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Job Search Workshop

Program Review

2001

R J Sparks Consulting Inc. WGW Services Ltd.

Acknowledgements The consultants would like to thank the JSW clients who completed surveys and participated in the pilots. Their views about JSW formed a critical component of this review. We would also like to thank the Program Coordinators and Facilitators at each of the JSW sites for their input and assistance throughout the review. Our appreciation is also extended to those agencies that conducted pilots in a very short turnaround time. Lastly, we would also like the thank the project steering committee for their support and guidance at every step of the review.

Rosemary J. Sparks R J Sparks Consulting Inc.

William G. Wolfson WGW Services Ltd.

TABLE OF CONTENTS

PREAMBLE...................................................................................................................... 1

REPORT AT A GLANCE ............................................................................................... 3

STUDY OBJECTIVES..................................................................................................... 4

METHODOLOGY ........................................................................................................... 5

FINDINGS......................................................................................................................... 6

JSW'S ROOTS................................................................................................................... 6 WHO IS DELIVERING JSW? .............................................................................................. 6 WHAT IS THE PROFILE OF JSW CLIENTS? ......................................................................... 6 WHAT BROUGHT CLIENTS TO THE JSW WORKSHOP?..................................................... 12 WHAT WAS SAID ABOUT JSW? ...................................................................................... 17 HOW DOES JSW OPERATE?........................................................................................... 26 HOW DOES JSW ASSIST CLIENTS IN LINKING TO OTHER SERVICES?................................ 33 WHAT SUPPORT IS REQUIRED FOR JSW FACILITATORS? ................................................ 33 WHAT ARE THE CHALLENGES ASSOCIATED WITH DELIVERING JSW? ............................. 40

OBSERVATIONS, CONCLUSIONS AND RECOMMENDATIONS...................... 43

PILOT IDEAS................................................................................................................. 57

PILOT RESULTS........................................................................................................... 59

REFRESHER WORKSHOP……………………………………………………….59 RESUME/INTERVIEW CLINIC…………..…………………………………………62 POST-WORKSHOP ASSESSMENT……………………………………………..….64

APPENDICES................................................................................................................. 68

APPENDIX A: FACILITATOR AND COORDINATOR SUGGESTIONS FOR PROGRAM ENHANCEMENTS ................................................................................. 68 APPENDIX B: INFORMATION SOURCES ........................................................... 71

1

PREAMBLE The stated goal of JSW is “to facilitate the employment of new immigrants to Ontario by familiarizing them with effective job-search practices and techniques in Canada”. At the outset of this review of the JSW Program, we (the consultants) believed that our job was solely to assess how well the program was working to achieve that objective, namely to help newcomers find employment. However, as we undertook research into the settlement and integration process for newcomers and became more familiar with the program, we began to question whether we were, in fact, asking the right question about the program. We decided to take a step back, and to ask a broader, more philosophical question: Why does Canada bring people into the country? Canada encourages immigration with the expectation that newcomers will contribute to Canada economically, socially and culturally. Settlement programs such as JSW therefore need to assist newcomers in maximizing their potential and in turn their contribution to life in Canada. The United Nations Economic and Social Council defines integration as a "gradual process by which new residents become active participants in the economic, social, civic, cultural and spiritual affairs of a new homeland. It is a dynamic process in which values are enriched through mutual acquaintance, accommodation, and understanding. It is a process in which both the migrants and their compatriots find an opportunity to make their own distinctive contributions."1 With this larger context in mind, we reviewed the goal of the JSW Program. JSW is currently an intervention of short duration, and the key measured outcome is the number of clients who find employment of any kind. Would it instead be more appropriate to measure success in terms of how well JSW assists newcomers to maximize their human capital? In other words, how well does the Program assist newcomers to move along a pathway that leads to the best

1 Best Settlement Practices: Settlement Services for Refugees and Immigrants in Canada, Canadian Council for Refugees, February 1998

2

possible employment outcome in the long run for the individual and thereby for Canada too? We invite readers to ponder our philosophical dilemma as they go through the first sections of this report that detail our findings. We will return to this topic later in the report in the section on Observations, Conclusions, and Recommendations.

3

REPORT AT A GLANCE This report has been divided into four major sections:

• Methodology • Findings • Observations, Conclusions and Recommendations • Pilot Ideas.

The Methodology section explains the data collection methods and sources. It tells the reader how many respondents there were for each data collection method. The Findings section forms the bulk of the report and provides the reader with the quantitative and qualitative information gathered during the course of the review. The information is provided in text supported by graphs and tables. The Observations, Conclusions and Recommendations section contains the consultants’ analysis of the information and makes recommendations for enhancements to the program. The Pilot Ideas section describes those recommendations the consultants are suggest be pilot-tested as part of this review, and summarizes the results of 3 pilots that were implemented as part of this review.

4

STUDY OBJECTIVES The purpose of this project was to review the JSW Program as it is currently delivered in 30 locations across Ontario. In addition, recommendations for change were to be pilot-tested and the results of the pilots evaluated. Specifically, the project looked at the JSW Program from three perspectives: Context in which the program operates:

• Client demographic profile; • Other employment services available to newcomers; • Geographic locations of service delivery.

Ability to meet client needs:

• Expectations of the JSW Program; • Client satisfaction with the JSW Program; • Impacts on the client.

Program strengths and opportunities for improvement:

• Gap analysis; • Opportunities for enhancement; • Pilot-testing the enhancements.

This project was not designed as an operational review; consequently we did not undertake a detailed assessment of areas such as program administration and fiscal management. However, where appropriate, we have commented on these areas.

5

METHODOLOGY The methodology employed in this review provided us with input from all JSW stakeholders including clients, workshop facilitators, program coordinators, administrators, funder, and advisory committee members. Table 1 sets out each of the sources, the method used, and the number of respondents.

Source Method Number of Respondents

Clients

• Entrance survey completed at the start of the workshop.

• Exit survey completed at the conclusion of the workshop.

• Follow up telephone interviews conducted 4 - 6 weeks after completion of the workshop.

355

329

106

Workshop Facilitators • Written surveys 35

Program Coordinators • Telephone interviews 29

Funder & Administrators • Telephone/in-person interviews 4

Advisory Committee • Telephone interviews 5

Table 1

In addition, we reviewed a sample of the statistical and narrative reports submitted by the JSW program delivery agencies, as well as other relevant reports.

6

FINDINGS

JSW's Roots The Job Search Workshop (JSW) emerged in 1994 as a pilot to address the employment-related settlement issues of newcomers. In 1997, the pilot was expanded to an Ontario-wide initiative. It was also in 1997 that Citizenship and Immigration Canada (CIC) contracted with COSTI and OCASI to undertake the administration of JSW funding to a variety of community-based organizations across the province.

Who is delivering JSW? JSW now serves approximately 8,000 clients annually and is delivered in 30 sites across Ontario. The deliverers are community agencies located in the Greater Toronto Area (GTA), Hamilton, Kingston, Kitchener, London, Ottawa, Windsor, St Catharines, and Thunder Bay. The majority (20) of JSW sites are in the GTA and about 56% of the JSW clients attend workshops in the GTA. There are 3 delivery models (Day, Evening, Saturday) with the majority (69%) of clients attending the day model, 24% in the evening and 7% in the Saturday model. There is a suggested number of hours for each model (Day - 21, Evening - 16 hours, Saturday - 24 hours). JSW is currently operating at an approximate average cost of $362 per client served. JSW is funded by Citizenship and Immigration Canada and is administered by COSTI and OCASI.

What is the profile of JSW clients? The entrance surveys of clients provided us with a detailed profile of who is accessing the JSW program. Our findings are consistent with the aggregate data collected by COSTI as program administrator. The highlights of the client profile follow.

7

The majority of clients have been in Canada for less than 3 months. The majority (55%) of our sample indicated that they had been in Canada for less than 3 months before coming to the JSW Program. 25% had been in the country for less than 1 month. See Figure 1. On a regional basis, we found that agencies in the GTA are, on average, working with more recent newcomers, as the percentage of our sample who had been in Canada for more than one year was smaller in the GTA area than elsewhere in the province.

Length of Time in Canada

23.0%

8.2%

13.6%

30.4%24.7%

0%5%

10%15%20%25%30%35%

Less than 1month

1 - 3 months 4 - 6 months 7 - 12 months Over 1 year

Figure 1

Most clients are in their prime working years.

85% of the clients in our sample were in the prime working years from age 25 - 44. Very few people in our sample were youth under 25 or older workers over 45 years of age. See Figure 2.

N = 352 clients

8

Age

4.5%

13.7%

28.2%

43.0%

9.1%

1.4%

0%

10%

20%

30%

40%

50%

Under 25 25 - 29 30 - 34 35 - 44 45 - 54 55 +

Figure 2

Almost even split of women and men are accessing JSW.

The gender mix of the sample showed a slightly higher percentage (54%) of males than females. See Figure 3.

Gender

Female46% Male

54%

Figure 3

JSW clients are highly educated.

Our JSW client sample was very highly educated with approximately 80% having completed some form of post-secondary education. Almost a quarter of our sample had completed a post-graduate degree. See Figure 4.

N = 351clients

N = 349 clients

9

Highest Level of Education Completed

2%6%

1% 2%9% 8%

47%

24%

0%5%

10%15%20%25%30%35%40%45%50%

Elemen

tary

Seco

ndary

Trad

e Sch

ool

Colle

ge (i

ncom

plete)

Colle

ge (d

ipl./c

ert.)

Univ.

(inc

omple

te)

Grad

uate

Degre

e

Post

Grad.

Degree

Figure 4

Most clients held professional positions in their country of origin. Consistent with our information on education levels, our sample showed a very high percentage of clients (78%) held jobs in what could be classified as professional occupations prior to coming to Canada. Another 10% held management/supervisory positions and 3% were in the skilled trades. See Figure 5.

Type of Work Prior to Coming to Canada

31%

47%

10%3% 4% 3%

9%2%

0%10%20%30%40%50%

Profe

ssion

al

Profe

ss. (

Tech

.)

Mgt./S

upv.

Skille

d Trade

s

Cleric

al

Facto

ry/Co

nst.

Other

Did no

t wor

k

Figure 5

Clients report their English skills to be beyond beginner.

Less than 5% of the clients reported that they were just beginning to learn English. The rest assessed their skill level as “ok, but with some difficulty”,

N = 352 clients

N = 305 clients

10

“quite well” or “fluent”, with a smaller percentage saying they were fluent, as compared to the other two categories. Those who assessed that they could function “quite well” or “fluently” indicated that their skills in reading and understanding conversation were better than their ability to write and speak. See Figure 6.

