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5/15/2020
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 1
Constructing the Story:Discovery, Vocational Themes,& Customized Job Development
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Russell Sickles, Senior Consultant
Griffin-Hammis Associates, Inc.
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 2
Discovery & Customized Employment
1. What is the Story?
2. Tell the Story Better!
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 3
Constructing the Story
“A story is about significant events and memorable moments, not about time passing.”
-Daniel Kahneman
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 4
Constructing the Story
• Stories are not Static; they are Alive and provide guidance for Job Development
• Stories are Not The Sum Total of Skills, Tasks, Attributes, or Interests … These make the Story Stronger
• Stories Connect Human Beings through something Shared or In Common; Will someone Identify/Relate?
• Stories will be part of the “Ask,” so they must be Coherent, Robust, and Make Sense to those asked (Scrutinize the Evidence!)
• “A Person is like a Deck of Cards.” – Errol Morris
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 5
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 6
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• Theme: Performance (not Halloween)
• Theme: Organization (not filing)
• Theme: Transportation (not cars)
• Theme: Cleanliness (not cleaning toilets)
• Theme: Restoration (not recycling)
• How many places can we think of?
• Mix a Person’s Themes and What do you Get?
Constructing the Story(Vocational Themes)
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 8
Emerging Vocational Themes:Informational Interviews
• First Use: (Asking for Advice from someone with a similar Theme) Skills/Theme refinement, Interest Check, Work Experience Development, Training Strategies, Assistive Technology Ideas
• Second Use: (Proposal/Discussion/Negotiation to create value through Employment) Career Planning, Customized Job Development, Business Idea Development, Resource Ownership
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 9
Storyboard/Portfolio ActivityDevelop a draft storyboard for your own personal portfolio that highlights your skills and talents. Consider possible images—and supporting brief and descriptive narrative—that could be used during a planned presentation and discussion regarding one of three possibilities:
1) A job proposal to a targeted hypothetical (or real) business regarding a narrow/specific set of skills you possess (example: grant writer; carpenter; welder; sous chef, etc.).
2) A presentation that you would present and discuss during a “reverse job fair” that highlights your diverse set of skills and talents to a variety of potential businesses.
3) A presentation for a specific business idea, highlighting the product or service you propose to offer, the skills used to offer these products or services, why this business makes sense for you, and why customers should use your business.
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 10
Customized Job Development
Be A Detective, not a Fortune-Teller or
Enemy of the Algorithm
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 11
Competition and Comparison
• What is the Purpose of Traditional Job Development Strategies (Assessments/Evals, Resume Development, Interview Practice, Job Openings, Applications, Interviews)?
• Who Benefits?
• Why Might this be a Problem for Employment-Seekers with Complex Lives?
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 13
Figure 1. Primary Support Activities
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 14
Figure 2. Settings for supports leading to hire
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Customized Employment Competency Model
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 17
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 1818
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 1919
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 20
Just another day at United Airlines?
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What is Customized Employment?
• Individualizing the employment relationship between employees and employers in ways that meet the needs of both (predicated on negotiation)
• Based on an individualized determination of the strengths, needs, and interests of the person with a disability, and is also designed to meet the specific needs of the employer.
The United States Department of Labor, Office of Disability and Employment Policy
(Federal Register, June 26, 2002, Vol. 67 No 123 pp 43156)
• Mutually Beneficial and Profitable
• Exploitable Tasks/Skills
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 23
Customized Job Development (Outcomes)
•Negotiated Created Wage Job: Restructured Tasks or Tasks Based on Unmet Needs or New Products/Services
•Self-employment: Home-Based, Stand Alone, or Business-Within-A-Business
•Combination Employment: Wage and Self-Employment; “Yes…and”
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 24
Profitability (Exploitability)
•Everyone possesses personal genius of value in the marketplace
•Making the profitability of an individual’s personal genius visible to an employer, as well as to various funders and family members, is the task of the modern job developer
•No Task is Insignificant!
•Qualified vs. Quality
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First 3 Jobs?
•Type in Your First 3 Jobs:
•How did you get them?
•How were you trained?
•What did you learn from your experiences?
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 26
Making It Happen:CE Job Development and Interest-Based Negotiation
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Russell Sickles, Senior Consultant
Griffin-Hammis Associates, Inc.
