Wyoming Employment

Specialist Training

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For more information visit us at www.bridgeshab.com/west

Ground Rules:

Participatory Your input is highly valued

and always welcome Respectful discussions are

encouraged FUN!

For more information visit us at: www.bridgeshab.com/west

For more information visit us at www.bridgeshab.com/west

WHAT IS EMPLOYMENT SERVICES??

• MANAGING CHAOS

• The business of doing business with businesses

History and ValuesFunding

History of Employment Services

-understanding the foundation helps contribute to our values-very medical model at first and has slowly moved to inclusion, employment, individualized and competitive -parents spearheaded the evolution-we need to move beyond integration and move to inclusion-employment started the inclusion model

History- Understanding the evolution of employment services serves as the foundation of how we got where we are and the importance of why we are here

Categories 1960’s & 1970’s 1980’s 1990’s 2000’s

Model Medical Developmental Community-Based Integration Driven by Individual

Characteristics Custodial Treatment Deprivation

Continuous,Get Ready Slots

Networking, Civil Rights, Relationships, Natural

SupportsChoice, Self-Determination,

Economic Power

Society Role Patient Client Consumer, CustomerSocial Inclusion

Social ExpectationsCitizenship

EmploymentIsolationNo Work

Work Activity

SegregationWork Activity

Sheltered Workshops

Supported IntegrationSupported Employment

Enclaves/CrewsInclusion

Competitive Employment

Residential Institution Group Living Supported LivingIntegration

Home OwnershipCommunity Inclusion

Values:

• Ones judgment of what is important • Principles of standards for behavior• What you value drives what you should be going• Hard to teach- you can communicate and model but to

teach is difficult

Core Values:

• fundamental beliefs of a person or organization • the guiding principles that dictate behavior and

action • can help people to know what is right from wrong• they can help companies to determine if they are on

the right path and fulfilling their business goals • create an unwavering and unchanging guide

Employment First• “Employment First means

“expecting, encouraging, providing, creating, and rewarding integrated employment in the general workforce as the FIRST and Preferred option of youth and adults with disabilities”

Waiver Funding

Division of Vocational Rehabilitation

FUNDING – Common Myths/Stereotypes:Many people with disabilities are scared to work because they

think they might loose their disability benefits. This is not true! Social Security has many work incentives that allow people who are receiving Social Sectary Disability benefits to work while still receiving benefits.

SSDI-Social Security Disability Insurance: a monthly benefit paid to individuals under full retirement and who have paid enough quarters into the system, have worked 5 out of the last 10 years and meet SSA definition of disability.

SSI- Supplemental Security Income: this is based on financial need. Monthly benefits are paid to low income individuals who are disabled, blind, or over the age of 65

Social Security Incentives

Work Incentives specific to SSI:-Earned income exclusion, Student earned income exclusion, impaired related work expense (IRWE), Federal Rule 1619(b), PASS plans

Work Incentives specific to SSDI: Trial work period, Extended period of eligibility, Subsidy or Special condition, Expedited reinstatement of Benefits

For more information contact Wyoming Centrum http://www.centrumwy.org/ 268-4407

Discovery and Career Planning

Discovery and Career Planning

- getting to know the individual -holistic process

-identifying skills -process of “seeking answers”

-career planning is a part of discovery

• Bullets •

Career Planning-Person centered

-Not a formal process but -Time consuming

-Discovery is a part of career planning

Discovery

-It is the loose process of who what and how

-It is not a strict model and never ending

- -”hanging out with intent”-Using past experiences- -”Discovery Guide”

Four Aspects of Discovery:

-Conditions-Preferences

-Contributions-Support Needs

Conditions

-things you must have in a job in order to accept it

-these are non-negotiable

Preferences

-things an individual would like to have in a job

-individual will still accept job but it is not a deal breaker

-Preferences are negotiable

Contributions

-skills, abilities, talents, attributions to bring to a job

-add value to the businessExamples: already owning a

car/espresso maker/item for job

Support Needs

-things you will need to be successful in your job

-job accommodations, technology, skills,

-job coaching (often jump to this too quickly, remember plan to fade)

Key Strategies in Discovery

-Interviews-Observation

-record review

Interviews

-formal-one on one, set up in office, interview with employer-planned

-informal –visiting with parents, walk in park, spending time with individual

-Interviews and observation are the best method of Discovery

Observation

-make observations in all environments-observing in natural environments

-observing in workplace

Record Review

• personal files• attendance records• medical information

Assessments

-a part of the discovery process -used to help individuals get insights

into their talents, skills, interests-done over a broad time frame, not a

snap shot in time

Assessment Strategies:

-Interest Inventories-test

-DVR Assessments- Work experience

Action Plans

-derived from the discovery and career planning process

-taking all steps and putting them into action-you will find what jobs make sense

Name 10 or 20

• Name so many ideas and sometimes the last ones are the best.. Keep naming jobs theme of death…

Building Business Partnerships

EMPLOYMENT FLOW

Referral

High Quality Assessment

of Wants and Needs

Plan

Initial Contact

Relationship Building Proposal Service After the Match

Follow UpJob

Match

Network

MarketingMission

Products Services

Audience(s)Needs

Message(s)

Tools

Evaluation Continuous

Improvement

Our lingo

Supported EmploymentJob CoachCommunity Based EmploymentTask AnalysisWorkplace ModificationsADA

Initial Contact

• The first call to an employer should not be to ask for a job.