English Skills

0%

10%

20%

30%

40%

50%

Beginning to learn Ok but somedifficulty

Quite Well Fluently

Writing Speaking Reading Understanding Conversation

Figure 6

We analyzed the relationship between self-reported English skills and length of time in Canada. One might have expected a direct relationship: the longer a newcomer has been here, the higher the English skills reported. However, in our sample, those in Canada for less than 3 months tended to rate their skills higher than those in Canada between 4 - 6 months. Those in Canada for 7 or more months rated their skills marginally higher than those at 4 - 6 months. It would appear that when first arriving in Canada, clients think their English is quite good and by 4 months, having been out searching for work they realize that this perception may not have been realistic. But, after living in Canada for more than half a year, English skills begin to improve, and the ratings begin to climb. See Figure 7.

N = 342 clients

11

English Skills by Length of Time in Canada

1

2

3

4

Less than 1month

1-3 months 4-6 months 7-12 months More than 1year

Ave

rage

Sco

re

Writing Speaking

Reading Understanding Conversation

Figure 7

Facilitators agree with clients’ assessment of language skills.

The facilitators’ assessment of the English language skills of their clients is very similar to that of the clients themselves. With respect to their clients’ ability to write, speak and understand conversation, facilitators indicate a slightly higher percentage at “OK but with some difficulty” and slightly fewer at “quite well”. The reverse is true for reading skills where the facilitators show more at the “quite well” level and fewer at “OK but with some difficulty”. See Table 2. The facilitators also reported that 11% of their clients over the past year could not fully benefit from the workshop because of language barriers.

Facilitators’ Responses: English Skills of their Clients Beginning

to Learn Ok but with

some Difficulty Quite Well

Fluently

Writing 6% 21% 44% 30% Speaking 5% 28% 41% 27% Reading 5% 22% 38% 37% Understanding Conversation 3% 22% 43% 32%

Table 2

N = 342 clients

N = 33 facilitators

12

What brought clients to the JSW Workshop? As part of this review, we wanted to understand how and why clients sought out the JSW Program. We look first at how they found out about the program. Word of mouth brings clients to JSW.

The highest percentage (41%) of our sample found out about JSW from friends and family. About 24% heard about the workshop from the agency where they attended the program. 12% heard about JSW from Citizenship and Immigration Canada and 11% through marketing materials. Another 10% were told about JSW by counsellors at other service agencies and 7% found out through other means such as personal research and Human Resources Development Canada. Within the GTA, friends/family are the primary source; outside of the GTA, the sponsoring organization plays the largest role in informing clients about the JSW opportunity. See Figure 8.

Methods of Finding Out About JSW

0%

10%

20%

30%

40%

50%

Friends/Family Counsellor(here)

CIC Marketing Counsellor(other)

Total GTA Sites Sites Outside the GTA

Figure 8

Transportation tops the list of barriers to attending JSW. Half of our sample indicated they did not experience any barriers to participating in the JSW Program. The remaining 50% indicated they had experienced a variety of barriers including transportation (22%), English skills (13%), workshop scheduling (12%), and childcare (10%). There was 5% of our sample that indicated other types of barriers such as accommodation, not hearing about the workshop in time, and the fact that they were busy looking for work. The barriers experienced varied slightly

N = 346 clients

13

when we looked at the GTA sites versus other sites outside the GTA, as can be seen in Figure 9.

Barriers to Attending JSW

0%10%20%30%40%50%60%

None

Tran

spor

tation

Engli

sh Sk

ills

Wor

ksho

p Sch

eduli

ng

Child

care

Other

Total GTA Sites Sites Outside of the GTA

Figure 9

The workshop facilitators described a similar picture with their responses indicating that 42% of their clients experienced no barriers, childcare was a barrier for 13%, transportation for 11%, English for 13% and workshop schedules for 7%.

Lack of Canadian experience makes finding employment difficult.

In our entrance survey, we asked clients to indicate the employment barriers they had experienced prior to the workshop. We provided a checklist of 24 items. Most of our client sample indicated that they had experienced one or more barriers to employment. The most frequently cited barrier was a lack of Canadian experience; this was identified by 71% of clients in the entrance survey. Language/communication was indicated as a barrier by 41% of the sample. 37% cited a lack of job search skills and 35% identified a lack of information about jobs. About a quarter of the sample said the fact that their education was not recognized was an employment barrier. Other barriers such as childcare, racism, transportation, personal/family responsibilities and a lack of self-confidence were identified by a small percentage of the clients sampled. See Figure 10.

N = 344 clients

14

Most Frequently Mentioned Barriers to Employment

71%

41%

37%

35%

25%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Canadian Experience

Language/Communication

Job Search Skills

Info. about Avail. Jobs

Education not Recognized

Figure 10

Clients report multiple barriers.

About 70% of the sample clients reported that they had experienced more than 1 employment barrier and 25% said they had experienced more than 3 barriers. It is clear that a significant percentage of our sample is facing multiple barriers when it comes to finding employment in Canada. See Figure 11.

Number of Employment Barriers

13.8%12.7%

20.3%23.9%

24.5%

4.8%

0%

5%

10%

15%

20%

25%

30%

0 1 2 3 4 5+

Number of Barriers

Figure 11

We saw a slight variance in the number of barriers experienced in relation to the time resident in Canada. See Figure 12. The average number of

N = 338 clients

N = 338 clients

15

barriers was lowest amongst those who had been in Canada for less than 3 months and climbed slightly when we looked at those who had been here for 4 - 6 months and began to decline slightly amongst those who had been in Canada for 7 months or more. This very slight variance may be due to the fact that initially newcomers are dealing with other settlement issues and perhaps it is at 4 months that job search begins in earnest at which time the barriers would become more apparent. At 7 months it is possible that some of the difficulties may begin to be addressed and may no longer be barriers. The pattern shown below was more pronounced for females than males.

Average Number of Employment Barriers by Time in Canada

2.3 2.53.1

2.8 2.9

0

1

2

3

4

Less than 1month

1-3 months 4-6 months 7-12 months More than 1year

Figure 12

In the follow-up interviews with a sampling of the clients conducted 4 – 6 weeks after the workshop, we asked clients an open-ended question about the barriers they had experienced since leaving the JSW workshop. 23% indicated they were still experiencing difficulties in their job search due to a lack of Canadian experience and 40% were having difficulty due to their English language skills.

Most clients want help with resume preparation and interview skills.

In the entrance survey we asked clients to indicate from a list of 24 items the areas in which they would like help during the JSW workshop. The most frequently identified topics were: • Resumes (73%) • Interview Preparation (61%) • Interview Q & A (59%)

N = 338 clients

16

• How to look for work (58%) • Where to look for work (57%).

The following table shows the type of help required by clients in the professional and non-professional categories. There are some significant areas of difference between the two. Professionals and non-professionals identified the same top five areas of need, and both groups had roughly the same proportion indicating an interest in each topic. However there are about a dozen topics where significantly more non-professionals than professionals have indicated a need. These areas of difference have been highlighted in Table 3 below.

Client Responses: Areas of Help Needed Area of Help Needed Professionals Non-

Professionals Total Sample

Resumes 74% 71% 73% Preparing for interviews 59% 66% 61% Interview questions 58% 61% 59% How to look for work 57% 59% 58% Where to look for work 57% 57% 57% Information interviews 51% 55% 52% Contacting employers 49% 58% 52% Participating in interviews 52% 49% 51% Interview follow-up 47% 51% 48% Understanding obstacles 43% 47% 44% Evaluating job offers 37% 51% 41% Identifying job target 35% 51% 40% Understanding Canadian culture 37% 47% 40% Networking 37% 41% 38% References 35% 42% 37% Labour market 29% 42% 33% Self assessment 28% 41% 32% Keeping a job 26% 41% 31% Worker's Rights/Human Rights 21% 47% 29% Self-introductory statement 20% 36% 25% Understanding the workplace 17% 39% 24% Application forms 14% 36% 21% Correspondence 16% 28% 20% Education/employment documents 21% 16% 19% Number Responding to the Question 182 83 265

Table 3

17

What was said about JSW? Clients believe that being with others from a similar education/work background enhances the JSW experience; facilitators and coordinators have mixed views.

The majority (54%) of our client sample felt that it was “very important” to be with others with a similar education/work background. Another 23% felt it was “extremely important”. Only 6% said that it was “not at all important”. The facilitators’ perspective on this issue differs from the clients in that the majority felt it was “not important” (26%) or “somewhat important” (35%). 26% felt it was “very important” and only 12% felt it was “extremely important”. The program coordinators’ views are between the clients and the facilitators with 41% of coordinators thinking it is “very important” and 11% saying it is “extremely important”. See Figure 13. In terms of program delivery, 41% of coordinators indicated that their agency has provided specialized workshops for individuals with specific educational/experience backgrounds (e.g. physicians, engineers, IT professionals).

Importance of Being with Others with a Similar Education/Work Experience

0%10%20%30%40%50%60%

Not Important SomewhatImportant

Very Important ExtremelyImportant

Clients Facilitators Coordinators

Figure 13

N = 319 clients, 24 coordinators, 35 facilitators

18

Those coordinators who felt it was “extremely important” or “very important” provided the following explanations:

• Provides networking opportunities; guest speakers can be targetted • Homogeneous groups work better; there is more interaction

between participants • Easier for facilitator if group is more homogeneous • Much easier when the group is at the same level, looking for similar

jobs. The coordinators who thought is was “somewhat important” explained that:

• People feel a connection with those who have similar experiences, but this should not be a limiting criterion

• Some diverse groups can work very well; important but not a critical factor in designing groups

• JSW teaches very basic job search skills, so a mixed group is OK • We often get a wide variety of cultures, so a similar educational

background may not give you a homogenous group • May provide some comfort for the clients.

The coordinators who indicated it was “not important” explained that:

• The level of English skills is much more important • The tools are generic • They deal with individual needs on a one-on-one basis.

Being with other newcomers is an important aspect of JSW.

Similarly, when asked if it was important to attend the workshop with other newcomers, 49% of clients said “very important” and 20% said “extremely important”. Again only 6% said it was “not at all important”. In this instance the facilitators' responses were similar to the clients in that 48% said it was “very important” and 31% said “extremely important”. The responses from the program coordinators are quite similar to the clients and the facilitators with 39% saying it is “very important” and 21% indicating “extremely important”. See Figure 14.

19

Importance of Being with Other Newcomers

0%10%20%30%40%50%60%

Not Important SomewhatImportant

Very Important ExtremelyImportant

Clients Facilitators Coordinators

Figure 14

Most clients say the duration of the workshop is just right.

