Steps of Customized Job Development - Creating Employment Options Abby Cooper Kennedy Douglas Consulting May 5, 2011

Steps of Customized Job Development -

Creating Employment Options

Abby Cooper

Kennedy Douglas Consulting

May 5, 2011

TACE Center: Region IV, a project of the Burton Blatt Institute.Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved

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Areas to be Covered

• Individualized Job Development

• Meeting Employers needs

• Establishing Relationships

• Language

• Approaching Employers

• The Sales element of Job Development


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Job Development

• Labor Market – Responds to the need of the employer with qualified applicants. Start with employer need WorkSource Newspaper Help wanted signs Cold calls

• Must have applicants who can meet the general needs


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Customized / Individualized

• Start with discovering the strengths, needs, and interests of the person. The employer is chosen based on those factors.

• When you meet with an employer you are meeting as a representative for that individual. You present that individual.

• Negotiate a job description that meets both the person’s and the employer’s specifics.


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Just Reverse the Order

• Everyone in this room has individualized their job based on their unique strengths

• You just did it after you were employed and valued by your employer

• Many business already do this for their customers – look at Dell Computer


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The Customer

• Frequently individuals with the most significant disabilities do not fit with our view of business?

• We need to be able to reframe how we view business and customers

• This leads to changing how we frame what we do


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Reframing

• Define the job by how it meets the employer’s need• You are a broker,a resource, not a job developer – be

proactive, negotiate, establish a long term relationship• Remember

Job descriptions are outlines, you can help shape them

What an employer will pay for is widely varied and based on need

Business is fluid


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Know

• The person’s conditions around employment

• The family’s conditions around employment

• The person’s contributions


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Establishing Good Relationships

• Working towards the same goal Both want what is best for the business and the

potential employee Mutual respect and recognition Don’t have to agree / do have to understand

• Must Establish Trust Accurate Information Explanation of actions Shared concerns and solutions


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Relationships

• Communication Careful of your assumptions Perception are based on unique experiences Share all information – neutral, good, and bad Explain your thinking and validate theirs

• Risk Whose risk is it? How great is it? Can it be controlled ? How? Is it reversible?


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Needs Analysis

This process can be conducted in two ways:

• As a part of individualized job development, during the tour, one employer at a time

• As a part of informational, “discovery” interviews with employers, concurrent with individualized job development


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Employer Needs Analysis based on an Informational Interview

• Contact employer(s) with a message of meeting employer needs

• Discuss the value of a needs analysis to determine unmet needs

• Tour the business, thoroughly, noting the culture and various tasks

• Arrange for an opportunity to spend several hours observing in various areas


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Thinking of Unmet Needs

• Target individuals performing job tasks that might need additional support: Episodic duties Slower components of tasks Back-ups/Bottlenecks Material/tool supply Interruptions Wasted motions


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Beyond the Tour

• Engage employer in a self-analysis of the workplace. Ask employer to consider: Unmet needs Extraneous actions by employees Complaints by employees/customers Things that need to get done that are not getting done


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Non-Task Issues

• Notice non-task related issues: Unattended materials Waste/scrap materials Customers waiting Misplaced materials/goods Dusty, broken, dirty goods/materials Missed opportunities Unsafe or unsightly conditions


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The Invisible Gorilla

• Zero –sum nature of attention

• 1999 experiment by Chabris and Simon

• Counting aerial and bounce passes

• A woman in a gorilla suit walks out pounding her chest

• 50% of the people don’t see her

• Even when they are looking right at her

• Frequently don’t see it because it is not what you expect

• Be willing to look at all angles


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Any Meeting with an Employer

What do you want from the meeting?

• What is the goal for the conversation? Be able to state your goal Is it obtainable? What might be the objections? Can you address the objections?

You are establishing a relationship Use language that people understand Check out assumptions and don’t sell people short Talk less than the employer


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Language

• Know how you will present the person you are representing Think carefully about how you talk about the potential

employee Will you use visual aides? At what point will you involve the person?

