Adolph Coors - Outward Bound Manpower Challenge Program. A Study of an Innovative Program to Train the Hardcore Unemployed.

Institution	Harmon Associates, San Francisco, CA.
Titel	Adolph Coors - Outward Bound Manpower Challenge Program. A Study of an Innovative Program to Train the Hardcore Unemployed.
Quelle	(1974), (59 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
Schlagwörter	Adventure Education; Affective Objectives; Behavior Change; Behavior Patterns; Employee Attitudes; Employer Attitudes; Job Training; Labor Force Development; Males; Morale; Negative Attitudes; Outdoor Education; Recruitment; Rehabilitation Programs; Unemployment; Work Attitudes; Colorado + Suchen Sie Ihr Suchwort? Adventure pedagogics; Abenteuerpädagogik; Erlebnispädagogik; Arbeitnehmerinteresse; Arbeitgeberinteresse; Berufsqualifizierender Bildungsgang; Arbeitskräftebestand; Male; Männliches Geschlecht; Moral; Negative Fixierung; Freiluftunterricht; Recruiting; Rekrutierung; Arbeitslosigkeit; Work attitude; Arbeitshaltung
Abstract	Initiated in 1968 for "hardcore unemployables," the Adolph Coors Manpower Challenge Program combines a modified Outward Bound Course with a period of work in the Coors Recycling Yard, followed by permanent placement in the Coors Brewery. Based on changing participants' attitudes, the program eases transition to full employment in four phases lasting about seven months. Phase I involves recruitment, orientation, and preparation for Phase II, a 21-day Outward Bound Course in which Coors supervisors also participate. The new employee's continuing employment is contingent upon completion of the challenging course which provides an opportunity for breaking former behavior and attitudinal patterns and trying new modes of social interaction. In Phase III new behavior is reinforced as the employee works with flexible supervision in Coors Recycling Yard. When he appears ready, he is moved into Phase IV, a regular job at Coors. Employees who last three months in Phase IV appear to have good chances of remaining permanently employed. The program is successful with 53% to 61% of all participants. Sixty percent of those leaving the program leave at Phase III and 40% at Phase IV. Although greatly affected by the Outward Bound experience, participating supervisors are not necessarily more skillful at working with hardcore unemployables as a result. Coors should gather more specific data on cost effectiveness and on absence, the program's greatest problem. (SB)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC