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The National Employment Pactc/o German Arab Chamber of Commerce (GACIC) 21 Soliman AbazaMohandessin, Giza – EgyptE [email protected] www.nep-egypt.com
Supported by: Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbHPrivate Sector and Employment Promotion
Funded by:German Federal Foreign Office
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Table of Content
NEP EMPLOYMENT FAIR MANUAL 11. Introduction 42. Planning an Employment Fair 62.1. DefiningtheObjectivesofanEmploymentFair 62.2. Target Group 72.3. SettingaDatefortheEmploymentFair 82.4. DevelopingtheProgramoftheEmploymentFair 92.5. ChoosinganOrganizingTeamandIdentifyingTasksforPreparation 112.6. Budget 123. OrganizinganEmploymentFair 133.1. Location 133.2. Equipment 143.3. OutreachandPromotion 154. ImplementinganEmploymentFair:TheNEPModel 184.1. Generalconsiderationsabouttheday 184.2. TheNEPEmploymentFairin7steps 195. MonitoringandEvaluation(M&E) 21
ANNEXES 23AnnexA:ChecklistforImplementingtheEmploymentFair 23AnnexB:SampleofaComponentPlanning 27AnnexC1:SampleFlyer 28AnnexC2:SampleRoll-up 29AnnexC3:SampleFacebookPost 30AnnexD1:JobSeekerRegistrationForm(Hardcopy) 3 31AnnexD2:EmploymentFairRegistrationForm(CompanyForm) 32AnnexE1:EmploymentFairMonitoringSheet 34AnnexE2:EmploymentFairJobSeekerMonitoringSheet 35AnnexE3:EmploymentFairCompanyMonitoringSheet 38AnnexE4:EmploymentFairOutreachandLogisticsMonitoringSheets 40AnnexF:EmploymentFairEvaluationForm(forbusinesses) 44AnnexG:NominationCard 46
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1 Introduction
T heNationalEmploymentPact(NEP)isaninitiativeoftheEgyptian-GermanBusi-nessCommunityincooperationwiththeGerman-ArabChamberofIndustryandCommerce(GACIC).ItissupportedbytheDeutscheGesellschaftfürInternation-
aleZusammenarbeit(GIZ)GmbHonbehalfoftheGermanFederalForeignOffice(AA),withinitialfundingfromtheFederalMinistryofInternationalCooperationandDevelop-ment(BMZ).PatronageoftheinitiativeisheldbytheGermanEmbassyinEgypt.
TheNEPiscenteredonthepromotionofsustainableemploymentbyprovidingfairanddecentjobstoyoungEgyptians.BusinessesthataimtocooperatewiththeNEPcommitthemselvestoadheringtoNEPjobqualitystandards.Thesestandardsincluderespect-ablesalaries,workcontracts,socialsecurity,goodworkingconditions,genderbalance,fairtreatment,andequalaccesstoemploymentopportunitiesforemployees.Indoingso,theNEPfocusesstronglyonBlueCollarJobs–ajobsegmentwhichhasahighemploymentpotentialbut,often,inadequateworkingconditionsandlowsocialprestige.
ThecorebusinessoftheNEPinthisregardistheestablishmentofemploymentcent-ersofferingserviceslinkingbusinesseswithyoungEgyptianjobseekers.Thisentailsprovidingsuitableandmotivatedcandidatestobusinessesandorientationcourseswithbasicinformationonworkethics,employers’expectationsandinterviewtechniquestoyoungEgyptianjobseekers.
TheNEPhasestablishedanumberoftheseemploymentcentersthroughwhichbusi-nessescan list their jobvacanciesandyoungEgyptian jobseekerscanapply tobematchedwithajob.BothjobseekersandvacanciesareregisteredintheNEP’sdata-baseandafterbeingregisteredandassessedbyamemberoftheemploymentcenter’sstaff,thejobseekersarematchedtoasuitablevacancy.TheinitialstepofthisprocessisoutreachtojobseekerstomakethemawareoftheopportunitiestheNEPoffers.Thiscanbeconductedthroughdifferent,complementarychannels:
• SocialmediaandtheInternete.g.Facebook,YouTube,theNEPwebsite,etc.
• Newspaperadverts,flyers,bannersorpostersinareaswithahighpercentageof
BlueCollarworkers.
• Outreachthroughcooperatingpartnersactinginthefielde.g.NGOsandothers
• Streetcampaignsanddirectcontacttojobseekersinpubliclocations,e.g.metro,
coffeeshops,etc.
• Employmentfairs.
Among thedifferentchannelsmentionedabove,employment fairsproved tobeoneofthemosteffectivewaysofreachinghighnumbersof(BlueCollar)jobseekersinashortperiodoftime.Sinceitsinceptionin2011,theNEPhasconductedmorethan29EmploymentFairsandgainedextensiveexperienceofthepro’sandcon’saswellasthedo’sanddon’t’s.
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Generallyanemploymentfaircanbeconsideredasashowcaseof jobopportunitiesfor individualswhoseekwork;allowing themtocontactemployersdirectly.However,theuniqueapproachoftheNEPincludeseffectivematch-makingandorientationofjobseekers inorder toachievea fasterplacementduring theemployment fair.Thepro-cessbeginsbytheinterviewingandregisteringofjobseekers,then,afterpre-selection,suitablecandidatesarereferredtoemployersforinterviewing.Thisprocessallowsjobseekerstobeselectedbasedontheircharacteristics(qualifications,skills,goals,etc.)andthereforeaccomplishesveryhighlevelsofsuitabilitybetweenreferredcandidatesandofferedvacancies.Thismeansahighnumberofsuccessfulandwell-fittingplace-mentscanbeachieved.Thus,theNEPmodelofemploymentfairsproveshighlyeffec-tiveintermsoftime,effortandcostsforbothemployersandjobseekers.
