for the return of the employee to sustainable employment taking into account his/her abilities and expectations \- Support the employee in the efforts to solve his social problems and promote the link with the competent professionals (social workers, health professionals, associative actors) \- Relay and facilitate access to training and employment offers and promote contacts with professionals \- Dispensed by the workers by training, must facilitate the takeover of the job. It also allows the acquisition of an initial experience and/or new skills. \- Enable the employee to develop and validate a realistic and achievable professional project. This development is framed and defined by the integration team and the employee associating the technical supervisors. Employees then engage in an individualised action plan formalised by an accompanying contract. The process is based on several steps: * Make a personal and professional assessment * Analysis of values and motivations at work * Develop your skills portfolio and identify its barriers and impact * Search for information on the trades * Identify realistic and achievable job paths * Analyse gaps and possibly consider training * Define an action plan This methodology applies also for employees in integration who are experiencing linguistic difficulties. This involves mobilising or insisting on specific tools and processes: * the solicitation of technical supervisors for the development of the portfolio of skills and professional qualities. Because of their function, they are very relevant to observe on the workstation, know-how, investment, integration into teams, punctuality, initiative, seriousness... * the use of videos or images to carry out business surveys * use the Periods of Situation in the Professional Environment to discover sectors of activity and validate projects (this requires close support at the place of traineeship so that the language barrier is not an obstacle to the integration and understanding of the tasks entrusted) * the language training path is based in part on documentary materials related to professional integration. This allows learners to familiarise themselves with the vocabulary specific to trades, know-how, workplaces... The integration team is composed of three social and professional integration officers, one of whom is part-time in coordination, and a Co-Director. In this organisation, the IPCs have as their mission: * Propose, in permanent connection with the prescriber, a coherent path adapted to the needs, capacities and expectations of the employee, * To make available all the information and proposals likely to facilitate a process of socio-professional integration (information meetings, job offers, training measures, recruitment measures...) * Facilitate, accompany and monitor the relations that may be established with the structures and partners involved in the field of social and professional integration. In this organisation, the IPC responsible for coordinating (English) / rank | |||||||||||||||
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| Property / summary: Integrating the integration project of Emmaus Alternatives aims to enable people very remote from employment to embark on a real pathway of personal and professional integration with the ultimate objective of solving social problems in whole or in part, return to employment and/or access to training. The insertion site tool offers relevant levers to deal with them. It offers a comprehensive response tailored to the needs of these audiences. Emmaus Alternatives is a structure that welcomed 178 employees in 2016, including 100 sequano-Dyonisians. 17 different occupations are offered in several areas: recovery of donations/sorting and valuation/administrative/functional jobs/sales. This diversity is interesting to be able to offer suitable positions for audiences with various problems. For example, most sorting agents and handlers have a pronounced language brake. This is a difficulty with which the technical guidance and the insertion unit are familiar. The overall support, in relation to the environment of the employee in integration, thus aims to: \- Re-mobilise and train the employee on his/her job to enable him to acquire professional know-being and know-how \- Validate and implement, within the framework of a partnership maintained with the prescriber, an approach for the return of the employee to sustainable employment taking into account his/her abilities and expectations \- Support the employee in the efforts to solve his social problems and promote the link with the competent professionals (social workers, health professionals, associative actors) \- Relay and facilitate access to training and employment offers and promote contacts with professionals \- Dispensed by the workers by training, must facilitate the takeover of the job. It also allows the acquisition of an initial experience and/or new skills. \- Enable the employee to develop and validate a realistic and achievable professional project. This development is framed and defined by the integration team and the employee associating the technical supervisors. Employees then engage in an individualised action plan formalised by an accompanying contract. The process is based on several steps: * Make a personal and professional assessment * Analysis of values and motivations at work * Develop your skills portfolio and identify its barriers and impact * Search for information on the trades * Identify realistic and achievable job paths * Analyse gaps and possibly consider training * Define an action plan This methodology applies also for employees in integration who are experiencing linguistic difficulties. This involves mobilising or insisting on specific tools and processes: * the solicitation of technical supervisors for the development of the portfolio of skills