On the exit survey, the clients were asked about the duration of the workshop. The vast majority (81%) felt the length of the workshop was “just right”. A small percentage (16%) felt there was “not enough time” and only 2% felt it was “too long”. The responses to this question varied slightly between professionals and non-professionals with a slightly higher percentage of professionals indicating that there was “not enough time”. See Figure 15.

Total Time Spent in Workshop

0%

20%

40%

60%

80%

100%

Not Enough Time Too Long Just Right

Total Professionals Non-Professionals

Figure 15

N = 321 clients, 25 coordinators, 35 facilitators

N = 256 clients

20

In the follow-up interviews with clients we asked clients to reflect on their experiences in the JSW workshop. 16% said the workshop was too short and a further 18% said more time was needed on specific topics. When asked how they felt about the duration of the workshop, the facilitators’ responses were generally split between “not enough time” and “just right” for the day and evening models. In the case of the Saturday model, 71% felt it was “just right” and 14% felt it was “not long enough” and 14% felt it was “too long”. Those facilitators who thought the length of the workshop was too short or too long were asked what the ideal duration would be. On average the facilitators thought the day workshop should be 26 hours, evening 20 hours and Saturday 24 hours. The suggested number of hours as specified in the JSW manual are Day - 21 hours, Evening - 16 hours, and Saturday - 24 hours. In sum, facilitators felt that the day and evening models should be 4 or 5 hours longer, and that the current duration for the Saturday model is sufficient. The following table provides further clarification of this information by illustrating the actual and ideal maximum, minimum, average and most frequent length of the JSW workshops as identified by the facilitators.

Facilitators’ Responses: Duration of JSW Workshop Actual Delivery Times Ideal Delivery Times Models

⇓ Min. Time

Max. Time

Ave. Time

Most Frequent Response

N of Responses

Min. Time

Max. Time

Ave. Time

Most Frequent Response

N of Responses

Day 17.5 24 21 21 24 16 35 26 35 13 Evening 4.5 21 15.5 16 13 16 24 20.1 20 7 Saturday 16 24 23 24 8 20 28 24 24 4

Table 4

Clients say the workshop moves at a good pace.

When asked on the exit survey about the pace of the workshop, 93% of clients said the pace was “just right”. A small percentage of our sample (6%) thought the pace was “too fast”.

21

Pace of Workshop

0%20%40%60%80%

100%120%

Too Slow Too Fast Just Right

Total Professionals Non-Professionals

Figure 16

Clients say the JSW models (Day, Evening, Saturday) are effective.

There was overwhelming support from the clients on the exit survey for the effectiveness of all three models. On a 3-point scale (effective, somewhat effective, not effective), 95% of clients felt the evening model was “effective”, 86% of clients felt the Saturday was “effective”, and 84% found the day workshop “effective”. Some indicated that they had attended some other format, usually a four-day model, and 84% rated it effective. See Figure 17.

Effectiveness of Workshop Models

0%

20%

40%

60%

80%

100%

Saturday Evening Day Other

Yes No Somewhat

Figure 17

N = 255 clients

N = 300 clients

22

The workshop topics are useful, but there is room for improvement.

Generally, the clients felt the topics presented in the workshop were useful to them. If we look specifically at the six topics that were most frequently identified in the entrance survey as areas in which the clients required help, we find that a large percentage rated the information received on those topics as “extremely useful”. However, there was a significant percentage that rated the information as “somewhat useful” suggesting that some improvements would be desirable.

Client Responses: Usefulness of Information Received

Type of Information Not Useful Somewhat Useful

Extremely Useful

Resumes 0.3% 22% 77% Interview preparation 0.6% 19% 80% Interview Q & A 2% 19% 78% How to look for work 3% 32% 65% Where to look for work 3% 37% 60% Ways to contact employers 2% 27% 71%

Table 5

When asked in the exit survey, in an open-ended question, to identify the most useful topics, many clients indicated resumes and interviews. They also felt that these were areas where more time was needed. In particular, clients are interested in more opportunities to practice interviews and work on their resumes. A number of clients identified labour market information as being the least useful topic. Both professionals and non-professionals wanted additional support with resume writing. Professionals also wanted stronger links to employers through co-op, placements and job postings. Non-professionals identified an interest in more access to counsellors and facilitators.

JSW clients view the handouts as helpful tools.

Our sample of clients gave a very high approval rating on a 3-point scale to the usefulness of the handouts, with 95% indicating they were “useful” and 5% saying they were “somewhat useful”. See Figure 18. We also

N = 310 clients

23

asked about the clarity, organization and completeness of the handouts, and clients gave a similar strong endorsement in all three areas. The one area that received a slightly lower endorsement was in the format of the materials: 12% indicated the handouts were not bound and 17% indicated they were partly bound.

Usefulness of Handouts

5%0%

95%

0%

20%

40%

60%

80%

100%

Yes No Somewhat

Figure 18

Clients receive more than a workshop at the delivery sites.

The clients were asked if there were additional resources available to them (outside of the workshop) at the site where the workshop was delivered. 73% said they had access to computers, 49% indicated newspapers were available, 42% identified the availability of job postings and 18% said other resources were available such as books, photocopiers, Internet access, telephones and fax machines. See Figure 19.

N = 316 clients

24

Other Resources At Delivery Site

18%

42%49%

73%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Computers Newspapers Job Postings Other

% S

ayin

g "Y

es"

Figure 19

Clients endorse the JSW workshop. In this general question on the exit survey about the overall usefulness of the JSW workshop, we again received quite a strong endorsement with 57% indicating the workshop was “very useful” and 37% saying it was “extremely useful”. See Figure 20.

Overall Usefulness of the Workshop

37%

57%

6%

0%

0%

10%

20%

30%

40%

50%

60%

Not Useful Somewhat Useful Very Useful Extremely Useful

Figure 20

Facilitators identify numerous benefits from the workshop. We asked the facilitators about the benefits arising from the workshop beyond its content. They indicated the following additional benefits:

N = 285 clients

N = 328 clients

25

• Improved self-confidence; • Opportunities to make acquaintances; • Opportunities to practice conversational English/French; • Reduced cultural isolation; • Increased self-esteem; • Development of support networks; • Increased motivation; • Restored dignity; • Opportunities to share ideas with others in a similar situation; • Sense of belonging; and • Community information.

Coordinators concerned that JSW is not enough.

The program coordinators were asked if the JSW program was sufficient to enable newcomers to go on and benefit from other employment programs and services that are available to the general public. 54% responded "no". The following explanations were provided by the coordinators:

• The evening, weekend models provide more time for clients to

internalize materials; the day program is too short. • Many clients need more one-on-one counselling. • Need an intermediate step between JSW and the labour market.

Clients need more job counselling. Job placement, job finding clubs would help.

• Most other employment services are not designed to meet the needs of newcomers.

• Newcomers are ineligible for a lot of other programs. • Many graduates not ready to go with mainstream programs. • The 3-day program is jammed with content; that's why individual

follow-up is required. • Need more time to deal with resumes and interviews. • Workshop needs to be longer. • Many participants need one-on-one counselling and career

planning.

“Many clients still need a lot more hands-on assistance and are not ready for mainstream services after JSW.“ Coordinator

26

• Maybe 30% can move on; rest need further supports. • Mainstream services are not yet adequate to deal with needs of

newcomers. • Need more ongoing support and a job development component.

Short-term follow-up employment rate was 34%.

After about one month, we did a follow-up with about a third of those who completed the original client surveys. We found that about 34% of them were employed; however, only 40% of those clients reported that the job was a good match for them. We note that the employment rate is lower than that reported by aggregate data compiled by the Administrator for all sites in Ontario.

Nevertheless, clients unanimously endorse JSW. On the exit survey, we asked clients whether they would recommend the JSW Program to their friends and family. 99% said “yes”. We repeated the question in the follow-up interviews when clients had more time to reflect on their experiences. Once again the response was almost unanimous.

How Does JSW Operate? Waits to enter JSW are reasonable.

Our client sample experienced minimal waits to begin the JSW workshop. About 30% had no wait at all and the majority (52%) had less than a 3-week wait. Only a small percentage had to wait more than 1 month. See Figure 21. The wait to attend the Saturday model appears to be slightly longer than for the other models.

Length of Wait to Get Into a JSW Workshop

4%

14%

33%

19%

29%

0%5%

10%15%20%25%30%35%

No wait Less than 1 week 1-2 weeks 3-4 weeks More than 1month

Figure 21

N = 345 clients

27

Overall JSW has not reached capacity, but there are some sites where demand exceeds capacity.

The program coordinators were asked about their capacity to meet the demand for JSW workshops. Table 6 below illustrates the service providers' ability to respond to the need for JSW. About two-thirds of the coordinators who deliver day and evening models indicated they have a good balance between need and seats; only 50% said this was the case for Saturday sessions. A significant percentage of JSW sites are having difficulty meeting the demand, most particularly for the weekday and Saturday models. On the other hand, there is an equally significant percentage of agencies delivering evening and Saturday models who are having trouble filling the seats. In the Operational Review conducted in 19992, the reasons given for an inability to meet target numbers were:

• Many employment related programs competing with JSW; and • Competition within agencies for the same clients.

Coordinators’ Responses: Capacity to Meet Demand for JSW

Models

Day Evening Saturday

Can't meet demand 33% 13% 25%

Having trouble filling seats 5% 20% 25% Good balance between numbers seeking the workshop and the seats available 62% 67% 50%

Number of coordinators 21 15 4

Table 6

Class sizes are below and above the ideal size.

Facilitators were asked about class size. Specifically, we wanted to know what the average class size was, the largest class and the smallest class size they had experienced, and the ideal class size in their view. What we learned is that the current average class size is very close to what the facilitators feel the ideal class size should be for the day and evening

2 Job Search Workshop Pilot Operational Review of the Administration By COSTI/OCASI, Kappel Ramji Consulting Group, January 1999

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model. For the Saturday model the average class size exceeds the ideal class size. It also appears that the Saturday classes tend to be slightly larger than the other two models.

Facilitators’ Responses: Class Size Model N of

Facilitators Largest

Class Size Smallest

Class Size Average

Class Size Ideal Class

Size Day 26 16.9 5.4 9.5 10.9 Evening 13 14.9 6.9 10.6 10.2 Saturday 8 18.7 8.7 12.1 10.8

Table 7

Completion rates vary by JSW model.

Facilitators report significant differences in the completion rate for each of the models. On average, 82% complete the day model workshops, 56% complete the Saturday model and 49% complete the evening model. See Figure 22.

82%

56% 49%

0%

20%

40%

60%

80%

100%

Day Saturday Evening

Completion Rates

Figure 22

We asked facilitators to consider a number of possible reasons why clients might not complete a workshop, and to indicate whether that reason applied to a few, many or most non-completers. Taking into account the number of facilitators who responded to each possible reason and the weighting (few, many, most), we conclude that three issues predominate:

N = 36 facilitators

29

family responsibilities, found a job, and don’t feel they need that portion of the workshop. See Table 8 below.