• Each conversation lays the foundation for the next Know what the gray areas are between what you said

and what was heard or assumed


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Language (part 2)

• What did you lay the groundwork for

• Always confirm what the employer heard

• This information will directly effect how you work with the employer


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• Listen to the person’s language / speech patterns Visual Auditory Physical

• Mirror back the same type of language Gives the impression of harmony / understanding People help / listen to people they like

Language (part 3)


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• Help the employer understand and know why you are there: My hope for this meeting today is to ______ Does that fit with your expectations?

• Help the employer understand Is this making sense to you? What concerns can I address? The important point to remember is ______

Language (part 4)


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Building Support

• People are more receptive and open when they know what to expect

• Tell the employer the steps you would like to take and the rationale behind those steps

• Get permission for each step and build the plan with the employer

• If you do not have the support, slow down and build it because you will need that support


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Ways to Build Relationship

• Conducting “Discovery Interviews” of industry segments

• Conducting focus groups to determine employer issues and needs

• Using employer committees to review proposals, visual resumes and strategies

• Offering assistance on technology and accommodations


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Remember

• Do Not Apologize For What You Do

• View Yourself as a Resource

• You Must Establish Equal Footing with the Business

• You rarely persuade anyone, you just provide them with an opportunity to do what they already wanted to do


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Know What You are Offering:

• A way to do something important• A way of meeting a real need• An individual who wants & needs to work• Resources to ensure success

A Gallup poll revealed that 70% of companies are challenged by employees who are not engaged. According to the 700,000-plus employees Gallup recently interviewed, the longer employees stay with an organization, the less engaged they become


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Unspoken Questions

• Are you trustworthy?

• Do I believe you?

• Can I work with you?

• Will you deliver?

• Can you understand and adapt to my unique needs?

• What are the risks?


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The Steps in Working with Employers

• Know the tasks the person you represent Wants to do for pay What they need from the employer to be successful What will need to be negotiated

• Understand how to translate skills to tasks

Skills: Performance activity that the individual can currently perform.

Tasks: Performance activity that an individual should be able to learn in a reasonable timeframe, based on skills that they currently can do.


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Think About

• What would need to change for the potential employee to work there?

• The impact changes would have on the environment?

• How do people interact?

• How are people supported?

• Would you work there?


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Environmental Analysis

• Who supports whom?• Type of the support people receive• Location of support & information• Who is in charge and who is listen to?• How is feedback given and received?• What standards are people measured by?• Type of communication/ social interactions

WHAT NEEDS TO CHANGE FOR THE JOB TO WORK?


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Negotiating The Job

• Present a proposal to the employer Be sure you are presenting to the right person(s) Can be written or verbal

• Outline the job duties

• Explain how it meets the need

• Demonstrate impact on workflow or employees

• Explain supports you will provide


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Understanding Resistance

• What is the cause of the resistance?• Fear – disability, liability, perceptions, unknown, failing• Concern about increased work load, will not meet the

need• Upsetting the status quo / the system • The work environment is exposed • Do not assume the resistance is unwarranted


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The sales aspect of job development

• Customized job development is primarily a negotiation interaction with employers.

• It seeks to find an intersection between employer needs and job seeker contribution.

• The both the employer need and job seeker’s contribution must be real.

• It is necessary for job developers to understand and use sales strategies to communicate and negotiate with employers.

• We also need to understand and play by the “rules of sales” that dictate interactions between sales personnel and employers


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Embracing the “Rules of Sales”

• Focus on employer needs, first, before negotiating the needs of the job seeker

• Dress respectfully, but it’s not necessary to compete with employers

• View Yourself as a Equal -You have a reasonable expectation of respect and a place to present, as long as you haven’t broken any rules


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Successful Job Development

• Prospecting: research and Planning

• Making Employer contacts: getting in the door

• Holding the initial meeting: Making your pitch to explain customized employment

• FOLLOW-UP NEGOTIATIONS - MAKING THE FINAL MATCH: EMPLOYER/JOB SEEKER

• CLOSING THE DEAL


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Employer Research

• Employer research starts with discovery

• Expand research during the final part of the planning meeting

• Use the Specific Employer list as a way to encourage connections and referrals

• Plan to spend about an hour per employer for research


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Elements of successful, Individualized Prospecting

• Determine your negotiables relating to customized employment services.