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 27
Post-Interview Follow-Up
• Send thank you as appropriate
• Schedule additional interviews with job-seeker if necessary
• Continue to build relationship
• Follow-up visit to conduct Job Analysis
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Linking to Self-Employment
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Employment Planning Meeting
• Who? Where? When?
• Decide How it Will Be Run.
• Prepare with What’s Been Learned (With Evidence): Vocational, Profile Descriptive Paragraph, and Imagery.
• Tasks, Skills, Interests, Conditions/Culture,Personal Attributes.
• Prepare the Pitch!
• Businesses to Contact and Action Plan
• Disclosure?
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 30
D P G S TA G E F O U R :
Job/Business Development Plan
• Identify/confirm 3 Vocational Themes
• Generate Lists of 20 for each theme
• Schedule/conduct informational interviews for job development
• Build on team connections & social capital
• Utilize informational interview skills80.78% Nonemployer Businesses
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Negotiation
Negotiation begins when the job developer sees ways in which the job seeker can contribute to the business is ways that are valuable to the business.
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 32
Interest-Based Negotiation
•Win/Win
•Mutually Inclusive
•Based on common interests:
•Business needs workers
•Businesses always looking to increase revenue
• Job seekers want work
•Workers or positions that increase revenue benefit all
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 33
Interest-Based Negotiation
•Requires advanced preparation
•Highlights what matters to business owner
-Profit, solving problems, etc.
•Smooth listening… NOT smooth talking
•Relationship selling (Building Trust)
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Negotiation Foundation
• Knowledge of individual from DPG
• Knowledge of business from info interviews
• Start with basic interview
• Observe others on the job
• Schedule follow-up visits (when warranted)
• Complete a Job Analysis Record (JAR)
• Identify tasks/duties, RO, or B-i-B opportunities
• Determine how these could improve efficiency,increase revenue, etc.
• Prepare plan and start negotiation
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 35
Job Creation Using Interest-Based Negotiation
• Interest-based negotiation provides an economic rationale to create or restructure work tasks
• Responds to business needs, not job openings and circumvents competitive and comparative processes
• Negotiation must result in the business making money, saving money, and/or running more efficiently, thereby making and saving money.
• Negotiations range from informal (conversations) to formal (written proposals) and are documented using job descriptions, the Job Analysis Record, and employment agreements.
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 36
Beginning the Conversation
• Informational interviews lead to observation
• If the observation points towards a potential good fit (tasks, work conditions, skills, who the employment-seeker is), ask to go back and try some things out
• Use the “trying things out” time as an opportunity for Employment Seeker’s skills and contributions to be seen, to observe and explore opportunities for growth (new products or services), productivity, efficiency—potential profits—and needs, challenges, problems…and look for ways to have a conversation about Employment Seeker helping with what is found
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Interest-Based Negotiation
• Get beyond yes/no conversations… to business proposals; to “would you consider” conversations.
• Particular Needs, Problems, Challenges, Opportunities—demonstrate how you would address their issues successfully and make their company more productive, efficient, or profitable—sell your value in a compelling way.
• “You are no longer an applicant. You are a solution provider, an entrepreneur, a consultant, a problem-solver…” – Ford Myers
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 39
Potential Value-Adds
Creating an opportunity for the employment-seeker:•Saves the company money
•Helps to make money
• Increases efficiency
•Adds an additional revenue or profit stream
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Points for Negotiation
• Tasks needing to be done
• Tasks job-seeker could perform
• Equipment or tools that could be contributed
• Hours of employment
• Pay
• Production
• Accommodations
• Others?40
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 41
Interest-Based Negotiation
Exchange Theory: • Individuals seek to maximize rewards and
minimize costs in relationships
•Employment as Value Exchange; Connections Flow to Value
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 42
Exchange Theory Exercise
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Exchange Theory Exercise
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Organizational Business Engagement
Questions:
•How is Job Development done now?
•What’s working?
•What’s Not?
•Ideas for Change?
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 45
Organizational Business Engagement
•Feature/Benefit Chart Exercise
•30-second introduction: Answer the “What do you do?” question.
•What about Disclosure?
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Interest-Based Negotiation
• Feature/Benefit Chart Exercise
• 30-second introduction: answer the “What do you do?” question.