Asmuchasemployment fairsprove tobesuccessful instruments foroutreaching toEgyptianjobseekersandforsuccessfullymatch-makingworkerswithjobs,sodotheyalsoeatup resources.Thereforeproperplanning isneeded; includingsettingobjec-tives,locatingavenue,allocatingthebudget,targetingsponsors,marketingandadver-tising,solicitingbusinessparticipation,andprocuringboothsandtables.ThismanualhasbeendevelopedonthebasisofthemanifoldexperienceoftheNEPEmploymentCenters.Itspurposeistoprovidecomprehensiveandconciseinstructionsfororganis-ingasuccessfulemploymentfairsuitedtoNEP’spartnersandotheractorsinthefieldofemploymentpromotionandyouthdevelopmentinEgypt.
Themanualissplitintofourpartsprogressingfromplanning(part1),organizing(part2), and implementing an employment fair (part 3) to themonitoring& evaluation ofemploymentfairs(part4).Eachpartincludesdetaileddescriptionoftheprocesssteps(summariesofthesecanbefoundinachecklistinannexA)aswellasgeneraltipsformakingtheeventassuccessfulaspossible.Theannexesincludeexamplesofallmate-rialusedforanemploymentfair,rangingfromasampleflyertothemonitoringsheets.
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2 Planning an Employment Fair
2.1 Defining the Objectives of an Employment FairThestartingpoint,andmostcrucialpart,ofplanninganyemploymenteventisthedefini-tionofitsobjectives.Thiswilldictatethedesignoftheevent,itstargetgroup,thechoiceoftheeventcomponents,thevenue,andallotherrelatedaspects.Forinstance,organ-izinganevent inorder toexchangecareer information involvesdifferentparticipantsandactionstoanemploymentfairatwhichcompaniesconductjobinterviewsrightonthespot.
At employment fairs, participating busi-nesseswish toscreenmanycandidateswithouttheinitialexpenseofreachingoutto them;and,at the same time, to intro-duce themselves as desirable employ-ers. Jobseekerswant tomeetavarietyof employers at once, be able to applyfor jobs directly, to receive informationabout the labor market, and to be ad-vised and informed about work issues.
InthecaseoftheNEP,employmentfairsusuallyencompassthefollowingthreegoals:
• ToregisterandinterviewyoungEgyptianjobseekersandthenmatchthemwith
suitablejobs.
• Toreachouttootherjobseekersthatcanbeplacedintosuitablevacanciesin
thefuturethroughtheNEP’semploymentcenters.
• TopromotetheNEP’semploymentcentersandtheservicesitofferstoEgyptian
youthandemployers.
Remember to consult all related stakeholders when setting the ob-jectives, including donors, imple-menting partner organizations, the government, etc. This especially applies if the Employment Fair is organized at the request of certain organizations with clear demands or criteria to be met.
1) What do we and our partners want to achieve through this employ-ment fair? For example:• The registration of high numbers of job seekers for the employment
centers
• Theorientationofjobseekers
• Tosatisfyaconcretedemandforworkforcebyemployers
• Toofferjobopportunitiestoaspecificgroupofjobseekersthroughdirect
placement
• Thepromotionofacertainsectororjobprofile
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Obj
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2.2 Target GroupAftertheobjectivesareset,thetargetgroupmustbeidentifiedandaddressed.TheNa-tionalEmploymentPactforexampleistoprovidedecentjobopportunitiestoBlueCol-larworkers.Therefore,asageneralassumption,thetargetgroupisalwaysBlueCollarworkers.However,sincethisgroupisverybroadthiswillneedtobefurtherrefinedwiththefollowingpossiblecriteria:
• Specificjobprofile(s)
• Specificsector(s)
• Specificagegroup(s)
• Gender
• Specificqualifications
• Otherspecificdemandsfrom
partners
CASE STUDY:If the objective is to fill job va-
cancies in the printing sector with
suitable candidates then the tar-
get group becomes Blue Collar job
seekers, preferably with a degree
from one of the respective TVET
schools.
2) Can we further specify any of these aspects in numbers? For example:• Howmanyjobsshouldweaimtofill?
• Howmanyjobseekersareweaimingtoregister?
• Howmanyjobseekersshouldreceiveorientationandinformationonsec-
tors/jobprofiles?
• Etc.
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roup 1) Which target group is required in order to achieve the objectives?
2) Are there practical considerations which mean the target group should be further restricted?
2.3 Setting a Date for the Employment FairThetimingofaneventusuallyimpactshighlyonitssuccess.Thisinvolvesthecarefulselectionofadatewhenhighnumbersofthetargetgroupcanbeexpectedtobeavail-
able. While, for example, fresh-grads andtheunemployedaremoreflexiblewiththeirtimeandmightbewellabletoattendanem-ployment fair on aworking day, employed(or partially employed)workers looking foracareerchangecanusuallyonlyattendatweekends.Generallyyoucanalsoassumethat the broader the target group and thelargertheexpectednumbersofjobseekers,themore days that should be planned fortheevent.ExperiencefromtheNEPshowsthattwotothreedayeventshaveprovedtobeverysuccessfultoattractwidergroupsofjobseekers.Thesameprincipleapplies totheopeninghours:thelongertheyare,themore diverse the audience. For example,
womenwithfamilydutiesaremostlikelytoattendearlyinthemorning,whenchildrenareatschool.
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Inaddition,apropertimeplanningallowsawell-timedpreparationbeforetheevent.Thebetteranevent is organized from the beginning, the lesslikelyitisthatproblemsorevenfailureswillariseduringtheevent.Therefore,itisimportanttocon-sider a proper time frame until the event takesplaceforallorganizationandtechnicalsupplyandservicesneeded.
