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November 12, 2009Version 2.0

Ending UnemploymentGeneral Overview

“Very helpful for a positive attitude and changing negative thoughts into positive opportunities.” ~ Neil (42) Bristol

“An intriguing and refreshing mind-opener.” ~ Daniel, (39) Bristol

“Fascinating insight into many of the hurdles I have been creating for myself in attempting to sell my skills to others.” ~ Trefor (52) Bristol“Wow. No one has ever asked me before what I was passionate about.” ~ Mark (19) Bristol

“Well thought out and delivered well by the

team.”

“Realised my own value and importance of

community.”

“I enjoyed the recognition as well as the presentation of ideas around teams and employment.”

“Very useful and enlightening. Lots of different thoughts for success in work and in life.” ~ Julie, (57) Bristol

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Experiencing Unemployment Today

Start of ProcessTeam to Individual

End of ProcessIndividual back to

Team

In general, the experience of unemployment is a process from team to individual, back to team.

Individual Chaotic Confusion

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Experiencing Unemployment Today

What occurs during this time is tragic and unnecessary:- decline in physical health- decline in mental well being- decrease in societal health

(crime)- detrimental effects on the youth,

families & communities- heavy tax burden on others

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Decline in Physical & Mental Health

"In the past, we saw people die within 10 years after their job loss.

Now, we are seeing them die as early as the same year."

~ Harvey Brenner Ph.D.1

The link has been established by many professionals over the years irrefutably connecting unemployment with declines in physical and mental health and well-being.

Research shows depression, hopelessness

and boredom to critical degrees.

-Eisenberg and Lazarsfeld, Psychological Well-Being and the Great Depression, 1938

• 1.2% increase in total mortality• 1.7% increase in cardiovascular disease• 1.3% more cirrhosis cases (index of alcohol consumption)

• 1.7% more suicides

- Dr. M. Brenner: "Influence of the Social Environment on Psychology”, 1979

For every 10% increase in the number of unemployed there is a:

Two to three years after increased unemployment, compromised general deterioration of health with increased mortality from cardiovascular disease.

- Dr. M. Brenner, 1987

1 | At the Health Industries Council meeting on March 11, 2009 in Irving, CA; USA, Harvey Brenner, Ph.D, professor of public health and behavioural sciences at the University of North Texas Health Science Centre's School of Public Health.

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Decline in Societal Health

1 | At the Health Industries Council meeting on March 11, 2009 in Irving, CA; USA, Harvey Brenner, Ph.D, professor of public health and behavioural sciences at the University of North Texas Health Science Centre's School of Public Health.

For every 10% increase in the number of unemployed there are:

“Undeniable links found between unemployment and

many indicators of social dislocation like crime.”

- Fagan and Freeman, 1997Research shows the link to criminal behaviour and prolonged dependence on parents of the unemployed. Additional research points to the detrimental effects on the youth of unemployed parents on many levels.

- Eisenberg and Lazarsfeld, Psychological Well-Being and the Great Depression, 1938

- Dr. M. Brenner, 1987

• 0.4% more arrests• 0.8% more assaults reported to the police

“Unemployment is the ‘invisible hand’ -- carrying a stick -- that keeps the workforce in line.“

~ David Schweickart, “After Capitalism”, 2002

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RESEARCH by Marie Jahoda, a British social psychologist, developed the theory of ‘Ideal Mental Health’1. Here she identified five categories vital to feelings of well-being.

1 | Marie Jahoda, “Employment and Unemployment: A Social-psychological Analysis” Cambridge University Press, 1982, (theory first developed in1958)

Time Structure

SocialContact

Collective Effort or Purpose

Social Identity or Status

RegularActivity

She determined the unemployed are deprived of

all five.

What is Missing? ~ Well-Being

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Solution: Just Get Them a Job? NO.

Only the ‘satisfied employed’ resulted in significant differences in psychological well-being from the unemployed and the dissatisfied employed.

In general, the relative scores translate into there being psychological issues in:

• 39.7% of the unemployed• 39.2% of the dissatisfied employed• 21.4% of the satisfied employed

1 | General Health Questionnaire Studies: Goldberg, 1972; Wing 1980; Banks, Clegg, Jackson, Kemp, Stafford and Wall, 1980

Quite a bit of research shows that the ‘dissatisfied employed’ are adversely effected to a similar degree or even to a greater degree than the unemployed1.

“The ‘dissatisfied employed’ have remarkably greater psychological issues than even the unemployed.”

