Suchergebnisse

ABSTRACTBackgroundSocial enterprises have the potential to address some of the current barriers that people with an intellectual disability experience in transitioning to open employment opportunities. However, it is unknown in detail how social enterprises are able to facilitate this transition, which limits ability to scale‐up these organisational characteristics and strategies.MethodTwenty‐seven in‐depth interviews were conducted with staff, supported employees and partner organisations of a social enterprise to understand the organisational characteristics that enables successful transitions.ResultsThe organisational characteristics of the social enterprise that enabled transitions included offering a variety of roles and workplace environments for people with intellectual disabilities. Organisational characteristics also included having dedicated staff roles to support people with intellectual disabilities to develop skills to transition and for these support staff to network with open employers to facilitate the transition.ConclusionsThe results provide an adaptable model for other social enterprises in how to structure their organisation to facilitate transition to open employment opportunities.

In Australia, many people with a disability work in Supported Employment Settings (previously known as Australian Disability Enterprises or ADEs). SESs are in a unique position to provide training and support to people with a disability as a transition step to employment in the mainstream labour market. This paper examines how one case study SES facilitates pathways to open employment for supported employees. We explore three key questions: what do these pathways look like, what role can Supported Employment Settings play in facilitating these transitions, and what are the challenges in doing so? We argue that successful pathways involve SESs and employers working together to create bespoke opportunities tailored to individuals. Through a detailed picture of the actors and relationships that are involved in setting up employment pathways, our findings demonstrate the need for both employee and employer preparation and how this can be carried out through purposeful planning.

For workers living with a disability, pathways to sustainable employment in the open labour market are inhibited by barriers operating at different structural and societal levels. The culture of Australia's government employment services has applied a 'work-first' approach that emphasises finding people employment rather than supporting the acquisition of skills and education. The net effect of this approach is the preferencing of short-term employment solutions, with a focus on individual behaviour or so-called resilience and an emphasis on personal responsibility instead of addressing structural issues. In this paper, we explore how people with disability can be supported in finding employment through a shared resilience approach offered by a Work Integration Social Enterprise (WISE). We suggest that WISEs can provide the conditions for shared resilience by developing and sustaining networks needed to generate hybrid pathways to work and by role modelling inclusive work conditions in the open labour market.