Well prepared organization should include clear communication of tasks and proce-dureswithall theofficial participants, especially the representativesandstaff of thebusinessesinvolved,sothateveryoneisabletopreparethemselvesintime.
When choosing a date for the event, you should consider the following:- Weekends allow those job seekers that are already employed but loo-king for a career change to attend as well as the unemployed
- Events held over several days al-low more flexibility for attendance- Religious or national holidays (and related activities) might prevent a high attendance rate
Consider regular meetings with
all related stakeholders to
follow up on the organization
process in order to mitigate any
risks or problems.
1) How much time will we need to organize the event properly?2) Which date suits our partners and team members best?3) Does the chosen date allow for the types of job seekers we are targeting to attend the event in large numbers?
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2.4 Developing the Program of the Employment Fair As already mentioned in chapter 2.1, the objectives of the employmentfair dictate its program components. Since each component requires in-dividual organization, material, and personnel during implementation theymust be well selected and adjusted according to the number of participants.
Whilemostofthecomponentsoftheeventprogramrelatestronglytotheobjectivesset,othersshouldbeconsideredineverycase,forexample:
• Securitycheckattheentrance
• Anentrancewithareception/information
pointabouttheemploymentfair
• Organizer’sinformationandinformation
aboutpartners
• Monitoringandevaluation
Thefollowingtablegivesanoutlineofpossibleprogramcomponentsandrelatedactivi-ties.Pleasenotethatitisonlyabletoprovidebriefsuggestionsintendedtostimulatetheorganizer’sowncreativity:
The components of the event program have to relate to the objectives set at the beginning.
Possible Components
Implemented through …
Registration of Job Seekers
• Interviewareawithtables,chairsandcomputersfordata entry
Orientation of Job Seekers about Labor Market and/or Work Ethics
• Orientationsessiononworkethics(asdesignedbytheNEP)
• Distributionofprintedmaterialprovidinginformationonspecificjobprofilesandsectors(walkingaroundandfixedstands)
• Informationboothsforemployerstoanswerjobsee-kers’questions.
• ‘Do-It-Yourself’Stationspresentingcharacteristicworkactivitiesandproducingsmallgiveawaysfortheaudience
• Screeningofshortvideoclips• Etc.
Employer Represen-tation and Promotion
• Boothsforselectedemployersandpartners• Anyotheractivitiesinrelationtothebusinesses
Direct Placement • Registration• Pre-selectionandmatch-making• Interviewswithemployers
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Eachcomponentwillrequireitsownmaterial,equipment,timing,andpersonnelforitsimplementationduringtheeventdays;allofwhichneedstobetakenintoconsiderationwhenorganizingtheevent.Tohelpnarrowdowntheactivitiesandraiseawarenessofeachrequirement,itisrecommendedpracticetodevelopaninternalagendaandcom-ponentplanning(seeannexBforasample)coveringthefollowingaspects:
• Component name
• Relatedactivityduringtheevent
• Schedule/timing(continuous/specifictimes/etc.)
• Responsible.
• Personnelneededduringtheeventday
• Preparation,material&equipmentneeded
1) What program components will allow us to achieve our objectives?
2) Do the selected program components suit the target audience?
3) Is the resulting workload dictated by the chosen components achievable within the set time frame?
4) How many personnel will the components require during the event?
5) Do we have a proper schedule and plan for the event, and has it been shared with all the parties involved?
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2.5 Choosing an Organizing Team and Identifying Tasks for Preparation Aftertheprogramhasbeendecidedupon,thescheduledeveloped,andeachrequire-mentidentified;thetasksforpreparationcanbedefinedandassignedtomembersoftheorganizingteam.Inadditiontothepreparationforthedifferentcomponents,therearealsosomegeneralissueslikeoutreachandpromotion(seechapter3.2).Acom-ponentplanninglikepresentedinannexBwillalsohelpidentifytheprecisetasksforeachteammember.
Thenextstepistodefinewhowillberesponsibleforwhich task.The followingdivisionof tasks isgen-erallyrecommended,butthesechoicesarehighlydependentonthescopeandactivitiesofthefair:
• General Event Management: The respon-sibilityofleadingandsupervisingallaspectsoftheplanning,organizationandimplemen-tationoftheemploymentfair.
• Personnel:Managingtheworkforceand,ifrequired,hiringsuitableemployeesorvolunteersforlongandshorttermactivi-ties.
• Logistics: Procuring the venue and providing equipment, supplies, electricity,internetconnection,etc.
• Networking and Cooperation Management:Establishingcontacts,attractingandcommittingemployerstothefair,preparingguidelinesforbusinessparticipa-tion,andkeepinginclosecommunicationwithallparticipantsinordertoservetheirneedsbefore,duringandaftertheemploymentfair.
• Marketing and Communication:Theresponsibilityforthepromotionoftheem-ploymentfair,aswellasexternalcommunicationandpublicrelations.
• Graphic Design:Developing thedesigns forbrochures,posters,bannersand
furtherpromotionalmaterials.
• Administration:Providingageneralsecretarialfunctionandassistingallmem-bersoftheorganizationteamwithmiscellaneoustasks.
Thesetasksarenotnecessarilyseparatefromoneanotherandmaynotneeddifferentpeopleworkingonthem.Ingeneral,therequirednumberofteammembersalongwiththeir required skills and competency depend primarily on the size and the intendedtasksoftheemploymentfair.
There is a difference bet-
ween the Team organizing
and preparing the Employ-
ment Fair and the staff
needed for the actual event
days. Normally, additional staff
will be required during the
event.
2.6 BudgetApropercalculationofallcostsiscrucial.Itisfundamentaltobeawareofthecostsofallbudgeteditemsandcompileitinatable,asshownbelow:
Budget Item Costs (EGP)
Rent: (Hallorvenue)
Equipment: (Set-upe.g.furniture,laptops,etc.)