Facilitators’ Responses: Reasons for not completing the workshop Volume of Clients

Reasons N of Facilitators

Few Many Most

Family responsibilities 29 76% 17% 7% Found a job 27 78% 11% 11% Don’t feel they need that portion of the workshop 14 79% 21% 0% Switched to a different model 7 100% 0% 0% Switched to another agency 7 86% 14% 0% Uncomfortable with certain activities 5 80% 20% 0% Disappeared – unknown reason 20 90% 10% 0% Other 17 59% 29% 12%

Table 8

Facilitators use the JSW manual, but customize the content.

The facilitators were asked a series of questions about the JSW Manual and the information obtained from these questions is set out below. The first question asked how complete the manual is from the facilitators’ perspective. 71% felt it was “complete” and 29% said it was “somewhat complete”. Those who felt the manual was “not complete” were asked what additional content should be added to the manual. Their responses suggested more information is required on:

• Services and resources relevant to JSW client needs; • Specific issues faced by live-in caregivers, nannies and domestic

workers; • How to work with groups; • Networking; • Additional exercises, examples, and handouts; • Career development and specific occupations that reflect

immigration trends (e.g. engineers, teachers, economists, physicians and healthcare workers);

30

• How to develop resumes online; • How to address the needs of clients who are at a lower level and

need help with life skills, motivation and job search; • Motivational activities; • Information on specific occupations; and • How to do labour market research and resume development online.

The next question looked at the percentage of the manual content the facilitators used on a regular basis. 59% of the facilitators indicated they used 76 - 100% of the content on a regular basis; 26% indicated they use 51 - 75%; 12% indicated 26 - 50% and 3% said they use 0 - 25% of the content on a regular basis. We estimate that the typical facilitator uses about 70% of the manual on a regular basis. See Figure 23.

3%12%

26%

59%

0%

10%

20%

30%

40%

50%

60%

0 - 25% 26 - 50% 51 - 75% 76 - 100%

Percentage of Manual Used

Figure 23

The third question on the JSW manual asked the facilitators to rate the overall usefulness of the manual. 23% found it to be “extremely useful”, 59% said “very useful” and 18% said “somewhat useful”. See Figure 24.

N = 35 facilitators

31

Usefulness of JSW Manual

23%

59%

18%

0%0%

10%20%30%40%50%60%70%

Not Useful SomewhatUseful

Very Useful ExtremelyUseful

Figure 24

We conclude that the facilitators feel the manual provides a good basis on which the facilitator can build. It provides consistent core content. There were some negative comments about the sensitivity of the information to newcomer barriers such as discrimination. There were also mixed comments on the usefulness of the exercises and activities. Some felt they are generally not useful because they take too long and are in some cases not culturally sensitive. Others liked and used the activities and suggested better organization of the activity sheets with the relevant overheads and activities placed after each chapter for easy access. The final question about the manual asked the facilitators to rate the value of a generic Ontario-wide manual. There was not a strong endorsement of a generic manual with 50% saying it is “somewhat valuable”, 37% “very valuable” and 13% “extremely valuable”. We surmise that the lack of a ringing endorsement for a generic Ontario-wide manual arises from the facilitators’ desire to create local materials. The facilitators indicated that they customize the workshop content with local information in the following areas:

• Labour market information; • Where to look for work; • Employer contacts; • Education and training providers;

“The manual provides excellent guidelines and allows flexibility to the facilitator within the stipulated framework of the JSW workshop." Facilitator

N = 35 facilitators

32

• Local service providers; • Obstacles to employment; • Accreditation/assessment centers; • ESL training; • Networking opportunities; • Internet websites; • Resume design; and • Job search leads.

The majority of clients and facilitators feel JSW facilities are of high quality.

Because the environment in which a workshop is provided can sometimes have a bearing on the effectiveness of the training, we asked the clients and facilitators to rate the importance of the quality of the facilities in which the workshops are held. The responses were very similar in that 94% of the facilitators said it was “very” or “extremely important” compared to 81% of the clients. See Figure 25. The facilitators were also asked to rate their facilities and almost 80% said they were “extremely good” or “very good” quality.

Importance of Quality of Facilities

0%6%

43%

17%

51%

25%

56%

2%0%

10%20%30%40%50%60%

Not Important SomewhatImportant

VeryImportant

ExtremelyImportant

Facilitators Clients

Figure 25

Clients were asked for suggestions regarding improvements to the space. Very few suggested anything about the physical premises. Some

N = 319 clients, 35 facilitators

33

suggested that coffee or tea be provided. Others wanted more equipment such as computers, Internet access, and photocopiers.

How does JSW assist clients in linking to other services? In our interviews with stakeholders, it became clear that the consensus of opinion is that the JSW workshop is not a stand-alone initiative. Its success is dependent on other settlement and employment programs and services delivered at the same site and elsewhere. For this reason, the linkages between JSW and other services needed to be explored in this review. With this in mind, we asked the facilitators and coordinators a couple of questions about linkages. Both the facilitators and the coordinators indicated that other services required by newcomers seeking employment are available either as part of JSW, through their agency or outside their agency. The facilitators indicated that they typically facilitate the referral of clients to other services outside of their agency by providing the client with the names of the agency/institution including addresses, telephone, e-mail, and contact names if available. In some cases, the facilitators indicated they call or send a referral letter to the agency on behalf of the client. They also provide the clients with brochures or other promotional material about the agency and its services. In a few instances, the facilitator indicated they follow up with the client or with the agency the client was referred to. Some facilitators pointed out that they maintain regular contact with the other agencies to keep current on their services so as to be able to provide up-to-date information to the clients. A very small number indicated that they physically escort the client if the services are co-located.

What support is required for JSW Facilitators? The facilitators are key to a successful workshop.

The reviewers strongly believe the facilitators are a key component of the JSW Program. This view is supported by the funder and by the other members of the Advisory Committee. Given this importance, we devoted several questions to the exploration of the workshop facilitation and developing a profile of the facilitators and their role in JSW. We begin by looking at what the clients said about the facilitation of the workshop.

"I love my work. I could never experience a more rewarding and gratifying group of individuals to work with. JSW is refreshing and joyful to be a part of." Facilitator

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Clients give facilitators top marks in their utilization of facilitation techniques.

The clients were asked to describe certain attributes the facilitator may have demonstrated during the workshop. We believe these generic attributes are associated with effective facilitation. The responses indicate that the facilitators are, for the most part, demonstrating these characteristics of strong facilitation, as can be seen in the following table.

Client Exit Survey Responses: Attributes Demonstrated by the Facilitator Frequency of Demonstration by

Facilitator Attributes Seldom Frequently Always

Shows enthusiasm and energy 2% 17% 81%

Shows concern that participants learn 1% 18% 81%

Encourages participation 1% 16% 82%

Stays “on-track” 3% 21% 76%

Helps group stay “on-track” 3% 25% 71%

Explains concepts clearly and understandably 1% 16% 83%

Answers participants questions clearly 2% 15% 83%

Uses examples effectively 2% 19% 79% Uses demonstrations, role plays, or other learning methods effectively 6% 25% 69%

Table 9

With respect to individual assistance during the workshop, 77% of the clients indicated “yes”, they did receive individual help, 19% said somewhat and 3% said “no”, they did not receive individual assistance.

Facilitators bring clients "up to speed" if they miss portions of the workshop.

The facilitators indicated that, on average, 10% of workshop participants join the workshop after day one. A few facilitators indicated they do not allow clients to join the workshop after the first day. Those who do allow late enrollers mentioned the following techniques they use to help the client access the material missed:

N = 321 clients

35

• Provide the client with the day-one handouts; • Make time outside the workshop to go over the key points of day

one and answer any questions the client may have about the missed session;

• Encourage the client to talk to the other participants about what was covered; and

• Ask the client to attend the first day of a subsequent workshop.

We understood at the beginning of this review that facilitators assist the clients in ways that go beyond facilitating the workshop. To further define the role of the facilitator, we asked them to indicate the various components of their work in a typical week. What we found out is that on average facilitators are actually spending about one half of their time facilitating the JSW workshop. The remainder of time is spent providing support to clients as well as other administrative duties.

Facilitators attempt to meet individual client needs.

The facilitators use a variety of techniques to respond to individual needs of the clients during the workshop including:

• Encourage participants to ask questions; • Respond to individual questions if they are about issues common to

the group. If the question is unique to the individual, the facilitators tend to deal with these outside the workshop;

• Familiarize themselves with the career goals of each client and address these in the context of the workshop;

• Conduct exercises in small groups which allows opportunities to address individual needs;

• Role playing and working on individual resumes; • Setting up a "parking lot" for individual issues and addressing them

during breaks, lunch and after the workshop; and • Creating a comfortable atmosphere and encouraging clients to

discuss issues openly.

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Facilitators come to JSW with a strong background in immigrant services and facilitation.

What is the background of the facilitators that helped to prepare them for their role in JSW? We begin by looking at the number of months the facilitators have been facilitating workshops prior to working with JSW. The average length of time as a facilitator prior to working with JSW was 29 months. On average, the facilitators have been working with JSW for 18 months. The facilitators have been working in immigrant services for an average of 5 years and have had, on average, 6 days of JSW facilitator training.

Facilitators require a broad range of skills.

We asked the facilitators about the skill sets of a JSW facilitator, specifically asking them to rate the importance of certain skills and to indicate whether they need more training in each skill area. Table 10 illustrates the importance of each skill and whether the facilitator feels he/she needs more training in that area. Four areas stand out for additional training:

1. Principles of adult education 2. Employment counseling 3. Development of learning materials 4. Knowledge of employment barriers

Other areas include:

• Labour market information • Knowledge of cultural/ethnic groups • Motivation techniques

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Facilitators’ Responses:

Importance of Facilitator Skills and Need for More Training

Skills Importance

(average rating on 5-point scale)

Need More Training

(Yes) Successful Job Search Strategies 4.7 41% Presentation Skills 4.6 33% Knowledge of Issues Facing Immigrants 4.6 41% Listening Skills 4.6 12% Knowledge of Local Programs & Services 4.6 46% Knowledge of Employment Barriers 4.5 50% Labour Market Information 4.5 48% Compassion/Empathy 4.5 16% Motivation Techniques 4.4 46% Managing Groups 4.3 32% Employment Counselling 4.3 59% Time Management 4.3 31% Knowledge of Cultural/Ethnic Groups 4.3 48% Development of Learning Materials 4.2 53% English/French Language Skills 4.2 12% Curriculum Design 4.1 39% Principles of Adult Education 4.1 69% Workshop Evaluation 4.1 15% Personal Counselling 3.7 39% Conflict Resolution 3.7 30%

Table 10

We also asked facilitators to identify areas in which they require more information. The most frequent responses to this open-ended question were:

• Labour market information • Motivation techniques • Latest immigration policies • Successful job search strategies

N = 35 facilitators

38

• Issues facing immigrants • Development of learning materials • Sector specific information • Job maintenance • Principles of adult education • Job lead sources • Contact information for professional associations • Understanding Canadian culture • Evaluation of documents • Labour laws.