- Anthony, Harold, Winefield, “Growing Up With Unemployment” 1993

“Oh, you hate your job? Why didn't you say so? There's a support group for that. It's called EVERYBODY, and they meet at the bar.”

- Drew Carey, Comedian

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Start of TransitionOrganisational Team

to Sparc Teams

End of TransitionSparc Teams back to Organisational Team

Engage at every stage.

Within TransitionKeep or Create

Momentum

Solution: A New Process? YES.

LeavingOrganisation A

Sparc TeamsProgramme

Entering Organisation

B

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7 Stages of Engagement

Start of TransitionOrganisational Team

to Sparc Teams

End of TransitionSparc Teams back to Organisational Team

Within TransitionIncrease Skills,

Experience & Create Value

1 5 6

73

4

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Stage 1: Engage at NoticeStage 2: Engage at ExitStage 3: Engage Deeper at 2 WeeksStage 4: Engage in Work Teams at 6 Months

Stage 5: Engage When Offer is GivenStage 6: Engage During First 90 DaysStage 7: Engage Company Champion

Dangerous Territory Ensure Long-Term Success

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At the time notice is given, real feelings of anxiety and depression begin. If engagement occurs immediately after notice, motivation and employability remain high.

Stage 1: Engage at Notice

Stage 1: This is the most crucial time. If engagement can occur at notice and prior to the person leaving the organisation the transition time will be dramatically shortened.

Denial Depression Anger Sleeplessness Anxiety

Because these feelings are real

and occur immediately after notice is given*. Isolation

Loss of energy Feeling numb Appetite changes Physical symptoms

* Or earlier, as within organisations with several waves of downsizing.

1

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Stage 1 Engagement: Fast Track ProgrammeA supportive and proactive programme can ease the sense of alienation and depression which occur at notice.

The Fast Track Programme is a combination of:

Proactive Workshops | from Managing Transitions to PersonalUnderstanding

Conscious Connections | the process of signposting and making connections for immediate

placement

Assumption: the organisation will provide desk, phone, computer, internet, printing capabilities, etc. for a period of

time

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Stage 1 Engagement: Fast Track ProgrammeExample of two workshops:

Managing Transitions In part, utilising the William Bridges Model, we assist people in understanding the steps to take with any transition to increase their likelihood of reaching their goals. This method has been in use for over 30 years and hundreds of thousands of individuals have been through the process. This process includes understanding the feelings associated with any transition as well as easy steps to go through the transition to reach your goals.

Personal Understanding = Short-Term Employability & Long-Term Job PlacementKnowing one’s skills and experience along with their passions is just the start of an effective search process. Identifying and communicating to the right potential employers clearly and effectively significantly shortens the career transition time and decreases the amount of rejection letters. In part, we utilise the Tom Peters model of personal branding, PIESS model and others.

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At the time of exiting the organisation, all 5 areas vital to well-being are being deprived. A this stage a person is at risk for depression and other issues which decrease desire and motivation to proactively seek employment.

Stage 2: Engage at Exit

Time Structur

e

SocialContact

Collective Effort or Purpose

Social Identity or Status

RegularActivity

Without a programme and ‘a place to go’ all 5 areas

vital to well-being are lost, immediately.

Stage 2: At this stage having a place to go is critical. If returning to their place of past employment is not an option, all 5 categories of well-being will be deprived upon exit.

2

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Having ‘a place to go’ alleviates the broken routine. Also, offering a compelling number of services in one place will help in attracting people in transition to this one stop shop motivate centre to find a job.

The Sparc Space Programme consists of:

Stage 2 Engagement: Sparc Space Programme

Career Transition Services Providing services needed to proactively assist someone in their job search: printing, business wear, internet access, financial & legal advice.

Proactive WorkshopsFrom Managing Transitions and Personal Understanding to Effective Teams and Leadership Development

Conscious Connections EventsEvents created specifically to make real connections with employers. Events focused in industry, trade, role or area specific opportunities

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Having ‘a place to go’ alleviates the broken routine imposed by the organisation.

RETAIL ACCESSIBLE MOTIVATIONAL SPACEWe are currently looking for a street-level retail place within Bristol to be more accessible to those in transition, preferably within the city centre.

SERVICES TO INCREASE PROACTIVE SEARCHA one-stop-shop to motivate and encourage proactive employment searches.