Staff I: (Salariesfororganizingteamandprofessionalemploymentofficersduringtheemploymentfair)
Staff II: (Volunteersbeforeandduringtheemploymentfair)
Promotion: (Printedmaterialse.g.flyers,roll-ups,T-shirts,banners,etc.)
Supplies: (Stationery,catering,etc.)
Other Costs: (Un-plannedevents:e.g.suddenrequestsormissingitems)
Total
Itshouldbementionedthatthecostsarehighlydependentontheactivitiesandamountofstaff,aswellasthepricesofmaterialandequipment;andallofthesethingswilldifferineverycase.
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1) What tasks must be conducted in order to prepare each component?
2) What general activities are needed to support all the components?
3) Who is responsible for what?
4) Are further resources needed and, if so, how can they be acquired?
1) Did we calculate every budgeted item precisely?
2) How can we reduce the costs of the venue, material and equipment?
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3. Organizing an Employment Fair
3.1. Location
Selecting a VenueOneoftheessentialconsiderationswhenpreparinganeventisthenecessaryarrange-mentswithrespecttothelocationandvenue.
Aboveall,a locationthatmeetsthere-quirementsofhostingtheexpectednum-berofparticipantsneedstobefoundintime.Generally the location should beinanareawithahighpercentageofthetargetgroupofjobseekerslivingthere.TheNEP,forexample,focusesonBlueCollarworkers and therefore conductsitsemploymentfairsinurbanareasthatcontainsignificantnumbersof lowandmediumskilledpeoplewhoareusuallyattractedtoBlueCollarsjobs.
Since theusual purposeof anemployment fair is toplace job seekers intoexistingjobopportunities,targetinganareathatislocatedrelativelyclosetothesefutureworkplacesisrecommended.Longcommuteshinderjobseekersfromworking(especiallythefemales).Inthecasethataspecificbusinessorotherorganizatione.g.chambers,syndicatesorTVETinstitutions,areorganizingtheemploymentfair,itcanalsobeuse-fultoconductthefairattheirpremisesassumingsufficientspaceisavailable.
Event Component Distribution at the Venue
Special attention should be given to fine-tun-ing the position of the different areas for allthe components of the event. This includesassigning specific areas for every immobilecomponent,e.g.orientationsessions,informa-tionbooths,receptionandsoon.Furthermore,themobileactivitieslikedistributionofflyersorothermaterialwillneedapreparationorretreatareaassignedastheymaycausecongestion.
Somecomponentsmighthavespecialrequire-ments regarding their location. For exampleregistration and employer interviews need tobeplacedwheretheywillnotbedisturbedbythenoiseoftherestoftheemploymentfair.
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The following aspects should play a
role, when selecting a venue:
- Sufficient space is available for
audience and all program components
- There are sufficient sanitary facilities
- The location is well-known and socially
acceptable for women to visit
- The location is easily accessible by
public transportation
Developing a map of the fair and the flow of its visitors is highly recommended. It assists in the recognition of area-related problems in advance. Volunteers can then guide visitors through difficult areas.
3.2. EquipmentItisrecommendedthateachcomponentleadercreatesalistofrequiredequipmentandsubmitsittotheappropriatelogisticsperson(seeabove).Thispersonisthenresponsibleforprovidingallrequiredequipment.
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1) Is the venue big enough for the desired number of job seekers and all the component activities?
2) Is the venue well-known, attractive and easily accessible for the target group?
3) Is the space distributed according to the needs of each compo-nent? Are all specific requirements taken into account?
4) Does the space distribution allow for the smooth flow of visitors during the event?
1) What equipment is needed to conduct each activity, in each com-ponent, throughout the event?
2) What other basic material and equipment is needed?
3) Should catering for the staff be provided?
4) How is the transportation/delivery of material and equipment to and from the location organized?
5) When is transportation/delivery of material and equipment to and from the location possible? How many people are needed?
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3.3. Outreach and Promotion
Outreaching to EmployersAnotherfocusduringthepreparationof theemployment fairconcerns theintegration of the private sector asa provider of decent job opportuni-ties. It is recommended to establishcontact with, and to integrate theseemployersatanearlystage ifpossi-ble,butcertainlyat least twoweeksin advance of the event. Also, theselection of businesses and openvacancies should correspond withthe intended targetgroup;obviously,it does notmakemuch sense to in-volve companies offering low skilledjobswhen addressing higher skilledemployees.ThatiswhytheNEP,forexample, focusesontheBlueCollarjobsegmentontheonehandandap-proaches low ormedium skilled jobseekersontheother.
Outreachingtosuitablecompaniesandprovidingdecentjobopportunities,canbequiteachallenge.Alotoftimeandeffortisneededtolocatethemandestablishtherequiredrelationship.NEPexperienceshowsthatcontactscanbestbeestablishedthroughchambers,industryfederationsandothercommunicationchannels,notfor-gettingpersonalcontactsfromwithintheorganizingteam.
Outreaching to Blue Collar Job seekers Inordertoensureahighparticipationofthetargetgroupduringtheemploymentfair,theeventneedstobepromotedintheareaaroundthevenueandinotherareaswherethetargetpopulationislikelytobeprevalent,priortotheevent.Therearealotofdifferentpromotionchannelswhichcanbeusedforthispurpose,suchas:• Socialmediaplatforms,likeFacebookandYouTube
• Promotionthroughnewspaperadverts,flyers,bannersorposters
• Advertisementinyouthclubs,NGOs,TVETschools,etc.
• Streetcampaigns
• SMSandverbalcommunication
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Depending on the objective of the
employment fair, businesses should
be invited according to:
- the sector they’re active in
- high numbers of offered job
vacancies
- their contribution to other
components.
It can range from 5 to 20 busi-
nesses depending on their specific
involvement.