• Research the targeted business to obtain information necessary for successful negotiations and matching.

• Identify already-existing linkages which may be of help in more narrowly targeting and securing jobs.


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Elements of successful, Individualized Prospecting cont.

• Obtain and use referrals which can assist in getting appointments and job opportunities.

• Develop a system/strategy for compiling and organizing information on employers.

• Develop and use a business vocabulary and strive to view employment issues both from a business and human service perspective.


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Essential Selling Points

• These are inherent features offered to the employer by both the provider organization and the applicant.

• These features are offered to any and all employers who are called on for the applicant.

• Essential selling points are outlined during the initial presentation to the employer.


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Essential Selling Points: Examples

• Job seeker discovery• Task/need matching• Customized planning• Employment

site/culture/environ. match

• Job site supports, initially/as necessary

• Team of employment professionals for employer contact

• Job analysis

• Negotiation of a customized job description


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Sweeteners

• These are additional features offered by the provider and/or the applicant to enhance the attractiveness of the deal for the employer.

• Sweeteners go beyond the essential selling points, but do no create an undue burden on either the provider or applicant.

• They are most often offered during follow-up negotiations.


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Sweeteners: Examples

• Transportation coordination

• Problem solving technology, accommodations and accessibility

• WOTC eligibility*• WOTC contact and

providing paperwork

• Budget funds to buy: Targeted support and

personal assistance Small tools Work clothes/uniforms Short term transportation

• Assistance in PR activities

• Employer orientation - specifics


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Hole Cards

• These are features of an employment negotiation that will likely create undue hardship, expense or complexity for the provider and/or the applicant in relation to a desired job.

• They are offered as a last-ditch effort to secure an otherwise ideal job for an applicant.

• They must be held in reserve and used only sparingly during final negotiations.


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Hole Cards: Examples

• Researching: Transportation

assistance Other employer

issues: i.e. liability• Bonding & insuring

staff/job seeker• Training: credential• OJT funds

• Payment of less than entry wage

• Extended probation• On-going training and

support• Internship startup• Providing employer classes

on disability issues• Employer partner luncheon


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Non-negotiables

• Non-negotiables are those aspects of a negotiation that you or the job seeker are not willing to bend on.

• It is critical that you plan for these in advance and find gentle ways to explain to the employer why you’re not able to negotiate on those items.


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Examples of Non-negotiables

• Sub-minimum wages

• Assuring production

• Providing a substitute worker for the job seeker

• Assuring on-going transportation

• Anything illegal

• Guaranteeing success of any sort

• Charity relationship


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Referrals & Linkages

Referrals: A referral is a recommendation or direction offered by an employer or other respected figure that assists in getting an appointment and making a deal.

Linkages: A linkage is any connection or relationship between any and all the parties related to the applicant that might be used to enhance the chances of successful job development.


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Getting in the Front Door

Decide on the type of initial contact to use to get an appointment for a face-to-face meeting• Third party connection• Informal Contact• Drop-in Visit• Telephone Contact with letter of self-referral


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Types of Initial Employer Contact

Informal ContactOccurs when you ask for an appointment in an informal context, not associated with the employer’s business.

Drop-in VisitStopping by unannounced in an employer’s business for the purpose of getting an appointment. This strategy is appropriate a) when the business and your contact are “publicly available”; and b) when you are able to establish your contact’s availability to talk.


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Types of Initial Employer Contact (cont.)

Telephone ContactCalling the employer to ask for an appointment. This strategy is used when informal contacts and drop-in visits are not feasible. You should always use a referral when making a telephone contact.