PARTNERING WITH ORGANISATIONSPartnering with companies with a core competency in service offerings is the key to success. Here are some examples of partners we would love to engage:

- Printing: Moo- Second-hand Business Wear: Oxfam Boutique- Second-hand Computers / Office Supplies - Café with Internet Access: Co-Exist’s Canteen

CANTEEN

Stage 2 Engagement: Sparc Space Programme

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The Vision ‘a great place to go’Pu

blic

Serv

ices

Mem

ber

Serv

ices

VALUE EXCHANGE BUSINESS WEAR BOUTIQUE

MOTIVATIONAL MAKEOVER PRINTING SERVICES CAFE

1st

INSPIRED SERVICED CO-WORKING SPACE

for SPARC TEAMS, ENTREPRENEURS, FREELANCERS, INDEPENDENT CONTRACTORS, SMALL BUSINESS & ASSOCIATIONS

THEATRE & DISCUSSION AREAS

2nd

3rd EVENT / WORKSHOP SPACE PRIVATE MEETING ROOMS PROFESSIONAL ADVISORY

SERVICES

CANTEEN

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Woolworths Space (in discussion)

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Stage 3: Engage Deeper at 2 Weeks

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After two weeks, if not within a programme, self-esteem levels drop, stress ensues and motivation has waned.

Stage 3: At this stage, it is necessary to get over the hump by engaging in a structured team-based programme specifically centred around job search to decrease stress and increase motivation/job search activity.

After two weeks additional stress and

worry about long term unemployment kicks in.

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Stage 4: Engage in Work Teams at 6 Mo.If still unemployed after 6 months, the chances of long-term employment along with critical health factors ensue. Stress and depression could be at dangerous levels effecting the individual, families and the community.

Stage 4: Re-engaging in actual work is essential at this stage. Engaging in a structured team-based work programme will replace all areas vital to well-being. And, creating value for an organisation increases the likelihood of a position within that organisation.

The human instinctual desire to create value and be a valued member of the community is almost non-existent at this stage. The

likelihood of severe depression is very high.4

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Stage 5: Engage When Offer is GivenA new type of engagement is needed at this stage when a person if offered a position. Patterns of lethargy, if not in the Sparc Teams Programme, may sabotage any offer. If in a programme, the fear of entering into a new transition may occur as well.

Stage 5: Managing the transition from inside the programme (or not in any programme) into a new state is absolutely necessary.

Change, and the need to go through another

transition,is a natural fear.

Unconscious sabotage may occur at this point unless

this transition is managed properly.

5

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Stage 6: Engage During First 90 DaysSupport during the first 90 days of employment can assist in ensuring a smooth transition and long-term employment with the new organisation.

Entering into a new team and organisation has its own set of challenges and fears. Understanding Teams and

Group Dynamics will ensure a smooth transition.

Engaging at this stage will increase the likelihood of long-term employment.

Stage 6: Managing the transition into a new team and reality can be challenging. Through support this transition can be successful in the short-term and ensure long-term employment.

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Stage 7: Engage Company ChampionOnce an integral part of an organisation, the individual can become a company champion for the programme. Staying a part of the wider community can increase the likelihood of others being successful in their transition to employment.

Role-modelling, diversity and connectedness are all part of a

vibrant and robust local economy.

Staying engaged with each member keeps the community

strong and safe while increasing the community’s ability to better handle any

crisis.Stage 7: Keeping the successfully employed engaged, at least in part, with the ‘rest of the community’ is a winning strategy for the long-term health of the community as a whole.

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Summary Proactive Workshops:

- Managing Transitions- Goal Setting- Communicate Effectively to Employers

Stage 1: Engage at Notice

Stage 2: Engage at Exit

Stage 3: Engage Deeper at 2 Weeks

Stage 4: Engage in Work Teams at 6 Mo.

Stage 5: Engage When Offer is Given

Stage 6: Engage During First 90 Days

Stage 7: Engage Company Champion

Dan

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SOLUTIONS

A Place to Go- Unstructured Programme of Workshops

A Place to Go- Structured Programme of Workshops

Structured Team-Based Work ProgrammeParallel Paths of Work Teams AND Proactive Job Search

Support & Encouragement- Managing Transition Workshops

Advice & Coaching- Understanding Teams

Continued Support/Mentoring OthersSparc Teams Value Exchange

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Providing Services

Currently working on:- Creating levers of influence: organisations, government,

recruitment/employment companies, media, etc.- Programme and Workshop Development- Local Partnerships- Getting the Space!

Janice@SparcTeams.com | 0777 329 7331

Any assistance you can offer would be greatly

appreciated!