As part of our ongoing feedback sessions with Andreas Nyhlén, Supported Employment expert and CEO of Misa Kompetens, WiljaGruppen, we’re refining how each stage of the Changemaker-Based Supported Employment Model works in practice and how it can be replicated across countries.
Read background article on the Tool here → www.linkedin.com/pulse/introducing-our-new-open-source-tool
At this stage, the focus shifts from the framework to the people who bring it to life. Every successful Supported Employment project relies on a coordinated team that connects changemakers, candidates, and employers into one system.
To organize this work effectively, the model introduces three key roles:
🔹 Changemaker Recruiter — identifies, screens, and motivates changemakers to join the project. A highly qualified HR professional with strong communication skills. This person manages the full recruitment funnel and ensures that changemakers meet the model’s quality standards.
🔹 Changemaker Coordinator — ensures consistent implementation of Supported Employment principles and provides ongoing support to changemakers. Skilled in community management and communication, the coordinator monitors progress, maintains motivation, and gathers feedback to improve the overall process.
🔹 Project Manager — oversees the entire project cycle, from planning and budgeting to evaluation. The project manager coordinates the work of recruiters and coordinators, ensures alignment with project goals, and monitors resource allocation and results.
“Managing job coaches is always a challenge in any model of supported employment — on one hand, a job coach should work with a number of candidates at the same time to maintain efficiency; on the other hand, when managing job coaches that are working part-time it’s crucial to ensure that quantity doesn’t compromise the quality of client management and job matching.” — Andreas Nyhlén, Supported Employment expert and CEO of Misa Kompetens, WiljaGruppen
Each of these roles is defined in detail within our open-source tool so it can be easily adapted to local contexts — whether with own team members or specialists working remotely.
Read the full document → Changemaker-Based Supported Employment Model Description. Intro + Stage 1-3.
This stage turns the methodology into a practical and scalable management system — one that helps local teams launch inclusive employment projects efficiently and measure their impact in units of real jobs created.
Follow our journey as we move to Stages 4 and 5, where we share how changemakers — the core of the model — are recruited and supported.
Need the background? Read the summary article here: www.linkedin.com/pulse/introducing-our-new-open-source-tool
Read background article on the Tool here → www.linkedin.com/pulse/introducing-our-new-open-source-tool
At this stage, the focus shifts from the framework to the people who bring it to life. Every successful Supported Employment project relies on a coordinated team that connects changemakers, candidates, and employers into one system.
To organize this work effectively, the model introduces three key roles:
🔹 Changemaker Recruiter — identifies, screens, and motivates changemakers to join the project. A highly qualified HR professional with strong communication skills. This person manages the full recruitment funnel and ensures that changemakers meet the model’s quality standards.
🔹 Changemaker Coordinator — ensures consistent implementation of Supported Employment principles and provides ongoing support to changemakers. Skilled in community management and communication, the coordinator monitors progress, maintains motivation, and gathers feedback to improve the overall process.
🔹 Project Manager — oversees the entire project cycle, from planning and budgeting to evaluation. The project manager coordinates the work of recruiters and coordinators, ensures alignment with project goals, and monitors resource allocation and results.
“Managing job coaches is always a challenge in any model of supported employment — on one hand, a job coach should work with a number of candidates at the same time to maintain efficiency; on the other hand, when managing job coaches that are working part-time it’s crucial to ensure that quantity doesn’t compromise the quality of client management and job matching.” — Andreas Nyhlén, Supported Employment expert and CEO of Misa Kompetens, WiljaGruppen
Each of these roles is defined in detail within our open-source tool so it can be easily adapted to local contexts — whether with own team members or specialists working remotely.
Read the full document → Changemaker-Based Supported Employment Model Description. Intro + Stage 1-3.
This stage turns the methodology into a practical and scalable management system — one that helps local teams launch inclusive employment projects efficiently and measure their impact in units of real jobs created.
Follow our journey as we move to Stages 4 and 5, where we share how changemakers — the core of the model — are recruited and supported.
Need the background? Read the summary article here: www.linkedin.com/pulse/introducing-our-new-open-source-tool