1. NVTAC Virtual Learning Class Strategies to Succeed in HVRP: Module 8
Cindy Borden
NCHV
Cori Di Biase
Manhattan Strategy Group
Nicole LaCorte-Klein
Atlas Research
Job Retention and
Follow-Up

2. Module Objectives During this VLC Module, we will discuss:
How People Lose their Jobs
Why People Keep their Jobs
Strategies to Support Job Retention
How People Lose their Jobs –
PERSON RELATED - veterans expressed desire for any job is a good job; bad match; poor soft skills; edgy interpersonal skills;
PROGRAM RELATED – limited follow along; develops jobs in labor market without regards to veterans interests and skill set
Why People Keep their Jobs
PERSON RELATED – good problem solving ability; asks for help; clarifies when don’t understand; good soft skills
PROGRAM RELATED – uses innovative follow along; may have extra funding from other sources for retention; agency has a culture for job retention
Tips for Managing Stress on the Job
Using Supports for Job Retention

3. Meet Your Instructors Nicole LaCorte-Klein, MA, CRC Cori Di Biase
Training Consultant at Atlas Research, Nicole brings years of experience providing job placement, vocational case management and direct service to individuals who are homeless. Nicole has provided technical assistance to HVRP, SSVF and other Veterans Administration staff for years, offering her experience as both direct service provider and trainer.
Cori Di Biase
NVTAC Project director at the Manhattan Strategy Group, Cori has provided services and consultation to support veterans and civilians in employment for more than twenty years. Cori prides himself on serving the staff and leaders who have dedicated themselves to serving our country.
Cindy Borden
As the Director of Technical Assistance and Training for the National Coalition for Homeless Veterans (NCHV), Cindy conducts training, develops resources, and provides intensive coaching in program design and implementation to veteran service organizations. Cindy brings more than 20 years experience in both direct service and technical assistance to help organizations increase capacity and improve services.

4. Jen Elder, SOAR TA Center
Course Schedule
Date
Day
Topic
Lead Instructor
Guest Speaker
10/1
Monday
Introduction to HVRP, Partnerships, AJC Enrollment
Cindy
10/3
Wednesday
Job Readiness & Outreach Strategies
Nicole
10/8
Employment Assessment & Job Matching
Cori
10/10
Housing and Supportive Services: Strengthening Community Collaboration/Partnerships
10/15
Job Driven Training, Employer Development & Job Placement, AJC Partnership
Nena Siverd, VOC
10/17
Sub-population services (female veterans, younger veterans, older veterans, families)
10/22
Justice Involved Veterans – ex-offenders, incarcerated veterans, link with VJOs and Reentry Specialists
10/24
Job Retention & Follow Up
10/29
Benefits, work incentives, employment services and supports
Jen Elder, SOAR TA Center
10/31
Avoiding Burnout: Taking care of Yourself

5. Homework review…
Job Retention: Challenges and Successes

6. Definitions

7. Calculating job retention in HVRP
Number of Participants Entering Employment
Exiters Who Earned Wages in all 3 Quarters after Placement

8. An Exiter is…
...a participant who is placed (in employment) or dropped during a quarter and is not scheduled to receive future homeless veterans program services.

9. Follow Up Activities
Question: What types of activities most often constitute ‘Follow Up’ in your HVRP program?
...begin the first quarter after the quarter of exit and end the fourth quarter after the quarter of exit.

10. How do Veterans Lose their Jobs?

11. What we hear: Perspectives on Job Loss
Employees Say:
They didn’t like me.
Too little pay for too much work.
The boss was unfair.
There were problems that got in the way of work.
Employers Say:
Employee was not prepared.
Employee was not motivated, punctual, etc.
Employee was not compatible with the team.
Employee did not have adequate/compatible ‘Soft Skills’.

12. Circumstances Leading to Job Loss
Job Loss Occurred Because:
The veteran’s car broke down, they missed work for a number of days, and were let go.
The veteran exhibited behavior on the work site that concerned or intimidated their coworkers.
The veteran consistently requested time off to make medical and/or probation appointments.

13. Questions to ask after job loss
What was the fundamental issue?
Was the job loss due to (poor) ‘fit’?
Was the job loss due to (failed or missing) supports?
What could have been done, and when?
Could the problem have been solved with:
Intervention with the employer?
Intervention with the employee?
Additional supports from HVRP, or from a partner?

