1. Michael Callahan Marc Gold & Associates January 13, 2010
Conducting an Employer Needs Analysis and Job Development Strategies for Customized Employment Negotiating a customized employment relationship based on employer needs
Michael Callahan Marc Gold & Associates
January 13, 2010

2. From the Employer’s Side Unmet workplace needs
Customized Employment provides a strategy for employers to focus on the unmet needs that inevitably occur in a time of multi-tasking, high expectation demand.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

3. From the Employer’s Side Tasks better performed by others
Customized Employment can focus on the discrete tasks of job descriptions relating to highly skilled and credentialed positions in workplaces.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

4. From the Employer’s Side Specific employee competencies
Customized Employment can utilize specific job seeker competencies based on discovering their “strengths, needs and interests” and matches and negotiates with existing employer needs.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

5. Value Added to Employers: The Customized Process
Discovery
Capturing discovery through profiles
Customized employment planning
Portfolio/visual resume development
Job development representation/ Needs Analysis
Workplace analysis, accommodations, support
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

6. Employer Needs Analysis (pt.1)
All workplaces have unmet needs, even when fully staffed, but particularly in difficult economic times
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

7. Employer Needs Analysis (pt.2)
Employers can turn each unmet need into a task:
Excess data entry
Assisting receptionist during heavy calling
Performing episodic duties: collating for meeting
Augmenting low producing employees
Relieving employees during break
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

8. Employer Needs Analysis (pt.3)
During Job Development, the Job Developer negotiates to perform Needs Analysis
Each unique workplace has needs
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

9. Conducting an Employer Needs Analysis
This process can be conducted in three ways:
As a part of informational, “discovery” interviews with employers, concurrent with individualized job development
As a part of individualized job development, following the tour, one employer at a time
As a part of general activity in the community by job developers, family members and job seekers
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

10. Employer Needs Analysis : Informational Interview
Contact employer with a rationale of community need
Discuss the role of a needs analysis to determine unmet needs for CE
Spend discussion time with employer to understand the business
Tour the business, thoroughly, noting the culture and various tasks
Arrange for an opportunity to spend several hours observing in various work areas
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

11. Job Based on an Informational Interview
Identified general needs in:
Reception
DJs area
Advertising
Station manager’s office
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

12. Employer Needs Analysis: During Each Contact
An Employer Needs Analysis most often negotiated during job development. The analysis typically occurs on the second or third interaction with an employer and often follows the tour of the business.
A Needs Analysis may take from 1 – 3 hours or more to conduct, depending on the number of workplace areas to be examined and the size of the business.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

13. Negotiating a Needs Analysis
Job developers can offer three options for conducting a Needs Analysis:
Conduct the Analysis at no charge to the employer
Conduct the Analysis in a partnership between employer representative and provider
If desired, have the employer conduct the Analysis without assistance
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

14. Employer Needs Analysis: Employee/ Task focus
Target employees performing job tasks to identify possible areas that might need additional support:
Episodic duties
Tasks better performed by others at a lower pay grade
Tasks needing additional production assistance
Back-ups/Bottlenecks
Material/tool supply
Interruptions
Wasted motions
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

15. Episodic Task: Setting up a drum set
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

16. Slower Component/ Task Better Performed by Others:
Inserting background greenery
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

17. Material Supply: Stocking cash registers
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

18. Wasted Motions: Tool/task assistance
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

19. Employer Needs Analysis: Environmental Focus
Notice non-task related issues:
Unattended materials/documents
Waste/scrap materials
Consistent errors
Misplaced materials/goods
Dusty, broken, dirty goods/materials
Missed opportunities
Unsafe or unsightly conditions
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

20. Unsafe Conditions: Sweeping laminate chips
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

21. Customers Waiting: Medical Imaging
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

22. Employer Needs Analysis: Customer focus
As appropriate, focus on customers who use the business
Customers waiting
Customers confused
Customers needing specific information
Customers angry or with complaints
Customers needing assistance
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

23. Employer Needs Analysis Employer Engagement
Engage employer in a self-analysis of the workplace. Ask employer to consider:
Unmet needs – ”Things that need to get done that are not getting done”
Tasks better performed by others at a lower pay grade
Tasks needing specific productivity assistance
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

24. Unmet Need: Delivery of Faxes
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

25. Unmet Need: Filing and Sorting
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

26. Employer Needs Analysis: General observations in Community
Employment staff can take the opportunity to observe unmet needs in a variety of publicly available settings in the community:
Outside areas of businesses
Inside retail settings, common areas such as malls, etc.
While receiving services in community or at home
While traveling around community
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

27. The Sales Aspect of Job Development
Customized job development is primarily a negotiation interaction with employers that seeks to find an intersection between employer needs and job seeker contribution.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

28. Successful Job Development
Sales focused steps…
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
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

29. 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.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

30. 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.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

31. 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
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

32. Initial Presentation Outline (1&2)
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
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

33. Initial Presentation Outline (3&4)
3. How we do what we do
Use portfolio to explain the negotiation and support strategies to be used
4. Introduce applicant represented
Use portfolio to explain the tasks/contributions of the applicant
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

34. Initial Presentation Outline (6)
5. Close the initial presentation
Ask for an opportunity to return for additional discussions, a tour of the business and a needs analysis
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

35. Cutting the deal: Follow-up negotiations
Offer in-depth information about the training, facilitation and support procedures which are to be offered
Learn about and assess the company
Handle the negotiation stance taken by the employer
Target and define the job tasks to be performed
Negotiate the conditions and other employer expectations necessary for success
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

36. Closing the Deal
Negotiating customized job descriptions is somewhat different that typical sales. Traditional sales techniques call for “closing the deal” at the end of every sales session.
CE requires the development of a relationship and of an understanding between developer and employer.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

37. Closing the Deal (cont.)
It is recommended that developers not try to close in the initial, or possibly even after the second, meeting with employers.
The “close” is appropriate and necessary when it is felt that the employer has enough information to make a positive decision about a customized job.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

38. Comments & Questions
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

39. Contact Information
Michael Callahan Marc Gold & Associates
Gautier-Vancleave Rd. Ste. 102 Gautier, MS (228)
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

40. THANK YOU!
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved

41. Disclaimer
This presentation was developed by the TACE Center: Region IV ©2010 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 #H264A 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 (b)].
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved 41

42. Web: TACEsoutheast.org My TACE Portal: TACEsoutheast.org/myportal
TACE Center: Region IV
Toll-free: (866)  [voice/tty]
Fax: (404)
Web: TACEsoutheast.org
My TACE Portal: TACEsoutheast.org/myportal
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved 42

43. Education Credit: CRCC & CEU
DEADLINE: Tuesday, January 19, 2010
CRCC Credit (1.5)**
Login to MyTACE Portal.
Score 80% or better on Post Test within three attempts.
Submit online CRCC Request Form.  
CEU Credit (0.2)
Sign Participant List and complete CEU Form (on day of webinar from Site Coordinator, or after webinar login to MyTACE Portal.
Submit Participant List and CEU form to TACE: Region IV by Fax (404)
MyTACE 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.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved 43

44. Copyright Information
This work is the property of the Marc Gold & Associates
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.
TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A © 2010 Marc Gold & Associates All Rights Reserved 44