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Eachpromotionchannelhas itsown requirements in termsofpreparation, timeandcoststhatmustbetakenintoconsideration.Asampleofprintedpromotionmaterial(fly-ers)canbefoundinAnnexC:PromotionMaterials.
TheexperienceofNEPEmploymentFairsdem-onstrates thatstreetcampaignsareaveryef-fectivetoolinapproachingBlueCollarjobseek-ers.Thismeansthatagroupofapproximately10 to20volunteerswalk thestreetssurround-ing the employment fair location from 2 daysbeforetheevent.Theyexplainthelocationandpurposeoftheevent,inviteattendees,anddis-tributeinformationflyers.Additionally,thiscouldbecontinuedduringtheeventaswellasbeforeinordertogainspontaneousparticipants.
Timetable for Promotional ActivitiesAsmentionedbefore,awell-thought-outandtimelypromotionisessentialinordertoensuretheattendanceofjobseekersandemployers.Thus,itisimportanttospecifyanaccurateandpropertimeframewhichencompassesallpromotionalactivities,includingplanningwhentasksaretobecompletedandwhoisresponsibleforthem.
For street campaigns it is not only beneficial to speak to young people in the streets, but also to older individuals who could be related to poten-tial young job seekers.
Weeks before the Event
Activity Responsible 5 4 3 2 1
Identifyinganddecidingonout-reachchannels
Divisionofpromotionalwork(hiringvolunteersforsupportifnecessary)
Designingthepromotionalmate-rialforjobseekers
(Printing,ifnecessary)
Attracting and contacting compa-nies
Promotioncampaign,inordertoreachouttoBlueCollarjobseekers
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1) What channels can we use to approach businesses?
2) What are our selling points? What will attract employers?
3) What communication channels do we know of for approaching Blue Collar workers?
4) What are the concrete promotion activities that we want to conduct?
5) Do we have enough resources? How can we acquire greater ones?
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4. Implementing an Employment Fair: The NEP Model
Aftertheplanning,preparationandfinalizationandorganizationoftheemploymentfairprogram,theeventcantakeplace.OnewaytoconductanEmploymentFair isdem-onstratedbytheexampleoftheNEPEmploymentFairswhofocusonthedirectplace-mentofBlueCollarworkersintodecentjobs,asdescribedbelow.Butbeforepresentingtheexampleof theNEP, it isuseful to introducesomegeneralconsiderationsaboutimplementingtheemploymentfairfirst.
4.1. General considerations about the day
Preparation and LogisticsUsuallythevenuehastobesetupandpreparedthedaybeforetheemploymentfair.Thismeans,thatallmaterialandequipmentmustbedeliveredtothelocationbythistimeandtheareasforeachcomponentshouldbebuiltup, includingsettingup tables, chairs, roll-ups, promotional mate-rial, the supply of electricity for computers, etc.Itshouldbeclearbeforehandhoweachcompo-nentwillbeorganizedandeachtaskdistributed.Itishighlyrecommendednottoleavethisprepa-rationuntilthemorningoftheeventasthisdoesnot leave any time for copingwith problems orobtainingthingsthathavebeenforgotten.
Itisnotonlythetransportoftheequipmentandmaterialthatisimportanthowever,thejointtransportationofstaffshouldalsobeconsideredasthiswillensurethatallteammemberscanarriveintimeandworktogether.
Aftertheemploymentfairthevenueusuallyhastobeclearedrightaway.Afteralongand exhausting dayworking at such an event, additional resources and assistancemightbeneededtosupportthestaffindeconstructingandpackinguptheirworkareas.Returntransportforthestaffandequipmentmustalsobeorganized.
PersonnelAspreviouslymentioned,theorganizingteamisresponsibleforpreparingeachstepoftheemploymentfair.However,fortheeventitself(dependingontheprogramandeventcomponents)additionalandspecificstaffwillnormallybeneeded.
The‘NEPEmploymentFairEventTeam’isusuallycomposedofanumberofemploy-mentofficersthatareprofessionalininterviewingandorientingBlueCollarjobseekers.Theywillfocusonthesetasksaswellasthecoordinationandsupervisionofthewholeevent.
Either ensure that the room you are using can be locked and nobody can enter over night or take all valuable equipment (laptops, electronics, etc.) away with you and return them the next day.
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Volunteersareanessentialsupportbothbeforeandduring theevent.Selectedvolunteerscanbothpro-mote theevent inadvance,and/or takecareofex-ecutiveactivitiesduringit.Usuallyprospectivevolun-teersareknowntotheorganizersthroughpreviousactivitiesor connections throughpartnersandstaff.Theyshouldbecharacterizedbytheirsocialcommit-mentandwillingnessandenthusiasmtoparticipateincommunitydevelopment.
Allvolunteersshouldreceiveaproperbriefingaboutatleastthefollowingaspects:
• Theeventscheduleandprogram
• Theirownroleandresponsibilityduringtheday
• TheorganisationimplementingtheeventTheNEPalsoprovidesamandatory‘refreshertraining’foreachvolunteerinordertobuilduptheircapabilities.Therefreshertrainingforvolunteerscovers(I) theemploy-mentservices,includinginterviewskills,(II)dealingwiththedatabase,(III)thematchingprocess,andfinally,(IV)monitoringthecompanyinterview.
4.2. The NEP Employment Fair in 7 stepsTobrieflysummarise:theNEPEmploymentFairsfocusonBlueCollarjobsandhavedevelopedauniqueapproachtothis.Participatingjobseekersgothroughasequenceofsteps.Atfirst,jobseekerstakeashort‘JobOrientation’session.AfterwhichtheyareinterviewedbyoneoftheNEPEmploymentCenter’semploymentofficers,andarethenregisteredintotheNEPdatabase.Finallytheyarematchedwithsuitablevacanciesandreferredtopotentialemployersforinterview.Inamoredetailedway,theprocesscanbedescribedinthe7stepsbelow: •Reception:Visitorsneedtobeguidedthroughtheeventrightfromthestart.Therefore,areceptionprovidingjobseekerswithbasicinformationabouttheeventiscrucial.Thereceptionmarksthestartingpointforjobseekerstogetregisteredandbeintroducedtothetasksthatwillfollow.Ingeneralitactsasaninformationpointaswellaspreparationforthenextstep.Also,thereceptionservesasafocalpointtodirectthejobseekerstothe‘EmploymentFairOrientationSession’.