Elevator Speech

Informational Interview

• What does the business do• How do they recruit & their experiences• Past connections to the disability community• Remember the ancillary jobs• How can you help them

After the interview is complete

• Create a business profile• How are you going to share with your team• Remember to store and update• USE IT

INITIAL CONTACT GOALS

43

Appear professional

Be concise and to the point

Assess needs

Be welcomed back

EMPLOYMENT FLOW

Referral

High Quality Assessment

of Wants and Needs

Plan

Initial Contact

Relationship Building Proposal Service After the Match

Follow UpJob

Match

Network

Relationship Building

• WIIFM• Qualified candidates• Supplemental Training• Retention Support• On going customer service

Relationship Building

• Informational interview with job seeker • Mock interviews• Tours• Mentoring• Internships• Search for opportunities not openings

EMPLOYMENT FLOW

Referral

High Quality Assessment

of Wants and Needs

Plan

Initial Contact

Relationship Building Proposal Service After the Match

Follow UpJob

Match

Network

Networking

• Board of Directors• Chamber members• Vendors• Past employees• Where you spend your money

PROPOSAL GOALS

49

Know the person

Know the job

Know the resources

Present a clear plan

EMPLOYMENT FLOW

Referral

High Quality Assessment

of Wants and Needs

Plan

Initial Contact

Relationship Building Proposal Service After the Match

Follow UpJob

Match

Network

On the Job Supports

Service after the match

• Job Analysis• Job Restructuring• Modification• Gap Analysis

Job AnalysisCore Work Tasks Episodic work tasks

Job related Tasks Important Cultural Aspects

Job Restructuring

• Change the rules of the job requirements and expectations

• Add or deleting a task ex- taking telling the time out of the job

• More of a push on the employer• This is a retraining for the employee• Change of the sequence of the tasks

Job Modifications

• Jig- piece of adaptive equipment• Most permanent of the interventions• This is giving someone a tool • Modifying the environment- change lighting, add a

desk, etc, • Example- clock telling time, scale• Assistive technology

Job Modification Exercise

• Case Study #1• Case Study #2

GAP ANALYSIS

• Tool for anyone attempting to increase a person’s performance

• Structures the proposal and follow up

• Documentation that manages the relationship with all stakeholders

Gap Analysis

JOB REQUIREMENT

PERSON/STATUS INTERVENTION PROGRESS

GAP Analysis Tool

EXAMPLE:• Job requirement: job requires telling time to the minute• Person/status: tells time to hour • Intervention: job modification- talking clock (many different types of interventions) • Progress:

•

Interventions

• The right intervention is the one that works for the person and the employer

• We need to know the job in order to determine the type of intervention

• Intervention is also the job proposal• 3 types of Interventions: Job Modifications, Job

Restructuring, and Training/Teaching• These are important because we need to look at all

possibilites, often a combination of all interventions

Training and Teaching

• Least effective method of Intervention• Least permanent• Subject to great error • Time intensive • Evaluate training before using- needs to have

consistantency and time to do this, what type of training and who will be providing

What every employee needs to know

What is my job?

How do I do it?

How will you measure?

How well did I do it?

How do I improve?

Keys to Success

Clear Expectations

TrainingSupport

Socially Connected

FeedbackRecognition

GrowthAdvancement

Doing the Job Keeping the Job

Job Satisfaction

How Did These Happen for You?

Clear Expectations

TrainingSupport

Socially Connected

FeedbackRecognition

GrowthAdvancement

What is my job?

How do I do it?

How will you measure?

How well did I do it?

How do I improve?

Think about one of your first jobs…1. Each person list 3-5 for each2. Discuss then list group’s top 5• How were expectations

communicated and/or how did you figure them out, who?

• Who trained you, how did you learn, who supported you?

• How did you connect with co-workers, how did you learn about and/or observe activities/rituals?

Job/Employment SupportsJob Match Support

Plan

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Fading Follow AlongAdvancement

On The Job Supports

Required Knowledge

Performance Expectations

Social ExpectationsWorkplace

Culture

To effectively support a new employee,what do we need to know about the…?

Person Job Culture

1. Each person develop 3-5 things for each2. Each person shares with group (record all responses)3. As a group, discuss and select 5 most critical for each area

To effectively support a new employee,what do we need to know about the…?

