Our target youngsters (low-skilled, no work experience, etc.) have a wrong idea about the demands of work market. They think that employability depends mostly on technical and professional knowledge and skills that they can acquire.
With this practices, we try to support them in the process of discovering the skills whose acquisition will facilitate their access to employment and to advance in a quality job insertion. The maximum working with them is “You are hired for what you know (aptitudes), you get fired for what you are (attitudes)”.
This idea is developed in the sessions of training and job counselling, focusing especially in knowing the skills required by companies, the own competencies and the development of their personal plan. Young people know and understand, at the end of the process, the difference between basic competencies, professional- technical competencies, and transversal competencies and learn that basic and transversal competencies are with them along their personal and professional life meanwhile professional and technical skills may change adapting to labour market.
– To clarify the skills and competences asked by the labour market.
– Self assessment of competences, which are required by the labour market and a proper analysis of their employability.
– To reach consensus with youngster about a proper job insertion itinerary.
– Signed commitment to participate individually and be monitored by the assigned mentor.
– Identification of individual characteristics and sharing with the group.
– To make a plan to improve skills.
– Analysis of employability of each youngster.
– Dynamic search about the skills and competences required by the labour market for the sector of training.
– SWOT analysis of the promoting and hindering factors of the employability once made all the previous tasks.
– Development of achieved competencies and identification of areas for improvement.
– Young people significantly improve their employability, being aware of their starting point and where they have to move forward.
* A tool that evolutionarily analyze the improvements must be designed as a next step.
Area of intervention
Population (inhabitants): 242.922
% foreign people: 9,1%
% early school leaving: 9,6%
Complete Address: C/Peñascales 14, local izquierdo. 28028 Madrid
Formation Date of Organization:
The Adsis Foundation was created April 16, 1996, according to the law 30/1994.
Description of the Organization:
Our mission is to construct a fairer and unified society by means of integral promotion of impoverished and marginalized individuals and groups. We wish to carry out this work through the development processes of both the individual and collective groups, which is based on close relationships, solidarity, and efficient service.
We would like to propose involvement with the youth, and put into action, together with other individuals and organizations, social action, and education programmes, and development cooperation.
Vision: The Adsis Foundation is an organization that has deepened and fulfilled the development of their mission, being distinguished for their work with the youth and has put into action partnerships of people with high standards of performance. In that affect, lead actors have joined Adsis, and have helped Adsis revise and improve the Foundation’s projects, to generate a major social impact, and strengthen the application of the Foundation’s social center, especially the involvement of volunteers.
– 30 centers at State level
– Present in 12 Spanish provinces.
– 22.662 young people attended in 2014.
– 220 employees
– 750 volunteers
– 50 trainers
– 550 partner-collaborators
00 34 945 229 944
Project started in 2015
Type of intervention
Other type of intervention
Description of the target group
Young people aged 16 to 18 who are enrolled in 2nd FPB in any of the specialties taught by the Centre.
Any other youngster involved in the various projects carried out by the centre in order to improve or achieve employment and social inclusion.
How were the members of the group selected?
All youngsters in training are selected.
The methodology is at two levels:
At individual level, monitoring and feedback of his/her progress by mentors.
At group level, discovery of new concepts and dynamics to acquire and to evaluate new skills.
The main innovative component is to adopt the basic and transversal competencies as a priority in the path to a job process.
Job counsellor trained in job counselling by competencies.
Own designed materials: “Portfolio for professional project”
Equipment of the centre
It is assumed as a different way of work of the centre.
Companies. They are a key factor in the definition of required competencies.
Annual report for the Basque Government.
Evaluation and swot analysis
– Improvement of the guidance
– More appropriate diagnoses that allow youngster to face with their own difficulties to the insertion to the labour market
It is necessary to know deeply the required competencies of the labour market, so it is necessary a great effort to maintain a close and fluid relationship with the business sector.
To support properly to young people with fewer opportunities.
Not properly understand the skills demanded by the labor market. Not having a proper feedback from the business world.
It is included as a permanent system of job counselling in the organisation.
Impact and exploitation of the results
New way of job counselling.
It is disseminated in reports, evaluation reports, etc. in the organisation website, organisation newsletters and interviews with business world.