Letter of Self-referral Used when you are not able to secure a referral when making telephone contact to get appointments


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Getting the Appointment

• Develop and use effective telephoning and person-to person techniques to get appointments with employers.

• Handle the common questions, objections and stalls which will be encountered when attempting to secure appointments.

• Implement a strategy for determining the number and type of employer contacts to make each week from the "Call List".


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Making your Pitch: Initial Meeting

• Thoroughly plan for the initial meeting, focusing on fulfilling all the critical components.

• Develop a proposed outline and "flow" for the meeting.

• Get ready, practice for, and conduct the initial meeting.

• During the meeting, determine the interest of the employer by recognizing and dealing with negotiation stance used.

• Negotiate a follow-up meeting and establish a process for handling the follow-up meetings and negotiations


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Outline for an Initial Presentation

1. Introductions Introduce yourself -- business card, referrals Introduce your agency -- brochure, fact sheets

2. Why you are here “We match applicant skills with employer needs”

through customized employment


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3. How we do what we do Use visual resume to explain the negotiation and

support strategies to be used

4. Introduce applicant represented Use visual resume to explain the tasks/contributions

of the applicant


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5. Close the initial presentation Ask for an opportunity to return for additional

discussions and a tour of the business


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The role of the visual resume

A visual resume is a sales tool that can address the first four components of the initial meeting – introductions, explaining CE, explaining employer services and supports, and introducing the job seeker.


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Cutting the Deal: Follow-up negotiations

• Offer in-depth information about the training, facilitation and support procedures which are to be offered to the employer.

• Learn about and assess the company.

• Handle the negotiation stance taken by the employer.

• Target and define the job tasks to be performed.

• Gain approval for employment and set a date for the job analysis and hiring.

• Finalize an understanding with the employer by agreeing to a customized job description and a set of shared responsibilities between the agency and the employer.


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Employer Responses

• Questions: legitimate requests for clarification, uncertainty, confusion

• Objections: statements that refute a point(s) made by the job developer

• Stalls: requests by the employer designed to avoid saying “yes” or “no”


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Upcoming Webinars

Serving Individuals with Most Significant Disabilities

June 9, 2011Self-Employment as a Viable Option for Individuals with the Most Significant Disabilities


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Comments & Questions


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Contact Information

Abby Cooper

Kennedy Douglas Consulting

Email: [email protected]


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TACE Center: Region IV Toll-free: (866) 518-7750 [voice/tty]

Fax: (404) 541-9002

Web: TACEsoutheast.org

My TACE Portal: TACEsoutheast.org/myportal

Email: [email protected]

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Education Credits DEADLINE: May 13CRCC Credit - 2.0

Approved by Commission on Rehabilitation Counselor Certification (CRCC)

To earn CRCC credit, you must:• Login to your MyTace Account & score 80% or better in 3

attempts on Post Test.• Complete: CRCC Request and send a copy to the CRCC

office. CEU Credit – Pending

Approved by the University College at Syracuse University• Participants must submit an online CEU Request Form via

the MyTACE Portal.

My TACE Portal: TACEsoutheast.org/myportal

**For CRCC credit, you must reside in the 8 U.S. Southeast states served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If beyond TACE Region IV, you may apply for CEU credit.

http://tacesoutheast.org/myportal


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Disclaimer

This presentation was developed by the TACE Center: Region IV ©2011 with funds from the U.S. Department of Education, Rehabilitation Services Administration (RSA) under the priority of Technical Assistance and Continuing Education Projects (TACE) – Grant #H264A080021. However, the contents of this presentation do not necessarily represent the policy of the RSA and you should not assume endorsement by the Federal Government [34 CFR 75.620 (b)].


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Copyright Information

This work is the property of the Southeast TACE Region IV

Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.

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Steps of Customized Job Development - Creating Employment Options Abby Cooper Kennedy Douglas Consulting May 5, 2011