and professional qualities. Because of their function, they are very relevant to observe on the workstation, know-how, investment, integration into teams, punctuality, initiative, seriousness... * the use of videos or images to carry out business surveys * use the Periods of Situation in the Professional Environment to discover sectors of activity and validate projects (this requires close support at the place of traineeship so that the language barrier is not an obstacle to the integration and understanding of the tasks entrusted) * the language training path is based in part on documentary materials related to professional integration. This allows learners to familiarise themselves with the vocabulary specific to trades, know-how, workplaces... The integration team is composed of three social and professional integration officers, one of whom is part-time in coordination, and a Co-Director. In this organisation, the IPCs have as their mission: * Propose, in permanent connection with the prescriber, a coherent path adapted to the needs, capacities and expectations of the employee, * To make available all the information and proposals likely to facilitate a process of socio-professional integration (information meetings, job offers, training measures, recruitment measures...) * Facilitate, accompany and monitor the relations that may be established with the structures and partners involved in the field of social and professional integration. In this organisation, the IPC responsible for coordinating (English) / qualifier | |||||||||||||||
point in time: 22 November 2021
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Revision as of 10:21, 22 November 2021
Project Q3693705 in France
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | No label defined |
Project Q3693705 in France |
Statements
148,199.53 Euro
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710,107.96 Euro
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20.87 percent
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1 January 2017
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31 December 2017
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Emmaüs Alternatives
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48°50'57.98"N, 2°25'2.10"E
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Intégrer le chantier d'insertion d'Emmaüs Alternatives vise à permettre à des personnes très éloignées de l'emploi de s'engager dans un véritable parcours d'insertion personnelle et professionnelle ayant pour objectif final la résolution totale ou partielle des problématiques sociales, le retour à l'emploi et/ou l'accès à la formation. L'outil "chantier d'insertion" propose des leviers pertinents pour y faire face. Il offre une réponse globale adaptée aux besoins de ces publics. Emmaüs Alternatives est une structure qui a accueillit 178 salariés en insertion en 2016, dont 100 séquano-dyonisiens. 17 métiers différents sont proposés dans plusieurs domaines : récupération des dons / tri et valorisation / administratif / emplois fonctionnels / vente. Cette diversité est intéressante pour être en capacité de proposer des postes adaptés à des publics rencontrant des problématiques variées. Ainsi, la plupart des agents de tri et des manutentionnaires ont un frein linguistique prononcé. C'est une difficulté avec laquelle l'encadrement technique et l'unité d'insertion sont familiers. L'accompagnement global, en lien avec l'environnement du salarié en insertion vise ainsi à : \- Remobiliser et former le salarié sur son poste de travail pour lui permettre d'acquérir les savoir-être et les savoir-faire professionnels \- Valider et mettre en oeuvre dans le cadre d'un partenariat maintenu avec le prescripteur une démarche de retour du salarié vers l'emploi pérenne en tenant compte de ses capacités et de ses attentes \- Soutenir le salarié dans les démarches de résolution de ses problématiques sociales et favoriser le lien avec les professionnels compétents (travailleurs sociaux, professionnels de santé, acteurs associatifs) \- Relayer et faciliter l'accès aux offres de formation et d'emploi et favoriser les contacts avec les professionnels \- Dispensée par les encadrants techniques, la formation sur le poste de travail doit permettre de faciliter la reprise d'une activité et l'intégration des bénéficiaires. Elle permet également l'acquisition d'une première expérience et/ou de nouvelles compétences. \- Permettre au salarié d'élaborer et de valider un projet professionnel réaliste et réalisable. Cette élaboration est cadrée et définie par l'équipe d'insertion et le salarié associant les encadrants techniques. Les salariés s'engagent alors dans un plan d'action individualisé et formalisé par un contrat d'accompagnement. La démarche repose sur plusieurs étapes : * Réaliser un bilan personnel et professionnel * Analyse des valeurs et motivations au travail * Elaborer son portefeuille de compétences et identifier ses freins et leur incidence * Recherche d’informations sur les métiers * Déterminer des pistes emploi réalistes et réalisables * Analyser les écarts et éventuellement envisager une formation * Définir un plan d'action Cette méthodologie s'applique y compris pour les salariés en insertion rencontrant une difficulté linguistique. Celle ci implique de mobiliser ou d'insister sur des outils et des process spécifiques : * la sollicitation des encadrants techniques pour l'élaboration du portefeuille de compétences et les qualités professionnelles. De par leur fonction, ils sont très pertinents pour observer sur le poste de travail, les savoir-faire, l'investissement, l'intégration dans les équipes, la ponctualité, la prise d'initiative, le sérieux... * l'usage des vidéos ou des images pour réaliser des enquêtes métiers * recourir aux Périodes de Mise en Situation en Milieu Professionnel pour découvrir des secteurs d'activité