VCU-RRTC Webcast

Marketing and Job Development: The Business Side of the

Process

By Karen Flippo

Marketing

• Exchange of goods or services; a mutually profitable relationship

• Worker meets employer need for information, and/or production and quality

Marketing

• Employment decision isa business not a personal decision

• A delicate balance of acquiring knowledge about the job seeker and the local business community

Marketing Plan

• Driven from the outcomes of the person-centered planning process

• Targets businesses/jobs in the community

Marketing Plan

• Includes timelines

• Promotion ideas

Marketing Plan

• Marketing a priority - a line item in the budget and be included in the strategic plan

Marketing

• Closing the deal

The Deal

• Reviewing and understanding job requirements

• Interviews, observations

• Learning employer need

The Deal

• Matching benefits of individual and service to need

• Convincing employer that cost of recruiting and hiring (and perceived risk) is LESS than overall benefit

The Deal

• Being seen as a credible resource for recruitment and retention

• Every approach is different and tailored to the individual business

The Deal

• Each visit requires a set of probing questions to solicit information

The Deal

• What are your personnel needs?

• How do you foresee your business in the next five years?

The Deal

• What are the qualities that you most admire in your employees?

• What are your “personnel pet peeves”?

The Deal

• What is the frequency of changes in tasks/job descriptions?

• How do you train your employees?

Costs toEmployers

• Job Accommodation Network reports: (1992-1999 ongoing evaluation)

• Cost of accommodation

• No cost: 20%

Costs toEmployers

• Between $1-$500: 51%• Between $1,001 and $1,500: 3%• Between $1,501 and $2,000: 3%• Between $2,001 and $5,000: 8%• Greater than $5,000: 4%

Marketing to Employers

• Association for Persons in Supported Employment and North Carolina Marketing Initiative Project found...through 10,000 field queries (20% of NC businesses) and 30 focus group events that:

Marketing toEmployers

• Business wanted their employees to:

–Be dependable

–Possess communication skills

–Be honest

–Willingness to learn

Marketing toEmployers

• In the same study:

–47% HR execs noted that they HAD NOT BEEN ASKED to hire a person with a disability

–19% believed their work was too dangerous to hire someone with a disability

Marketing toEmployers

• 11% said they did not understand what is involved

• AND, NO ONE SAID they did not need the trouble or increased effort

Resource onAccommodation

• Local vendors for assistive technology

• Resource for ergonomic assessment

• Expertise in job carving

BusinessRelationships

• Want ads are short term fixes to finding jobs; marketing yields relationships

DevelopingBusiness Relationships

• Understand current marketplace

• Scan market for potential contacts

DevelopingBusiness Relationships

• Learn what you can about business

• Conduct informational interviews (all levels)

Developing BusinessRelationships

• Identify need and trends in resources and production

• Communicate features/benefits to meet needs

OrganizationalReputation

• What do you want people to say about you, your service and organization?

• Now, make it happen!

Goal andObjective

• Successful job match

• Long term relationship with business

• Establish business credibility in the community

Today’s Situation

• Many employment specialists do not have experience outside of disability/ rehabilitation

Today’s Situation

• Some individuals are not comfortable working in a “business” sector

• Marketing is a skill to be learned and practiced

MarketingDilemmas

• Current unemployment rates of individuals with disabilities remains alarmingly high --close to 70%

• ADA is threatened in court system

MarketingDilemmas

• Most businesses remain uninformed about the potential of individuals with disabilities, job carving, accommodation, and employment services organizations

Available Options

• Establish presence in the community as a resource for employment

• Build trust and credibility through your service

Available Options

• Build “accounts” with each business

• Service accounts regularly - the current climate of business necessitates rapid change

Available Options

• Pay attention to lists of best companies to work for - Forbes and Working Women Magazine have annual lists-make contacts

Tips

• Set aside time each day for marketing-visits or calling

• Build databases of information about employers and keep data updated

Tips

• Identify key contacts in each place of business

• First, get commitment from the top leader

MarketingTechniques

• The time to establish relationships is BEFORE a job is needed

• Personnel change frequently; establish contacts with more than one person

MarketingTechniques

• Build a portfolio of successes

• Seek letters of references

• Ask satisfied employers to make referrals for you

Marketing -Additional Strategies

• Match your business personality to that of the business

• Take a sales class

Marketing -AdditionalStrategies

• Know successes, problems, recruitment strategies, plans for growth

• Establish Business Advisory Councils to provide expert advice

Marketing -Additional Strategies

• Join business groups; Chamber of Commerce and Society for Human Resource Management

MarketingResearch

• Read the business section of the newspaper daily

• Look for new contracts awarded, business plan/office expansion/bankruptcies

MarketingResearch

• New personnel appointed or promoted-helps with making first call

• Pay attention to business trends

• Evaluate every visit; what was learned; how can it be improved

What Can You Give?

• Responsive services

• Individual matched to position

• No fee to employer

What CanYou Give?

• Job carving to match unique need

• Dependability and credibility

Objections

• Anticipate them

• Have your data ready

• If you don’t get them, worry!

Objections

• Respond proactively

• Feel, felt, found

The Individualin the MarketingProcess

• Balance the scale of knowledge - the job seeker and the employer

• The more you know about each, the better able you will be to complete the job match

The Individualin the MarketingProcess

• Carving and customization will be easier if the relationships are strong with both parties

Data

• Harris Poll (1987, 1991 and 1995 document success of employees with disabilities in the workplace)

• Dupont Survey of Employment of People with Disabilities (1990)

Data

• Referral letters from satisfied customers

• Data on employment success in your own community

MarketingAvenues

• Company website

• Ads in local newspapers

• Targeted flyers

MarketingAvenues

• Ads in company publications

• Updated business cards

• Continued personal contact

Outcomes

• Success is measured not by the number of job placements but the quality of the placement as stated by the employee and the employer.