» A Compass project consists of the 'guided' influx of unemplyed people beloning to priority groups. Job seekers are trained to fit the specific requirements of a company or organisation. At the end of the process they are given permanent positions, provided that during the entire training process, they developed all the competencies required to fill the position appropriately. During the entire process, many people are involved in the influx of the course participants (stakeholders) in one way or another, either in discussions, work groups or training courses or because they provide coaching or attend performance and/or evaluation meetings.

» The principles of competency development, diversity management and strategic HR management are introduced and implemented during the entire project.

» The indirect objective of the Compass methodology is to introduce the principles of diversity management, competency development and strategic HR management, but it also has a direct and very visible objective: sustained employment of unemployed people from disadvantaged groups. The starting point of Compass projects is to bring together supply (low skilled workers and the long-term unemployed) and demand (vacant positions that prove difficult to fill) on the labour market.

» The projects aim to guide companies through the entire process of recruitment and HR management so that more unemployed people are offered a chance of employment on the regular labour market.

Based on a prospecting meeting, the company or organisation commits itself to start the Compass project and also indicates whether guidance by external parties will be needed or not. Because one or two prospecting and exploratory meetings do not always provide a clear picture of how a company is organised, what its culture is like, how its training policy is conceived and what the views are on diversity management and competency development, a diagnostic meeting is organised. This diagnostic meeting is held with various employees at different levels in the organisation to assess the underlying values, culture and structure of the company. The observations coming from such a meeting help to ensure that the various phases in the methodology correspond to the company's needs.

To set up an extensive recruitment process, it’s necessary to start from a job advert, which is based on the job description. Experience has taught us that this is not always a good starting point for selection in disadvantaged groups. A competency profile paying attention to the required initial competencies provides a clearer picture of what a company is looking for and allows for a more objective selection procedure. Within a Compass project, a work group is therefore taught to work with employees and line managers on the work floor in order to set up a competency profile before a job advert is drafted and the actual recruitment process is started. This process should be guided by an external organisation or consultant.

The prospecting and diagnostic meetings, combined with the created competency profile, provide very useful information for creating a job advert that is as clear and simple as possible and focuses on competencies (knowledge, skills and attitudes). This should offer the supply channels numerous criteria, so that the most relevant candidates are presented and the supply is as objective as possible. The objective is to find the right candidates with the most fitting (initial) competencies who can develop their competencies further towards the competency profile of the position they are applying for.

Whereas the project developer distributes the job advert as widely as possible to as many employment organizations as possible, the company itself makes the required preparations to ensure the selection runs smoothly and the newcomers are welcomed in a way they can relate to. All employees involved in the selection (HR staff, line managers and/or supervisors...) are asked to cast a critical eye on their own selection methods. A training course will then introduce them to the principles of the criteria-oriented interview, a method that allows a more objective approach to candidates by starting from situations and behaviour in the past to predict future behaviour.

The welcome procedure is assessed together with the company or organisation. A number of tips are offered to make certain that the welcome is in line with the expectations and competencies of the incoming course participants. It is also advised to appoint mentors to ensure the best possible welcome. If necessary, a course will be organised for the mentors of the Compass project. Selection and recruitment is the next phase in the 'path' between demand, influx and sustained employment. During this phase, a very extensive recruitment campaign is set up for the company, in which the job advert is sent to a wide network of supply channels in order to appeal to as many disadvantaged groups as possible. The selection is based on the competency profile and initial competencies required to start the training. The recruiters give the candidates clear and ample information and also have a number of conversations with each viable candidate. The aim is to put each individual in the right position and to not simply cream off the best people.

Based on the candidates' competency profile and initial competencies, a training plan must be created in consultation with all the parties involved. The plan should not just focus on the technical aspects, but should also pay a lot of attention to attitude training and work floor guidance. The training plan is split into a collective training plan developing generic and position-specific competencies on the one hand and an individual training plain focusing on individual competency development with a view to optimal integration in the company or organisation on the other hand. The training plan is developed to specifically suit the company and can be used as an example for the implementation of a strategic training policy.

At the end of the actual Compass project, a period of aftercare is provided. For a certain period, the follow-up of new employees is necessary, even after they complete their training. For a period of about 12 months, course participants and employees must be able to count on a confidential adviser, possibly an external attitude coach or job coach. The presence of such a confidential adviser will increase the chance of permanent employment and will reinforce the bond with the employee. In the long term, this role is taken over by the employer (resulting in complete integration).

» A compass-project is very time consuming

» It’s important to have a good social dialogue in the company where the project is implemented

» It’s necessary to have a good network consisting of consultants, public labour services, ...