The program coordinators were asked to indicate if their facilitators required additional training. 69% of the coordinators felt their facilitators could benefit from additional training.

The facilitators were also asked which training method would be best for them. Figure 26 shows their responses. The majority (77%) identified classroom training as the best method.

Preferred Training Delivery Methods

77%

40%31% 29%

14%

0%

20%

40%

60%

80%

100%

Classroom Networking WrittenMaterial

Internet-based

Computer-based

Figure 26

Networking provides needed support to facilitators.

Networking with colleagues is one method of providing informal training and creating consistency across the JSW system. For this reason we

N = 27 facilitators

39

explored the notion of networking with the facilitators and the program coordinators. When asked how important networking opportunities were, 66% of facilitators indicated it was “very important” and 14% said “extremely important”. 6% of the facilitators thought that monthly is an ideal frequency for networking opportunities, 41% thought quarterly, 38% semi-annually and 15% annually. 48% of the program coordinators indicated networking opportunities for facilitators were currently sufficient. The following existing opportunities for networking were identified by the facilitators:

• Employment service providers meetings • Job fairs • Conferences • COSTI training • Facilitator's group • Community meetings • Social service community meetings • Agency events • E-mail • JSW contact list.

With respect to suggestions on how to improve networking opportunities, the facilitators offered the following:

• Regular JSW Facilitator meetings • Refresher workshops • Quarterly meetings with agendas sent out in advance • Information sharing meetings • Potluck lunches • Circulate lists with names, phone numbers and e-mail addresses

that are updated on a regular basis • Internet chat room • Facilitators take turns hosting meetings • Regional networking meetings • Meeting with all agencies that serve immigrants.

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Although the facilitators appreciate opportunities to network with their colleagues, some of the respondents did identify barriers to their participation in such events. These barriers can be summed up as time, cost and distance. Time constraints refer to workshop schedules and the heavy workload of facilitators. Cost refers to the limited resources for the JSW program and distance addresses the issue of travel to central locations for meetings.

What are the challenges associated with delivering JSW? Service providers are faced with structural and policy challenges as well as the challenges of serving clients.

We asked the facilitators about the challenges facing frontline deliverers of JSW. The comments ranged from issues related to the administration of JSW to the clients' needs. They specifically identified limited financial and human resources. They also wrote about the challenges they face in trying to overcome the frustration the clients are feeling. Barriers faced by their clients also present challenges to the facilitators (e.g. transportation, childcare, literacy and language levels). The following is a list of some of the challenges the facilitators identified:

Structural: • Ability to do systematic follow up and tracking. • Lack of resources for clients to do research (e.g. computers). • Access to training and development for facilitators. • Low salary and benefits. • More funds for computer software applications. • Lack of public transportation. • Marketing for JSW. • Coping with various aspects of JSW facilitation, counselling, one-on-

one assistance, administrative work, outreach and research. • Limited administrative support for facilitators. • Balancing workshop content and counselling. • Limited funding resulting in limited resources available to clients. • Lack of a job development component. • Losing half the attendance because evening workshop takes two

weeks to complete.

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• Meeting target numbers. • Addressing individual needs in the limited time available.

Clients: • Motivating the clients. • Need to constantly reinforce to ensure instructions are understood by

the clients. • Dealing with the frustration of clients. • Literacy issues faced by clients. • Clarifying the importance of JSW to newcomers. • Adapting to the clients' realities (family separation, money issues, legal

issues, housing etc.). JSW is not accessible by all groups looking for this type of help.

The program coordinators responded to questions about client groups that they must turn away from the JSW Program due to eligibility criteria. 81% of the coordinators indicated that they had inquiries from refugees and 74% stated they had received inquiries from individuals who had become Canadian citizens but still had settlement issues. In a few cases, coordinators acknowledged that they served some clients in these categories, but did not include them in the official numbers.

Coordinators report insufficient funding for JSW

Although this review is focused on program delivery rather than operational issues, we did ask about administrative challenges including funding. 86% of the program coordinators indicated the resources allocated by the JSW funding model were insufficient to support the kind of program delivery and reporting required by the funder.

Even good programs can be improved.

The facilitators and coordinators offered many suggestions for enhancements to the JSW Program. Their ideas are summed up in the following themes. For the complete list of suggestions, refer to Appendix A.

1. Work experience component (e.g. co-op, job placement, job development, volunteer placements)

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2. Resources to assist facilitators (e.g. local research, training, visual aids, more than one facilitator per site, funds for books and computer updates)

3. Client support beyond the workshop (e.g. mentoring, support groups, access to Internet, field trips)

4. Other supports for clients while attending the workshop (e.g. transportation, childcare)

5. Longer workshop (e.g. 4 days, 5 days)

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OBSERVATIONS, CONCLUSIONS AND RECOMMENDATIONS

The clients in our sample, the facilitators and the coordinators have given a strong endorsement of the JSW Program. As consultants, we have never seen such a high percentage of clients (99%) who would recommend a program to their friends and family. Our observation is that the program is needed and is providing a useful service to its clients. Having sat in briefly on a few classes, we could see the power of the workshop and the enthusiasm of the participants. As reviewers, we conclude that the JSW Program is an effective program meeting a critical need for newcomers to Canada. However, we would like to recommend some program enhancements that we feel will make JSW that much more effective and provide a clearer appreciation of the outcomes that can be achieved through the workshop in combination with other services. Let us begin our observations, conclusions and recommendations by going back to the philosophical question raised in our preamble at the front of this report. 1. JSW Outcomes There is a well-known phrase in the management literature: “you tend to get what you measure”. In the case of JSW, if the primary emphasis is on securing employment and this is the only follow-up measurement taken, it would be no surprise that great efforts would be attached to that objective, and that a lower priority (if any) would be attached to creating long-term best matches in the labour market. In our follow-up interviews with participants, we found that less than 40% of those who did find a job said that the job was a good match for them. There are many factors that influence an individual’s life chances, and we are loathe to argue that the first job in Canada is the sole determining factor in a individual’s career path. However, there are great risks, in our view, of people getting locked into a position that they will find difficult to break out of, leading to a lifelong challenge of “catch up”. Some of the literature we have reviewed and a number of people we have interviewed agreed with this premise, citing slow language acquisition and eroding skills as evidence.

“Overall we do a great job, we render a great service and the success of our clients gives us great satisfaction.” Facilitator

"It is increasingly difficult to elicit confidence in a program that statistically fails to recognize the benefit of long term occupational pursuit as opposed to so called survival jobs." Facilitator

44

We believe that the program may be doing a disservice to some clients by measuring how many find employment and by emphasizing the single goal of employment in the workshop. We believe that a broader set of outcomes should be used to demonstrate success, and that JSW needs to be seen to be but one in a series of interventions that will move newcomers closer to maximizing their potential. Indeed, the design of some of our pilot projects, as described in the next section, explicitly address this matter. Recommendation #1:

We recommend that the JSW Program adopt a set of desired outcomes that speak more broadly to the maximization of the clients’ human capital and their contribution economically, socially and culturally to life in Canada. These outcomes need to be clear and evident in the workshop content, in the tracking of clients following the workshop, and in the measuring of success of JSW.

2. JSW as Part of a Continuum of Services In line with the broader definition of outcomes as discussed above, we observe that the JSW is a short intervention that covers a great deal of information. It is not realistic to expect that the workshop can do more than provide introductory level information that is somewhat generic. This level of information may be sufficient for many JSW clients. We have concluded that, as a broad introductory intervention, JSW is an excellent first step for newcomers seeking employment in Canada. However, as indicated in the facilitators’ and coordinators’ surveys, many clients do require further support to maximize their job search. For this reason, it is important the JSW Program facilitate linkages to other programs and services. The facilitators and coordinators have indicated that they do, in many cases, provide one-on-one support and/or provide clients with information about other services. We would like to see this aspect of JSW strengthened to ensure the investment made in the JSW workshop is maximized. One of our pilot proposals responds to this issue (see next section). Recommendation #2:

We recommend that the facilitators conduct a post-workshop assessment of each client to identify additional needs the client may have related to

45

their job search. This will help the clients who often are not aware of the kinds of programs and services that may be available to them.

Recommendation #3:

Once a client’s additional needs have been identified through the post-assessment, the facilitator will assist the client in moving to the next service. In our survey, facilitators indicated ways in which they informally facilitate these linkages; we recommend that this become an integral component of the facilitator’s function.

Recommendation #4:

To support these linkages further, we recommend that referrals be tracked to ensure clients get to the next service and to enable program deliverers to measure referrals as a success indicator for JSW.

3. Post-Workshop Supports The clients, facilitators and coordinators have provided a variety of suggestions with respect to post-workshop enhancements to the JSW Program. We have combined these with our own observations to develop some additional supports that we think should be part of the JSW Program. Each of the following would be a voluntary component of the program, available to those who had participated in the workshop. Recommendation #5:

We were told that one of the benefits of the JSW workshop is the contacts clients make in the course of the workshop. Being with others in a similar situation helps clients with feelings of isolation, improves their language skills through practice and offers an opportunity to learn from each other’s experiences. For this reason, we recommend the establishment of networking sessions or support groups that continue for a period beyond the workshop.

Recommendation #6:

We recommend that agencies consider establishing mentoring relationships for JSW graduates to provide additional support as participants proceed in their job search efforts.

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Recommendation #7: This is the age of technology. We feel that the JSW Program could benefit from a technological support solution and are recommending that consideration be given to establishing online coaching. An e-mail forum could be created for all graduates of JSW. This forum would enable clients to ask questions of facilitators and the questions and responses could be automatically shared via e-mail with all graduates of JSW. Because technology knows no geographic boundaries, it would be possible for the coaching or answers to be provided centrally or by individual facilitators on a rotating basis.

Recommendation #8:

The very clear message from clients was the need for additional practical, hands-on work on resumes and interviewing skills. Given the short duration of the JSW workshop, it is not feasible to do much more than present the “theory” behind resumes and interviews. We recommend that consideration be given to a voluntary fourth day devoted to resume and interview skills. The format of this day would be that of a clinic where the individuals would have an opportunity to work on their resumes and practice interviewing. This is one of our pilot proposals and will be discussed further in the next section.