•NEP Employment Fair Orientation: Thisisa30-minuteEmploymentFairOrientationSessionthattakesplacebeforetheinterviews.Itisconductedbyaspecializedemploy-mentofficerfromtheNEPEmploymentCenterandconcentratesonthefollowingtopics:
A. TheNationalEmploymentPact:itsbackground,scopeandservices,
Make sure, that all team
members are aware of
- their roles & responsi-
bilities
- the event schedule and
break times
1Egyptianyouthbetween18and35yearsold,withlowandmediumleveleducation,clearedmilitarystatus.
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B.Processandcirculationinsidetheemploymentfair:specificexplanationofthediffer-entstepsinsidetheemploymentfairaswellasinformationabouttheregisteredbusi-nessesthatarerepresentedandthevacanciesavailable.C.Anintensivemoduleabouthowtobehaveduringtheinterview(s)withtheemploy-mentofficerandcompanyrepresentatives.
•The Application Desk:WherethejobseekerisscreenedandcheckedforcompliancewiththeNEPeligibilitycriteria.Ifhe/shecomplieswiththeNEPcriteria,theNEPrepre-sentativewillcoordinatewithavacantemploymentofficerfortheinterview.Aselectedvolunteerisresponsibleforthe‘ApplicationDesk’andthispersonhasresponsibilityfortheflowofjobseekersinsidetheinterviewingarea.
•The Interview:Inordertoexplorethejobseeker’sbackground,education,workex-perience, etc., a full and compre-hensive job interview is conductedduring the event. The employmentofficers enter the obtained data di-rectly into the database. In case oftechnical problems, the data is re-cordedinhardcopyforms(seeannexD1)2.Afterthejobinterview,thejobseeker is matched with jobs availa-bledirectlyattheemploymentfair.Ifthejobseekermatchesoneormoreoftheavailablevacancieswithintheemployment fair then he/she is pro-videdwithanominationcardandap-proved forgettingadirect interviewwith the company’s representatives.Intheeventthatthejobseekerdoesnotmatchanyof theofferedvacan-cieswithin the employment fair, he/shewillberegisteredintheNEPda-tabaseandreferredbacktotheirem-ploymentcenters.
• Transition to the Job Interview with Employers:Afterthejobseekerobtainshis/hernominationcard,anemploymentofficerwilldirecthim/her to therelevantemployers’booths.She/hedirectsthejobseekeronhowtocirculatearoundtheeventbasedonwherethecompaniestheyhavebeendirectedtowardsarelocated.
• The Company Interview:Inthecaseofsuccessfuljobmatching,thejobseekerwillproceedwithacompanyinterview.Therespectivecompany’srecruitmentrepresenta-tiveswillconducttheinterviewanditwillalsobeattendedbyanNEPemployee.Thisinterviewincludes(1)theapplicationinterviewcoveringthejobseeker’srelevantskills
2Forfurtherdetailsontheinterviewingprocessandthematchmakingassuch,alsoseethe“NEPTextbook:BasicSkillsforEmploymentOfficers”
The Nomination Card: The Nomi-nation Card (See Annex G) is filled in initially by the NEP employment officer after concluding the interview with the job seeker. It includes the information below:
A. The status of the job seeker and whether the applicant attended the orientation session,
B. The nomination of the job seeker for up to three
vacancies, in three different registered businesses, at the employment fair.
21
andabilities,and,(2)feedbackaboutthecourseoftheinterviewandwhethertheap-plicantpassedorfailed.TheNEPrepresentativewillkeeptrackoftheresultforeachjobseekerinordertoupdateNEP’sdatabase.
Aftercompletingthejobinterview,thecompanyoughttomarktherespectivefieldonthejobseeker’snominationcardwhichstatesthattheapplicantperformedtheinterview.Thereafter,thejobseekermayproceedtothefinalstepoftheemploymentfairevent.
• The Final Step:Last,butnotleast,allnominationcardsandfeedbacksheetsshouldbe collected from the job seekers before they leave the venue.Also, opportunity isgivenforjobseekerstogathersomelastinformationintheformofbrochures,sheets,etc.Therefore,anexitdeskisestablishedinapositionwhichallinterviewedcandidatesmustpassby.Inordertoreceiveallnominationcardsand,ifpossible,alsoensurethatallinterviewshavebeendone,aselectedpersonmustberesponsibleforthisstepoftheprocess.
Also,attheendofthe‘EmploymentFairEvent’,everyparticipatingbusinessisrequiredtosubmitthe‘EmploymentFairEvaluationForm’withtheirfeedback.(SeeAnnexE1:EmploymentFairEvaluationForm)
Monitoring and Evaluation (M&E)Oneofthekeypartsofconductinganemploymentfairistheanalysisofitsoutcomesandthemeasuringofitsachievementoftheinitialobjectives.Thisinvolvescollectingdataduringtheemploymentfairandthenevaluatingit.Evenbeforetheevent,theper-sonresponsible(seechapter2.5)oughttodefinewhatinformationisneededtomeas-urethesuccessoftheevent.She/hemustthendevelopformsandsheetsaccordinglyanddistributethetaskofdatacollectionamongstallcomponents.