et valider des projets (cela nécessite un accompagnement étroit sur le lieu de stage pour que le frein linguistique ne soit pas un obstacle à l'intégration et à la compréhension des missions confiées) * le parcours de formation linguistique s'appuie en partie sur des supports documentaires liés à l'insertion professionnelle. Cela permet aux apprenants de se familiariser avec le vocabulaire propre aux métiers, aux savoir-faire, aux lieux de travail... L'équipe d'insertion est composée de 3 chargés d'insertion socioprofessionnelle, l'un d'entre eux occupe à temps partiel des fonctions de coordination, et d'une Co Directrice. Dans cette organisation les CIP ont pour mission : * Proposer deux entretiens par mois minimum au salarié (sauf situation exceptionnelle à anticiper) * Proposer, en lien permanent avec le prescripteur, un parcours cohérent adapté aux besoins, capacités et attentes du salarié, * Mettre à sa disposition l'ensemble des informations et propositions susceptibles de faciliter une démarche d'insertion socioprofessionnelle (réunions d'information, offres d'emploi, actions de formation, actions de recrutement...) * Faciliter, accompagner et suivre les relations qui pourront être établies avec les structures et partenaires intervenant dans le domaine de l'insertion sociale et professionnelle. Dans cette organisation, le CIP chargé de coordination (French)
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Integrating the integration project of Emmaus Alternatives aims to enable people very remote from employment to embark on a real pathway of personal and professional integration with the ultimate objective of solving social problems in whole or in part, return to employment and/or access to training. The insertion site tool offers relevant levers to deal with them. It offers a comprehensive response tailored to the needs of these audiences. Emmaus Alternatives is a structure that welcomed 178 employees in 2016, including 100 sequano-Dyonisians. 17 different occupations are offered in several areas: recovery of donations/sorting and valuation/administrative/functional jobs/sales. This diversity is interesting to be able to offer suitable positions for audiences with various problems. For example, most sorting agents and handlers have a pronounced language brake. This is a difficulty with which the technical guidance and the insertion unit are familiar. The overall support, in relation to the environment of the employee in integration, thus aims to: \- Re-mobilise and train the employee on his/her job to enable him to acquire professional know-being and know-how \- Validate and implement, within the framework of a partnership maintained with the prescriber, an approach for the return of the employee to sustainable employment taking into account his/her abilities and expectations \- Support the employee in the efforts to solve his social problems and promote the link with the competent professionals (social workers, health professionals, associative actors) \- Relay and facilitate access to training and employment offers and promote contacts with professionals \- Dispensed by the workers by training, must facilitate the takeover of the job. It also allows the acquisition of an initial experience and/or new skills. \- Enable the employee to develop and validate a realistic and achievable professional project. This development is framed and defined by the integration team and the employee associating the technical supervisors. Employees then engage in an individualised action plan formalised by an accompanying contract. The process is based on several steps: * Make a personal and professional assessment * Analysis of values and motivations at work * Develop your skills portfolio and identify its barriers and impact * Search for information on the trades * Identify realistic and achievable job paths * Analyse gaps and possibly consider training * Define an action plan This methodology applies also for employees in integration who are experiencing linguistic difficulties. This involves mobilising or insisting on specific tools and processes: * the solicitation of technical supervisors for the development of the portfolio of skills and professional qualities. Because of their function, they are very relevant to observe on the workstation, know-how, investment, integration into teams, punctuality, initiative, seriousness... * the use of videos or images to carry out business surveys * use the Periods of Situation in the Professional Environment to discover sectors of activity and validate projects (this requires close support at the place of traineeship so that the language barrier is not an obstacle to the integration and understanding of the tasks entrusted) * the language training path is based in part on documentary materials related to professional integration. This allows learners to familiarise themselves with the vocabulary specific to trades, know-how, workplaces... The integration team is composed of three social and professional integration officers, one of whom is part-time in coordination, and a Co-Director. In this organisation, the IPCs have as their mission: * Propose, in permanent connection with the prescriber, a coherent path adapted to the needs, capacities and expectations of the employee, * To make available all the information and proposals likely to facilitate a process of socio-professional integration (information meetings, job offers, training measures, recruitment measures...) * Facilitate, accompany and monitor the relations that may be established with the structures and partners involved in the field of social and professional integration. In this organisation, the IPC responsible for coordinating (English)
22 November 2021
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Identifiers
201701462
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