Recommendation #9: Typically, when people are asked about a course or workshop immediately after the session, their responses are quite positive. It is not until participants have some distance from the workshop that they begin to see additional topics, content and support that might have been helpful. We started to see some signs of this in our follow-up interviews with the clients many of whom said they would like more assistance, even though they had initially indicated the workshop was “just right” in its duration. We recommend that a refresher workshop be offered for any participants who require the service a month or more after they complete the JSW workshop. This is another of our pilot ideas and will be discussed further in the next section.

47

4. JSW as a Provincial Model We observed that there was a greater percentage of newcomers who had been in Canada for more than a year participating in JSW workshops outside of the GTA. Further, there were differences in how the clients found out about JSW between the GTA and outside the GTA. There was also a slight difference in the barriers to participating between the GTA and outside the GTA. There was no evidence to suggest that the program is not working in any of the locations where it is currently being delivered. Therefore, our conclusion is that the JSW Program is effective in the geographic areas where it is currently offered. We have argued that the JSW Program is not a stand-alone program and requires that other services be available to meet the needs of clients. Consequently, it is important to ensure that wherever JSW is delivered, there should be access to other services. With this in mind, we asked the facilitators and coordinators if other related services were available to their clients. The responses indicated that, almost universally, additional employment services were available as part of JSW, within the sponsoring agency or, through an outside agency in the community. Although we conclude the model is working across the province, we also acknowledge that adapting the content to the local area is a key aspect of the success of JSW. We encourage this customization to continue. However, there are indications that resources are required to enable the sites to research the local labour market. Recommendation #10:

We recommend the local Human Resource Centres in the locations where JSW is delivered support the program by providing local labour market information and expertise. This partnership would capitalize on the expertise of HRCC in the area of labour market information and free up the facilitators to provide direct service to clients.

5. Refugees and Citizens The coordinators were asked about the accessibility of JSW to refugees and individuals with Canadian citizenship who have not met all of their settlement

48

needs. The responses indicate there is a demand for JSW amongst these groups with approximately 80% of the coordinators indicating they receive requests from individuals in these categories. Recommendation #11:

We recommend that JSW be made available to Refugees and those who have acquired Canadian citizenship but may still have unresolved settlement needs. Consideration should be given to finding ways in which this can be accomplished (e.g. co-funding arrangements). This recommendation is consistent with the perspective presented earlier regarding maximizing human capital and contribution to Canada.

6. The Three Models A key aspect of this review was to analyze the three models for delivery of JSW (Day, Evening, Saturday) to assess whether all three remain viable ways to deliver workshops to newcomers. In our surveys, the clients endorsed all three models. None of the facilitators or coordinators recommended eliminating any of the models. We note that there is a significant difference in the completion rates reported by facilitators: 82% for the Day model, 56% for Saturday and 49% for Evening. These differences in completion rates are perhaps not surprising, given the difficulty in sustaining momentum over longer periods of time for the Evening and Saturday models. We also note that there are slightly longer wait periods for the Saturday workshops and these classes on average are slightly larger. However, none of these facts provide convincing evidence that the 3 models are not serving the needs of various JSW participants. Recommendation #12:

We recommend the continuation of Day, Evening and Saturday Models for JSW Workshops.

On the exit survey, most clients felt that the duration of their workshop was “just right”. By the time of the follow-up interview, many more felt that the workshop needed to be longer and/or needed to cover certain topics in more depth. We also explored the duration of the workshop with facilitators. We concluded that

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there is no appetite among facilitators for extending the length of the Saturday model, but there is some support for extending the length of the weekday and evening models. The ideal duration for the Day Model, as assessed by the facilitators, was on average 26 hours (5 more than currently), and for the Evening Model on average 20 hours (4 more than currently). Some agencies have already begun delivering a four-day model of JSW. Others believe that the current format works well. We have concluded that a mandated lengthening of the workshop is not warranted. However, many clients have expressed interest in additional time to practice resumes and interviewing. For this reason, we have recommended an additional voluntary day for practical applications (refer to recommendation #8 above). Recommendation #13:

We recommend that the current durations of the workshop as described in the manual be maintained.

Recommendation #14:

We further recommend that individual agencies be given the flexibility to modify workshop durations to respond to the needs of their clients.

In our survey of coordinators, we asked for information on whether, for each model they delivered, there was a balance between supply and demand, or there was an imbalance (either more demand than they could meet, or seats they were having difficulty filling). An analysis of the responses shows that there is great variation depending on the site, with every model showing both excess demand and excess supply situations. It appeared that there was, overall, less demand for the Saturday model. All of this information suggests that there needs to be, on an annual basis, a careful analysis of the allocation of resources by site and program model. Recommendation #15:

Given the limited resources available for JSW, we recommend that in the next funding allocation a closer look be given to the model mix across the province to ensure that the number of workshops of each model type is consistent with the anticipated demand.

“Give us the flexibility to decide how best to meet local needs.” Coordinator

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7. Specialized Workshops for Professionals We were impressed by the extremely high percentage of JSW clients who have a professional background. It would appear that just under half of the JSW sites have or are offering specialized workshops for professional groups (e.g. physicians, engineers, IT Specialists). We are aware that this practice is encouraged by the JSW Administrators. The evidence would suggest that clients support this approach, as do the coordinators, and to a lesser degree, the facilitators. There is no evidence that this practice has had a negative impact on the wait periods for JSW. It is clear from this review that the professional group is requesting slightly different and more intensive assistance than the non-professionals (e.g. detailed information on gaining accreditation in their field). For these reasons, we see no apparent reason to stop this practice. However, we question whether specialized workshops, by themselves, are sufficient for the needs of professionals. Recommendation #16:

We recommend that the service providers continue to have the flexibility to provide specialized workshops to meet the client needs in their area.

Recommendation #17:

We recommend that consideration be given by CIC and HRDC to additional, more indepth interventions for foreign trained professionals, beyond the JSW Program.

8. English language In our follow-up interviews with clients, it became evident that English language skills are a problem for some clients. It is interesting to note that language ranked second below Canadian experience on the entrance surveys, however, language exceeded Canadian experience as a barrier to employment on the follow-up interviews. We also observed a difficulty in some of the clients’ ability to comprehend and respond to the questions during the follow-up interviews. In the context of a review of the JSW Program, we are concerned about the impact of poor language skills on the clients’ ability to fully benefit from the workshop. We recognize that the current intake process involves some screening for language and other suitability, but some clients are still unable to fully benefit due to

"Employers said it may be difficult for Internationally-trained professionals to enter these upper level positions due to communication gaps and lack of cultural awareness/ business knowledge." Access for Foreign-Trained IT Professionals: An Exploration of Systemic Barriers to Employment

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language capabilities. In fact the facilitators indicated that on average 11% of their clients were unable to fully benefit due to language difficulties. The responses ranged from as high as 35% to as low as 5%. In terms of getting the most out of the JSW workshop and in terms of success in their job search and career aspirations, language is a critical issue. This proposition was supported in the literature we reviewed as part of this project. Recommendation #18:

We recommend that intake screening for English/French language skills be rigorously implemented to ensure participants can fully benefit from the workshop and to increase the probability of a successful job search and job match.

Recommendation #19:

We recommend that the post-workshop assessment, if adopted, include recommendations regarding further language training if appropriate.

9. Transportation Clients most frequently mentioned transportation as a barrier to participation in JSW. This was also supported by the observations of the facilitators. There is precedent in other programs such as LINC for the provision of a transportation allowance. Recommendation #20:

We recommend CIC give consideration to a transportation fund for JSW clients.

10. The JSW Manual There appeared to be general support for the JSW Manual as a basis on which the facilitators can adapt and build to suit clients’ needs. There were indications that not all facilitators are using all of the manual and that there are varying degrees of satisfaction with the visual aids and with the activities proposed in the manual. In addition, the comments of the facilitators would seem to indicate that there is a need for more instructional content for the facilitators (e.g. working with groups, motivational techniques). Incorporating more of this content might be an

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additional way to support the facilitators, reinforce the three-day training program for facilitators and provide an easy reference tool. The facilitators would like to see the overheads upgraded, more professional and made available on disk so they could be presented in PowerPoint. Recommendation #21:

We recommend that the Administrators give consideration to adding additional instructional content adapted from the facilitator training program to provide additional guidance to the facilitators.

Recommendation #22:

We recommend that the manual be available electronically for ease of updating and use by the facilitators. In addition, overheads should be upgraded to current PowerPoint applications for a more professional appearance.

11. Curriculum Improvements The majority of clients found the content of the workshop “useful”. However, there are indications that a small but significant percentage of the clients found the content only “somewhat useful”. This implies there is room for improvement. Two specific areas that were identified by clients as requiring additional work were “electronic” job search techniques (e.g. Internet job search, resume preparation on-line) and the acculturation process. The latter is consistent with our earlier reference to broadening JSW outcomes. Helping clients understand the breadth and depth of the acculturation process is part of an approach that takes a longer-term look at the needs of clients and ensures they acknowledge the importance of both addressing their settlement issues and finding appropriate employment. Recommendation # 23:

We recommend that further content be developed on the acculturation process and “electronic” job search techniques and incorporated into the JSW manual.

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Job search is a dynamic changing field and this necessitates a periodic review of the curriculum. The content should be reviewed to incorporate best practices and updated content. Recommendation #24:

We recommend the curriculum be reviewed to: − Bring the content up to date; − Incorporate best practices from the deliverers; and − Incorporate the notions of broader outcomes as discussed

earlier. 12. Facilitators Are Essential to the Success of JSW Even the best designed workshop program will fail without skilled facilitators. The clients have given a strong endorsement of the facilitators. However, because we see the facilitators’ role as pivotal, we want to ensure that they are given sufficient support in carrying out what is seen as a challenging job. In this review, we focused on three areas with respect to the facilitation of the workshops:

− Core competencies; − Training; and − Networking.

Let’s begin with core competencies. Because JSW is delivered through a variety of agencies across Ontario, it is important to work towards a consistent level of facilitation that can be maintained despite staff turnovers. In this review, we asked the facilitators to identify the skills and knowledge requirements of a JSW facilitator. They indicated that a broad range of skills are important to the performance of their duties both in the classroom and in other supportive roles associated with JSW. These skills and knowledge areas can be translated into a set of core competencies that can be used to guide the hiring and development of JSW facilitators. Recommendation #25:

We recommend that consideration be given to developing a set of core competencies for JSW facilitators. Some progress has already been made on occupational competencies for workers in immigrant and multicultural

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services. We recommend that this work, in conjunction with the information provided by the facilitators in this review, be a starting point for further development. The following examples are taken from the survey of facilitators and from the Multilateral Task Force on Training, Career Pathing and Labour Mobility, Occupational Competencies Framework, Immigrant & Multicultural Services, June 1998:

Facilitator Comments: • Knowledge of Local Programs & Services • Knowledge of Employment Barriers • Labour Market Information • Compassion/Empathy • Motivation Techniques • Principles of Adult Education • Curriculum Design.