AnnexEprovidesfoursamplesformonitoringandevaluationthatareusedbytheNEP.Thisprovides information regarding thenumbersofattendees, jobseekersandbusi-nesses,aswellastheaccumulatedcostsforoutreachandpromotion.Themonitoringsheetsare:
E1 NEP Employment Fair Monitoring Sheet
Overall aggregated monitoring sheet for assessing the number of job seekers and companies, salary of offered vacan-cies, and costs for outreach and logis-tics of the Employment Fair.
E2 NEP Employment Fair Job Seeker Monitoring Sheet
Overall aggregated monitoring sheet about job seekers’ participation during the fair, e.g. orientation or interviews as well as costs.
22
It isnecessary thatall components receivetheir specific monitoring sheets and arebriefedabout thedata theyneed to collectduring theevent.Thisespeciallyapplies toforms that have to be filled in on the spot,so thatno informationgets lost.At theendof eachdayall formsanddatahave to becollectedforanaggregatedevaluation.Thistaskofgatheringandcollectingtheformsisespeciallycrucialwhenitcomestofeedbacksheetsfromcompaniesandjobseekers.Jobseekers,inparticular,movearoundalotatanemploymentfair,andsothefeedbacksheetshouldbeverycompactandeasilyfilled inwithinaveryshortperiodof time,andsev-eralcollectionpointsshouldbeestablishedthroughoutthevenue.
Fortheaggregatedevaluation,itisimportantthatthefocusshouldbeaboutassessingtheoutcomeregardingattendees,participants,placements,etc. inorder tomeasurethesuccessoftheevent.Ontheotherhand,theevaluationmustalsoencompasstheconsiderationoforganizationalfactors,suchastherelatingoftheoutcometothecostsandstrategiesusedforoutreaching.
Ifpossible,afollow-upaftertheeventwithsomeofitsvisitorsshouldalsobeconducted.ForthecaseoftheNEPEmploymentFairswhichfocusonplacements,aonemonthfollow-up(aftertheevent)withtheinterviewedjobseekersshouldbesetupinordertoensuretheplacementsweresustainable.Thesamefollow-upappliesfortheparticipat-ingemployers/businessestoensurethattheyarecontentwiththeplacementofthejobseekersaswell.
Alongside evaluating the
quantitative indicators of the
employment fair, it is highly
recommended to have a (daily)
wrap-up meeting with the em-
ployment fair team in order to
reflect on the things that went
well or wrong, and to capture
the lessons learned ready for
the next day/event.
E3 NEP Employment Fair Company Monitoring Sheet
Detailed evaluation sheet about compa-nies’ attendance and their offered va-cancies.
E4 NEP Employment Fair Outreach and Logis-tics Monitoring Sheet
Monitoring sheet about the procedures and costs of outreaching before and logistics during the event.
F NEP Employment Fair Evaluation Form
Individual evaluation sheet for the at-tending companies to assess the event and to express their personal opinion.
23
Annexes
Annex A: Checklist for Implementing the Employment Fair
Check
Establishing the objectives of the event
TheobjectiveoftheEmploymentFairhasbeenclearlydefined.
□□□
ThenumberofJobSeekersparticipatinghasbeendefined.Theobjectiveshavebeenagreeduponwithallpart-ners.
Identify the target group
Thetargetgrouphasbeenclearlydefined. □□Thetargetgroupfitstheobjectivesset.
Set the date for the employment fair
Thedateissetinawaythatallcomponentscanbeorganizedinthetimeframeset.
□□
□
Thedateissetinawaythatthetargetgroupwillhaveafairchancetoattendtheeventinhighnum-bers.Nopublicorreligiousholidaysconflictwiththedateandmighthaveanegativeimpactontheattend-ancerates.
The organizing team has been put together
Staffhasbeenrecruitedtofulfillalltasksrelatedtoorganizinganemploymentfairoranagencyhasbeenassigned.
□
Develop the event program
Thecomponentsoftheeventprogramareselectedaccordingtotheobjectivesset.
□□□□
□
Thecomponentsoftheeventprogramareattrac-tivetothetargetaudience.Theworkloadforeachcomponentisknown;enoughtimetoorganizetheprogramisallocated.Aproperprogramscheduleisavailableandsharedwithallpartners.Aproperplanningforeacheventcomponentisavailableincluding-Materialandequipmentneeded-Personnelplanning.
Identify needed equipment
Alistofneededmaterialandequipmentisavailable.
□
24
Identify anddistribute tasks
Alltasksinpreparationoftheeventhavebeenidentified.
□□□
Thetasksforpreparationhavebeenclearlydistrib-utedamongthemembersoftheorganizingteam.Regularfollow-upsessionsregardingtheprogressofthepreparationaretakingplace.
Recruit personnel
Thenumberofrequiredpersonneltocarryouttheestimatedworkloadisdefinedforeachstageofpreparation.
□
□
□□□
Thenumberofrequiredpersonneltocarryoutthecomponentactivitiesduringtheeventdayisdefined.Additionalpersonnelifrequired,ishiredorvolun-teersrecruited.Everyoneknowstherequiredtasks/responsibilitiesandiscapabletocarryouttheworkload.(Ifnot:clearguidanceortrainingsessionsareavail-able.)
Plan the budget
Abudgetcalculationisavailable. □□□□
Forallmaterial,equipmentandotherbudgetitems,priceshavebeencomparedtoidentifythelowest.Enoughfinancialmeansareavailable.
(Ifnot:Otherfundscanbemadeavailableortheeventprogram/organizationisadjustedaccord-ingly.)
Select the employment fair’s venue
Theselectedvenuefitsthetargetgroup. □□
□□□
Theselectedvenueisbigenoughtohostallpro-gramcomponentsandtheexpectednumberofvisitors.Theselectedvenuehassufficientsanitaryfacilities.
TheselectedvenueissociallyacceptableformenANDwomentovisit.Theselectedvenueiseasilyaccessiblebypublictransportation.