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 47
What We are Learning: The Need for R & R
• Resources: Individuals must have that “value-added something” that creates quality jobs. This can be Human, Physical, Financial, or SocialCapital…
• Relationships: Networks or any other name for Social Capital. Definition of Social Capital, from Bowling Alone by Robert Putnam:
“connections among individuals--social networks and the norms of reciprocity and trustworthiness that arise from them…” Possibly the most powerful tool.
• Active Employer Council: One of many approaches an organization must take to address the marginalization of the employment seeker and the employment agency.
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 48
Active Employer Council
• Council Meets 1 or 2 Employment-Seekers Monthly
• AEC Staff Assist with Presentation, Portfolios, Resumes, as Needed
• Council Member is Matched to Individual
• Staff and Employment-Seeker Follow-up with Member & Plan Job Development
• Council Member May Hire, but Likely to Use Business Network to Get Informational Interviews & Experiential Opportunities
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Active Employer Council
• AEC uses Customized Employment and Universal Economic Development Strategies
• Driven by Discovery not Opportunity (but if an opportunity arises, explore it!)
• Focus on Job Creation
• Minor Focus on Public Events/Education
• Tight Agendas
• Review Last Month’s Outcomes
• Don’t Waste Anyone’s Time
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Job Analysis
• Foundation for employment negotiation
•Schedule time to observe projects
-Tasks/jobs that match job-seeker
• Job Analysis Record (JAR):
-Write down key components for all related work routines
• Identify best possible job options for job-seeker
-Determine benefits to employer50
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 51
Must Haves Prior to Start of Gig
• DPG
• Job Analysis
• Fading Plan
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Determining Business Needs (Tasks)
•Doing Business versus Employers
• Informational Interviews using Social/Economic Capital
•Time Spent Observing and Time-Limited Paid Work Experiences
•Work=Value Exchange; solving problems, bringing value and benefit to the workplace; Profit!
•Anatomy of a Job/Deconstructing/Amalgamating55
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com
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Job Analysis Record and Job Description (formal or informal) is developed
Business inventories TASKS needed to
deliver a Product or a Service
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com
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The Whole Job might Include: Estimating collision damage, ordering supplies, fixing dents, mixing bondo, sanding, masking, mixing paint, removing chrome trim & bumpers, prepping the paint surface, applying paint, compounding the finish/buffing…plus all the Related Tasks
Business inventories TASKS needed to deliver a Product or a Service
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Episodic and Work-Related elements such as: punching time clock, quality checks, customer options/add-ons, work-arounds & problem-solving, data collection such as time sheets or inventory or invoicing, tool maintenance, making the coffee, cleaning the shop….
Business inventories
TASKS needed to deliver a Product
or a Service
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com
+Customized Employment
Deconstructs the Whole Job & Matches
Vocational Themes, Tasks, Work Conditions with a
Specific Person
A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com
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In the Body Shop this might mean someone: sands, masks, shoots primer, buffs, drains the air compressor, makes the coffee, runs errands, details the vehicle…hopefully adding skills and tasks over time.
Interest-based Negotiation provides
an economic rationale to amalgamate specific
tasks into a wholly new job
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 61
Job Restructuring Proposal
1. Identify possible tasks
2. Describe why these tasks “match” employment-seeker
3. Highlight how this will benefit the business
4. ASK!
5. Describe benefits to business again
6. Explain your role to support business & employment-seeker
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 62
Resource Ownership Proposal
1. Identify need described by business
2. Describe resource employment-seeker could contribute
3. Describe tasks to be done utilizing the resource
4. Highlight how these will benefit the business
5. ASK!
6. Describe benefits again
7. Discuss your role
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 63
Must Haves Prior to Start of Gig
•Discovery Staging Record
•Job Analysis (What will Employment-Seeker do?)
•Fading Plan
•Ongoing Support Plan
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SSA Work Incentives (PA)
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VA DRS Work Incentives and Successful Closures
•SSI – 289 successful closures with a 38% rehabilitation rate
•SSDI – 360 successful closures with a 44% rehabilitation rate
• 28 of 34 clients that utilized work incentives were closed successfully (82%)
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A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 66
Leverage: PASS Potential
$715,771,000 Potentially Available Through PASS from SSI/SSDI Beneficiaries!
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PA: Small Businesses
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77.45% Non-employer Businesses
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Reflection/Q&A/Discussion
Thank You!
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