Occupational Competencies Framework: • Support newcomers in their orientation • Assist clients to understand Canadian society and laws • Support clients in managing significant change, culture shock and

crises • Advocate for clients • Facilitate access to appropriate services • Provide culturally sensitive services and counselling • Provide culturally responsive programs and services. • Support clients in overcoming the effect of racism, discrimination,

and oppression • Assist clients in identifying and assessing their needs • Assist the client to develop and implement a vocational/career plan • Support client groups to develop self-reliance • Provide useful and accessible information for clients • Maintain confidentiality and security of documents and information • Maintain a positive and culturally sensitive working environment • Enable colleagues and others to learn from your experience

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• Continuously expand knowledge and analysis of policies, practices and structures relevant to immigrant, multicultural, human rights and anti-racism issues.

Clearly if core competencies are developed for JSW facilitators, it will be important that training support the development of those competencies. Recommendation #26:

We recommend that the Administrators (COSTI/OCASI) develop and provide training on the core competencies for facilitators and to meet the needs identified by facilitators in this study. The following are specific areas in which the facilitators have identified a need for training:

• Principles of adult education • Employment counselling • Development of Learning Materials • Knowledge of employment barriers • Labour Market Information • Motivation techniques • Knowledge of Cultural/Ethnic Groups • Knowledge of local programs and services.

There is clear support for additional networking opportunities from both the facilitators and coordinators. Networking with colleagues provides an opportunity to share best practices and to learn from other facilitator and coordinator experiences. These opportunities are a necessary support for the JSW staff that in turn will ultimately benefit the clients. Recommendation #27:

We recommend the Administrators engineer more opportunities for networking to share best practices and to learn from colleagues.

13. Staff turnover Less than half of the coordinators cited any turnover of facilitators in the last year. For those that did indicate they had experienced turnover, they reported that about half of the facilitators who left did so for personal reasons (e.g. maternity,

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moved). The remainder left for a better paying job. We conclude from this review that the turnover is not currently excessive. However, there are signs that turnover could increase, given some of the comments from facilitators regarding workload and burnout. Recommendation #28:

We recommend the Administrators continue to monitor staff turnover in light of the investment made in training them and the importance of highly skilled facilitators to the success of JSW.

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PILOT IDEAS We are not recommending piloting all of our recommendations given the short timeframe available to test out the ideas. However, we are recommending 5 ideas for the pilot phase of this review. Each of these ideas is based on the information obtained through this review and our observations and analysis. The 5 pilot ideas are:

1. Refresher Workshop 2. Resume and Interview Clinic 3. 3-Day Saturday Model 4. Day-on-Day-off Weekday Model 5. Post-workshop Assessment

1. Refresher Workshop

This one-day refresher workshop would be available to those who had completed the JSW workshop at least one month previously. It is voluntary for those who feel they require additional assistance. The topics covered would be based on the needs identified by those who signed up for the workshop. Each refresher workshop would be customized by the facilitator. The refresher could be run once a month or according to demand. Participants for the workshop would be recruited from among those who had not been successful, identified through follow-up phone calls.

2. Resume and Interview Clinic

The Resume and Interview Clinic would constitute an additional voluntary day at the end of a JSW workshop. It would focus solely on providing practical experience in resume preparation and interview skills, the two areas most often cited in client surveys as needing more time. The participants would work on their own resumes, receiving individual assistance from the facilitator. Half of the day would be devoted to role playing interviews. This clinic would be much more individually focused than the JSW workshop. It would be ideal if there could be two facilitators in attendance, assuming the number of participants warrant this level of resourcing. At the conclusion of the clinic, the

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participants will have a top-notch resume ready for use and will have had some practical experience in being interviewed.

3. Three-Day Saturday Model

Given the low completion rate in the Saturday model, it may be appropriate to consider shortening the number of Saturdays involved to three so that momentum does not need to be maintained over such a long period of time. Three 6.5 or 7-hour Saturdays would enable the class to cover the full content of the workshop over a shorter timeframe.

4. Day-on-Day-off Weekday Model

There may be some value in providing the Day Model on an every other day basis (e.g. Monday, Wednesday, Friday) rather than three consecutive days. In this way the client would have time to consider what was covered the previous day and do some preparation for the following day. Three consecutive days does not allow clients much time to reflect on the content and discover questions they might like to ask. In addition, a day between each session would enable the client to practice some of the learnings on the days between.

5. Post-workshop Assessment

We would like to see a one-on-one assessment session with each client after they complete the JSW workshop. This assessment would identify additional services the client could benefit from. This happens to some extent in the one-on-one counselling provided by some facilitators. We recommend this procedure become more formalized and focus on linking the individual to other programs and services if required. This approach is consistent with the view that JSW is a broad initial intervention designed to give the participant an overview of job search in Canada and that many clients need additional services after JSW.

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PILOT RESULTS The three major program changes recommended in this review were pilot tested in the field. At the conclusion of the pilot, the participants completed an evaluation form and we conducted a telephone interview with the facilitator to discuss his/her views of the pilot. The results of these pilots are provided in this section Refresher Workshop Attendance: This pilot was implemented at five agencies currently delivering JSW. In total, the agencies called almost 50 of their recent JSW graduates to offer the Refresher Workshop. These calls resulted in 9 attending the Refresher Workshops. One possible explanation for the low attendance might be that, at one of the piloting agencies, clients have ready access to the JSW facilitator after the workshop is completed. They can call her and get on-on-one help at any time. This alternate source of support likely reduced the need for the workshop. Client Evaluations: 1. What difficulties did you experience after completing the JSW Workshop?

• I need to review some details about the acknowledgements acquired during the JSW workshop

• I had problems with cold calling by telephone • I’m not quite understanding the special process when the interview is

conducted. Maybe because of different attitude and culture • Canadian experience (work) • Access to computers • Labour market trends is complex and needs enough time but was well

delivered by the facilitator • Access to hidden job markets • Workers’ rights at workplace • How to market my job skills and to get a job in my field • Getting names of various employers who are hiring • Use of Internet to look for jobs

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• Difficulties in getting full-time job as a newcomer • Canadian experience

2. What specifically did you come to the Refresher Workshop for (maximum 3 answers)? To what extent did the Refresher Workshop address each of the needs?

Reason for Coming to Refresher

Extent Refresher Addressed the Need (answers are bolded)

Missed first workshop about LMI Not at all Somewhat Completely Questions of behaviour & questions in interviews

Not at all Somewhat Completely

Some difficult questions in interview Not at all Somewhat CompletelyFor presentation/body language Not at all Somewhat Completely Some attitude I felt in the interview Not at all Somewhat CompletelyTo handle cold calling Not at all Somewhat CompletelyTo know more about job responsibilities Not at all Somewhat CompletelySpecific details Not at all Somewhat CompletelyCounsellor Not at all Somewhat CompletelyReview on interviews Not at all Somewhat CompletelyApplication Forms Not at all Somewhat CompletelyTo get help using Internet for job search Not at all Somewhat CompletelyUnderstanding workers’ rights and standards Not at all Somewhat CompletelyTo learn about my employability skills Not at all Somewhat CompletelyWriting a good covering letter Not at all Somewhat CompletelyWriting a good resume Not at all Somewhat CompletelyLabour market information Not at all Somewhat CompletelyEffective phone contact Not at all Somewhat CompletelyPhone follow-up strategies Not at all Somewhat CompletelyCanadian work culture Not at all Somewhat Completely Job market leads Not at all Somewhat CompletelyJob search plan Not at all Somewhat CompletelyDo my resume Not at all Somewhat CompletelyCovering letter Not at all Somewhat CompletelyLabour market information Not at all Somewhat Completely

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3. Was the duration of the Refresher Workshop: 80% Just Right 20% Too Short 0% Too Long 4. Would you recommend the Refresher Workshop to other JSW participants you know? 90% Yes 10% No 5. Would you recommend that a JSW participant be able to attend a Refresher Workshop:

20% One time only 80% As often as required 6. Any other comments? • This refresher workshop must continue to assist the job seekers. • The workshop is good because I can learn some more things that I hadn’t

noticed before • Due to turnout of clients and their differing objectives each client had their

individual allocation so I can’t comment fairly due to the situation. • I like the JSW Workshop and Refresher I gained skills to help me in my job

search. • I enjoyed interview preparation topic. It was well present at JSW • All the topics I needed help in were well presented. • The skills I gained at the Refresher Workshop are useful to my job search. • I was happy with the facilitator’s information. Facilitator Comments: The facilitators indicated that it was challenging to tailor the workshop to eberyone’s needs. If a participant was not interested in a particular topic, he/she had to sit through it until a topic of interest was discussed. For this reason, one of the facilitators felt that each Refresher Workshop should focus on one topic. Another of the facilitators felt that it was important to keep the numbers small and in this way it is possible to address everyone’s needs. Nevertheless, she did feel that those who attended the workshop found it useful. She noted that her agency provides one-on-one assistance following the JSW Workshop thus reducing the need for the Refresher. However, is other agencies were not able to provide

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one-on-one assistance, the Refresher would be one method of providing the client with additional help beyond the JSW Workshop. Recommendation: Based on the results of this review and the preliminary pilot testing of the Refresher Workshop, we recommend that there be some form of follow-up assistance for the JSW clients. The Refresher Workshop is one possible form of follow-up, but there could be others such as one-one-one assistance. It is recommended that agencies be given flexibility in how the approach follow-up assistance. If the Refresher Workshop continues as an option, it may be preferable to limit each workshop to one topic. Resume/Interview Clinic Attendance: The agency initially mentioned the clinic to a JSW workshop with 17 participants. All 17 were interested but the facilitator felt that 17 would be too large a group; in the end 12 were offered the clinic, 10 attended. The reason the two did not attend was that one of them found a job and the other had a job interview. The response rate would seem to indicate a strong interest in this type of additional assistance. Client Evaluations: 1. How useful was the Resume/Interview Clinic? 0% Not at all useful 0% Somewhat useful 30% Very useful 70% Extremely useful 2. Keeping in mind how you felt about your resume at the end of the third day of

the JSW Workshop, how much did your resume improve as a result of attending the one day clinic?

0% None 30% Some 70% A lot

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3. Keeping in mind how you felt about your interview skills at the end of the third day of the JSW Workshop, how much did you interview skills improve as a result of attending the one day clinic?