Plan the event component distri-bution
Amapshowingthedistributionoftheeventcompo-nentsandtheflowofvisitorsisavailable.
□
25
Equipment is available and ready for usage
Basicsuppliesrequiredtoconducttheproposedactivitiesareidentifiedandavailable.E.g.:
Tablesandchairs,bulletinboards,boothpartitions,receptiontableandbanner,easelsforsignsandflipcharts,decorations(banners,balloons,etc.)
□
□
□
□
Requiredtechnicalequipmentisidentifiedandavailable.E.g.:
Electricity,electricalextensioncordsandelectri-caloutletmultipliers;Laptops,laptopchargersandprojectorsNecessaryofficesuppliesfortheeventdayareavailable.E.g.:
Papers,paperclips,notepads,foldersanden-velopes,clipboards,pens,pencilsandmarking,staplersaswellasstaplesInformationandPromotionMaterialisready.E.g.:
EmploymentFairbrochuresandflyers;requiredforms(SeeAnnexC-D);firstaidkit,etc.
Organize transportation of equipment
Thetransportoftheequipmenttothelocationonedaybeforetheeventisorganized.
□□Thetransportoftheequipmentfromthelocationon
thelastdayoftheeventisorganized.Outreach to employers and job seekers and promote the event
Theoutreachchannelstocompanieshavebeenidentified.
□□
□□□
Accordingtotheobjectivessetinthebeginning,asufficientnumberofparticipatingcompanieshasbeenacquired.TheoutreachchannelstoBlueCollarjobseekershavebeenidentified.Promotionmaterialisdevelopedandprintedontime.Promotionmaterialisdistributedintheareaaroundthevenueandinotherlocationsusedbythetargetgroup.
Acquire additional support in terms of personnel
Volunteershavebeenrecruited. □□
□
Volunteerssupportinginpromotionhavebeenbriefedaboutthescopeoftheirworkandtheinfor-mationtogivetojobseekers.VolunteerssupportingduringtheeventhavebeenbriefedabouttheirtasksduringtheeventandabouttheNEP.
Prepare the venue for the event day
Thevenuehasbeenpreparedfortheeventatthelatestonedaybeforetheevent.
□□ThekeyforthevenuehallstayswiththeGeneral
EventManager.Prepare the ‘Employment Fair Team’
Allteammembersareawareoftheirroles&re-sponsibilitiesduringtheevent.
□□□
Allteammembersareawareoftheschedule.
Allcommunicationchannelsareclear.
Ensure monitoring & evaluation during and after the event
AMonitoring&Evaluationsystemisinplace. □□□
□
AllcomponentsareawareoftheirtasksrelatedtotheM&E.Allforms,sheetsanddataarecollecteddirectlyaftertheeventandanevaluationisundertaken.Afinalsummarisingmeetingreflectingthesuccess-fulandunsuccessfulaspectsoftheday,anddocu-mentingthelessonslearnedwiththewholeteam,hasbeenconducted.
Com
pone
nt
Nam
eA
ctiv
ities
Tim
ing
Res
pons
ible
Pers
onne
l re
quire
men
t du
ring
even
tM
ater
ial &
Pre
para
tion
need
ed
Registration of job seekers
Job
seek
ers
are
assi
gned
to e
m-
ploy
men
t offi
cers
fo
r int
ervi
ewin
g or
hav
e to
wai
t for
th
eir t
urn
Continuously
xy
x vo
lunt
eers
/st
aff m
embe
rs
guid
ing
job
seek
ers
Waitingareawithxchairsandinform
a-tionmaterialtoreadwhilewaiting
Distributionmechanism
isinplace
Job
seek
ers
are
in
terv
iew
ed a
nd
thei
r dat
a en
tere
d in
to th
e da
taba
se
yz
X em
ploy
men
t of
ficer
s fa
mil-
iar w
ith th
e pr
oces
s an
d so
ftw
are
X ta
bles
, cha
irs a
nd la
ptop
s co
n-ne
cted
to th
e da
taba
seElectricalextensioncordsandoutlet
multipliers,officematerial
Physicalform
sincaseoftechnical
problems
ForN
EP:N
ominationCards
(SeeannexF)
Job
seek
ers
leav
e th
e in
terv
iew
ing
area
zaX
volu
ntee
rs/
staf
f mem
bers
Gui
danc
e to
em
ploy
er in
terv
iew
sExitsignorsimilartodirectjobseekers
towardstheexit
May
be: e
valu
atio
n fo
rms
to b
e fil
led
by jo
b se
eker
s
Orientation of job seekers
Job
seek
ers
re
ceiv
e or
ient
atio
n on
wor
k et
hics
Star
ting
ever
y 30
m
ins
ab/b
c
2 em
ploy
-m
ent o
ffice
rs
spec
ializ
ed in
or
ient
atio
n
Ass
igne
d ar
ea w
ith 1
5 ch
airs
, 2 p
in-
boar
ds &
mov
ie s
cree
n Inform
ationbrochures&leaflets
Etc.
27
Annex B: Sample of a Component Planning
28
Annex C1: Sample Flyer
29
Annex C2: Sample Roll-up
30
Annex C3: Sample Facebook Post
31
Annex D1: Job Seeker Registration Form (Hardcopy)
32
33
Annex D2: Employment Fair Registration Form (Company Form)
34
Annex E1: Employment Fair Monitoring Sheet
35
36
Annex E2: Employment Fair Job Seeker Monitoring Sheet
37
38
39
Annex E3: Employment Fair Company Monitoring Sheet
40
41
42
Annex E4: Employment Fair Outreach and Logistics Monitoring Sheets
43
44
45
46
Annex F: Employment Fair Evaluation Form (for businesses)
47
48
Annex G: Nomination Card
49