Person

Learning StyleSkills/Abilities

Attributes

Interests/hobbiesComm./Social Skills

ConditionsPreferences

Job

Performance Expectations

New employee training procedures

Supervision/reportingJob/Task Analyses

Job SupportsFeedback/evaluation

Culture

Workplace ritualsDress/appearance

Socialization

CliquesRelationships

InitiationUnwritten rules

How we get this information…

Person

Career Planning

Discovery

Job

Job Analysis

Task Analysis

Culture

Worksite Analysis

ObservationTime/

Experiences

Job AnalysisResponsibilities/Tasks

Salary, Benefits, Schedule

Supervision, standards/expectations, evaluation

Work Location

Work environment

Co-worker, customers interactions and relationships

Tools, equipment used

Personnel policies/procedures

Helping the employee “fit in”

Social Activities

Celebrations

Language Stories

Production expectations

Cliques Relationships

Humor Teasing Informal Comm.

Orientation Initiation Territory

Unwritten Rules

Cultural Analysis

Most jobs are kept or lost due to Social Skills

and Fitting in with the

Culture of that

workplace

1. What are the 3 most critical expectations you will have for the job coach?

2. How would you measure/evaluate their performance?

Scenario: You are a business owner and have just hired a person who will receive

supports on the job

Sample Activity:

Role/Responsibility/Expectations

Assist employer to facilitate, enhance, or expand existing strategies and resources for support.

Assist employee to become a valued member of the workplace to maximize ongoing co-worker support and inclusion

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Expectations

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Supervisor & Co-Worker Support

Introductions

Orientation

Training

Support

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Job Coach Support

Facilitate Introductions

Provide information to Supervisor Co-

workers

Supplement Training only if

needed

Facilitate Relationships

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Familiarity

Personal Touches

Shared Interests

Work/Social Customs

Humor Teasing Facilitating

Relationships

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Natural Supports

Intensive Supports (Systematic Instruction)

Level of Intervention

Intensive vs. Naturalor better yet…intensive and natural

It’s not one or the other but a blend of bothOur job is to figure out when more intensive supports are needed…and necessaryNatural is always best

Our RoleTo figure out the natural processes and means of training in the work environmentSupport the natural processes/training (orientation, new employee training, etc.)Evaluate effectivenessSupplement only when needed Fading begins Day One

The 7 Phase Sequence

Determine Natural Ways

Determine Natural Means

Enlist Natural People

Facilitate/TrainSupport/Assist/Supplement

Reconsider Natural Means

Adapt/Modify/Change Natural Ways

Callahan-Marc Gold Assoc.

When Natural is not Enough

You still must remember the “Public” nature of business and work environment

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

Physical

Model

GesturalDirect Verbal

Indirect VerbalPreferred Level

Teaching Strategies

When Natural is not Enough

Develop a plan for trainingSupport the person to become competentFocus on supporting the person to become part of the teamLook for natural cues, reinforcers and other natural supports missed up frontRemember to fade more and more each day

Job coaching is time limited so you must have an….

STRATEGY

The more hours of direct support provided by job coaches the poorer the work

outcomes are, unless co-workers have been trained and involved in support.

Mank, et al.

• Fading in Proximity: Most all tasks are mastered but there are some things that require you to remain onsite

• Focus on strategies that will allow you to fade out on all remaining tasks i.e. teaching strategies, supervisor/co-worker support, accommodations, technology, etc.

• If you developed an exit strategy with the employer, there should be no surprises

When you have faded in proximity

Focus on strategies to fade completelyComplete worksite/job analysesObserve/document workplace culture/ritualsObserve/analyze other jobsDetermine skills/process for advancementNotes/logs, etc.

Just sit thereJump on cell phone (talk, facebook, games, etc.)

Get in the wayDraw attentionDistract, hinder employees

A few more

Final Thoughts on Training/Fading

The biggest mistake we make is creating dependency (both employee and employer)Communicate the expectation that fading will occur day one (to both the employer and employee)Go with natural first, then more intensive/intrusiveFoster competence in the employee

Natural Support

InclusionSocial/Culture Training

Direct/Indirect

Problem Solving

• Most performance issues tend to be a result of faulting teaching strategies

• Use the GAP Analysis for problem solving

Standard/Expectation

Present Level of

Performance

Plan

Progress

Re-evaluate

Roles• Job Coach role is to facilitate the process• Natural Supports• Inclusion• Training• Problem Solving• “ Assist employer to facilitate, enhance, or expand

existing strategies and resources for support” • “Assist employee to become a valued member of the

workplace to maximize ongoing co worker support and inclusion”

Roles• “Do you ever see a coach on the court

playing?”

• Fading begins day one- very important, start looking at how you will set this person up for success and be independent in job

Discussion about job coaching

• Is this actually creating inclusion?• Do other employees have one on one job coaches? • Does this create boundaries?• Does it allow the employer to rely on job coach?

Exercise

Mom and Pop store just opened up, what jobs would the people you

serve be able to do here?

Exercise

• What should be in a job coaching agreement/expectations?

-what can we do and what cant we do? -look at exit strategy with employer -set up follow up agreements - this is not a formal agreement but a conversation• What are we offering now? • Are we offering too much?

Follow-AlongAdvancement

Advancement/Next Job

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