0% None 20% Some 80% A lot 4. Compared to the 3-day JSW Workshop, how much one-on-one

assistance did you get during the clinic? 100% More 0% Less 0% Same

5. Was the one-on-one assistance you received during the clinic sufficient? 70% Yes 30% No

6. Would you recommend that the Resume/Interview Clinic be:

60% Mandatory 40% Voluntary 0% Not offered at all 7. Do you have any suggestions for improving the Resume/Interview Clinic?

• Keep it with few students so it can be more helpful for everyone and more personalized.

• Review the rocrd of interview. Discuss the problems in a group. Separate Resume and Interview if possible since each takes quite a long time.

• Not at all. Our instructor was definitely well prepared so that we could observe everything. The feedback that I have about this interview will be very useful for the real interviews I may have in the future. Thanks.

• To suggest to the students if they can attend thisInterview/Resume Clinic two times a week.

Facilitator Comments: The clinic was 6 hours long with the first 3 hours devoted to resumes and the remaining 3 hours to interview skills. The participants were asked to bring their resume to the clinic. Initially, they were put in pairs and each made comments about the other’s resume. Then the facilitator commented individually on each

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resume. The class then went to the computer lab and revised their resumes. Only 4 participants were able to complete their resume in the time available. For the interview portion of the clinic, there were two facilitators. Each participant was asked to bring 10 interview questions to practice and the facilitators had 3 standard interview questions. Each participant was interviewed and the interviews were videotaped. The other participants and the facilitators critiqued the interviews. At the end of the clinic, the facilitator summed up the key points, provided some interview tips and there was a question and answer session. The biggest challenge for the facilitator was the amount of time. Although 6 hours and 10 participants is ideal, the facilitator felt that the resume portion should be done separately or there needs to be two facilitators in order toenable each participant to complete their resume. The facilitator felt the clinic was very good and addressed the needs of her clients. She would recommend that the Resume/Interview Clinic continue with the above-mentioned modification regarding the Resume portion. Recommendation: The demand for this type of practical, hands-on assistance with resumes and interview skills seems evident given the results of this review and the high demand for this pilot test. The preliminary pilot has confirme our earlier recommendation that there be a voluntary, practical component added to JSW for those requiring additional assistance with resumes and interview skills. Post-Workshop Assessment Attendance: The Post-Workshop Assessment was piloted at one agency. The facilitator informed the JSW workshop participants that this service would be available and received a very positive response from the class. Out of the 15 participants in the JSW workshop, 8 attended the Post-Workshop Assessment. Al of the participants were foreign trained professionals. For those who were interested, individual appointments were scheduled.

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Client Evaluations: 1. To what extent did the Post-Workshop Assessment help you clarify what you need to do next? 0% Not at all helpful 0% Somewhat helpful 86% Very helpful 14% Extremely helpful 2. How helpful was the Post-Workshop Assessment in providing you with the information you required about the additional programs and services you need? 0% Not at all helpful 0% Somewhat helpful 100% Very helpful 0% Extremely helpful 3. What did this Post-Workshop Assessment do for you that the JSW Workshop did not?

• Help us to find out a place to gain Canadian experience. • This Post-Workshop Assessment provided us reference materials and

opportunity to learn more to find a job in Engineering field. • To practice the job search skills we learned in the JSW. • It is helpful for me to find a job. • Help me to get a job. • Professional sector guide may be helpful after co-op for the participants.

4. How helpful was the Post-Workshop Assessment in: a. Make you aware of additional options/opportunities: 0% Not at all helpful 0% Somewhat helpful 100% Very helpful 0% Extremely helpful b. Enhance your confidence: 0% Not at all helpful 0% Somewhat helpful 100% Very helpful 0% Extremely helpful c. Provide you with good advice: 0% Not at all helpful 0% Somewhat helpful 100% Very helpful 0% Extremely helpful

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5. Would you recommend that the Post-Workshop Assessment be: 28% Mandatory 71% Voluntary 0% Not offered at all 6. Do you have any suggestions for improving the Post-Workshop Assessment?

• The Post-Workshop Assessment should provide co-op program from ACCES agency, instead of sending us to another agency.

• Collect employment news to help students better. Facilitator Comments: During the one-on-one session, the facilitator used the JS4N form and also searched the JS4N site for information on other services available. He was then able to recommend possible services that could be of benefit to each client. The facilitator completed a referral form providing the client with information about the location of the next service provider and a contact name. This form also contained information about what services the client had already received and why he/she was being referred. In this way the receiving agency will know what the client has already done and what he/she needs. This procedure will avoid duplication. The facilitator also called the agency where the client was being referred. Both of these steps were very helpful to the client as well as the agency where the client was being referred. Both the clients and the facilitator found the Post-Workshop Assessment to be a very useful exercise. It enabled the facilitator to assist the client in getting any additional help he/she required and provided a link to the next service. The facilitator felt that the Post-Workshop Assessment filled a gap with respect to informing clients about other services available to them. The facilitator would like to see this as a regular component of JSW. Although the participants in this pilot were all foreign trained professionals, he did feel that it would be beneficial to all JSW clients. Recommendation: Based on the results of the evaluation and the pilot testing, we continue to recommend that a one-on-one Post-Workshop Assessment be a component of the JSW Program. It enables. The facilitator and client to look at areas where additional help is required, it fills a gap in providing specific information on other

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services that are available, and it provides a link between services making the process seamless to the client.

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APPENDICES

APPENDIX A: FACILITATOR AND COORDINATOR SUGGESTIONS FOR PROGRAM ENHANCEMENTS Facilitators: • More concrete assistance in form of mentoring, job development and training • More resources to assist with research • Make JSW a one stop job search facility so that clients don't have to keep

going from one place to another • Some agencies providing JSW are disadvantaged compared to others

because of other services within the agency. Some amount of parity is needed to get these agencies to become more active in the job search delivery service

• One extra day for actual cold calls on JSW time where clients would return to the workshop and discuss their experience with their colleagues

• More funds for facilitators travel allowance to be used to get clients to employers (issue of insurance)

• Partnering with other programs that offer placements • One month placement for some clients might give them the confidence they

lack • Monthly networking sessions for former JSW clients • Monthly post JSW for clients who still don't have a job to brush up on job

search techniques • Add a co-op program to enable newcomers to gain Canadian experience • Add job placement component • Provide ongoing support groups • Employment counselling support groups • Computer skills training related to job search (i.e. scannable resumes, online

job searches) • Advanced resume clinics or interview preparation workshops for JSW

graduates

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• More motivational speakers • Encourage clients to do volunteer work and to get involved in community

events to increase networking circles • More emphasis and statistical recognition for aftercare services like ERCs

and counselling • Expand JSW mandate beyond "snapshot of the job market" to assisting

clients in pursuing meaningful jobs • More funding for resources, childcare computer upgrades, internet job search,

transportation • No games and interactive activities in the curriculum • 5 day workshop • field trip to job fair and for networking meetings • make evening workshop 3 or 4 evenings back to back to provide continuity

and less drop out rate • include TTC support • child care support for nursing mothers • award a certificate to the JSW graduates to reduce the problem of lack of

Canadian experience • funds to buy supplies, books, computer hardware updates, pay for

maintenance on equipment, newspaper adds • Need advertising in areas other than Toronto • Each agency should have more than one facilitator • Job development after employment counselling • Employment counseling as part of the program • Provide training to facilitators and upgrade position to "Job Search

Consultant" • Add at least one more day • Volunteer placements • JSW be paired with job finding clubs • More visual aids e.g. videos • More computers • More help with outreach • Wordprocessing training • Access to the internet in a group/classroom setting • Behind in technology e.g. need powerpoint projector rather than overheads • More teaching of soft skills and professional behaviour

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• Bring in employers as speakers • More time to discuss acculturation process Coordinators: • Open up criteria re: refugees and citizens • More opportunity to follow up individually with clients • Job development • Opportunity for clients to reconnect with each other after the workshop • More flexibility within the program • Little more time for the workshop • Daycare allotment • Refreshments for clients in evening class • Longer hours • ESL - software - Clear Speech • Mentoring component - volunteer • Transportation assistance • One-on-one counselling and career planning • 5-day workshop - more time to learn absorb and reflect - even 6 mornings

would be better than three days • More one-on-one experience with facilitators • Maybe add component on Internet job searching • Job placement • Work experience and co-op • Better training for facilitators • More information on labour market • Specialization where it is workable but not necessary • More time spent on setting long term goals and how to reach them

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APPENDIX B: INFORMATION SOURCES Metro Toronto Immigrant Employment Services review, Annamaria Menozzi & Associates and Quail Community Consulting Ltd., January 1997 Consultations on Settlement Renewal: Finding a New Direction for Newcomer Integration, Citizenship and Immigration Canada The View From Toronto: Settlement Services in the Late 1990s, Timothy Owen, COSTI, January 1999 A Synopsis of Initiatives Affecting the Labour Market Integration of Foreign-Trained Professionals and Trade Workers, Affiliation of Multicultural Societies & Service Agencies of BC, March 2000 Impact of Employment-Related Experiences on immigrants’ Psychological Well-Being and Adaptation to Canada, Zeynep Aycan and John W. Berry, Queen’s University Access for Foreign-Trained IT Professionals: An Exploration of Systemic Barriers to Employment, Jane Harvey, Asha Chakalakal, October 2000 Report on a Consultation on Coordination & Management of Services to Immigrants in Toronto, The Maytree Foundation, October 1999 A Detailed Regional Analysis of Perceptions of Immigration in Canada, Citizenship and Immigration Canada, June 1998 Canadian National Settlement Service Standards Framework, Canadian Council of Refugees, May 2000 Making the Connection: A Job Curriculum for Adults with Employment Barriers, Edmonton Mennonite Society for the Assistance of Newcomers

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Multilateral Task Force on Training, Career Pathing and Labour Mobility: Occupational Competencies Framework for Immigrant & Multicultural Services, June 1998 Job Search Workshop Pilot: Operational Review of the Administration by COSTI/OCASI, Kappel Ramji Consulting Group, January 1999 Job Search Workshop For Immigrants: Narrative Report, Simoni Grant, Humber College, February 2000 Settlement Education and Partnership in Toronto: Final Evaluation Report, Usha George, Ph.D and Wes Shera, Ph.D, August 2000 Best Settlement Practices: Settlement Services for Refugees and Immigrants in Canada, Canadian Council For Refugees, February 1998 Effects of Cutbacks on Immigrant Service Agencies, Ted Richmond, September 1996 Tools For Success: The JSW Trainers Manual JSW and service provider brochures Editions of The Search (JSW Newsletter)