14. How do Veterans Keep their Jobs?

15. Retention Begins at Placement
Meets the interests and aptitude of participant.
Work environment and tasks appeal to the participant.
Job consistent with the values of the participant.
Job is attractive in terms of type of work, location, hours of work, wage scale, management style, and co-workers.
Job offers good benefits that add to the quality of life of the participant: health insurance; time off; training and educational opportunities; paid leaves for family and personal; positive social interactions.
Job is an integral step in the career goal of the participant, and offers a sense of moving forward and personal growth.

16. What is driving the process?
Are you:
Arranging a placement for the veteran; or
Supporting the veteran in their employment search process, and facilitating connections to other services, training, and employer connections?

17. Motivation External Motivation: HVRP staff Other support staff
Personal connections
(Some) Consequences
Internal Motivation:
Factors that drive the veteran, for his or her own reasons, to acquire and retain employment

18. Internal Motivation
Question: What are some examples of factors that have motivated the veterans you serve to commit to the job search, acquisition, and retention process?

19. Making Room for adjustments
Job matches are rarely perfect; challenges can often be dealt with, if:
There is a strong relationship with the employer, based on open and honest communication;
There is a strong relationship with the veteran, based on open and honest communication;
There is a clear understanding of the core issue.

20. Maintaining contact with the veteran
By any means necessary: Text, Social Media, ‘Snail’ Mail, through contact with other veterans in the community.
Provide gift cards for for attendance at meetings, providing proof of continued employment, etc.
Host participant appreciation events.
Explain the importance of follow up to the HVRP program’s success, and thus to its capacity to continue to support other veterans.
Foster ongoing career conversations & provide ongoing resources for:
Skill-building;
Money Management; and
Connections and referrals.

21. Building a relationship with the employer
The process of employer relationship building:
Begins with a frank, honest and open relationship (without disclosing information the veteran does not wish to have disclosed);
Is strengthened by HVRP’s ability to offer consultation, support, and resources to the employer before, during, and after the hiring process; and
Benefits from recognition events.

22. What you can do after placement (1)
Natural Supports:
Environmental and social aspects of the workplace that can be used as employment supports for the veteran, in the absence of staff or program assistance.
Like formal job accommodations, these are often very simple, and create little to no burden for the employer.
Cultivated based on HVRP staff knowledge of the veteran, the employer, and the work site.

23. What you can do after placement (2)
Cultivation of Natural Supports:
Challenge
Strategy
Unreliable Transportation
Determine if a co-worker lives close to the veteran, and could share a ride.
Frequent Appointments During Work Hours
Explore the possibility of schedule-sharing with another employee in a similar role.
Difficult Relationship with Supervisor
Work with veteran to help them clearly express their needs and preferences for management style.
Poor fit between tasks and preferences/interests
Explore possibility of 'job sharing' with another employee to re-align the task match.

24. What you can do after placement (3)
CHALLENGE:
Lack of requisite hard skills to perform all expectations of the position.
Adjusting to the necessities and realities of working.
SUPPORT:
Short term flexible schedule to allow for additional training (provided by an HVRP partner).
Mentors and supporters on the job site.
Veteran mentors who have previously completed HVRP.
HVRP creation of realistic goal sets with small incentives.

25. What you can do after placement (4)
Continue to leverage the strength of your partnership network:
Partners often assume that a placement means that a case is closed-ensure that partners understand that follow up services are an expectation and a strength of HVRP;
Create forums amongst partners to discuss the job search and retention needs of veterans;
Use referrals to expand the veteran’s service team, not to hand them off.

26. Supporting Employees through emotional challenges

27. emotional challenges
Most individuals have had traumatic experiences during homelessness.
Many people who are or have been homeless have had other trauma in their lives.
Homelessness creates a survival mentality, and limits one’s ability to feel safe, have privacy, retain self respect.
Homelessness is an experience of being marginalized, oppressed, and being viewed with bias and prejudice.
Most individuals who experience homelessness feel judged, criticized, and scrutinized.
Experience of homelessness can lead to or exacerbate mental illness (such as anxiety) or substance use/abuse.

28. Overcoming Emotional Triggers (1)
Important to identify all relevant triggers, even those that are subtle or seemingly insignificant.
Assist participant to plan for coping with triggers.
Assist worker to understand why certain environments, tasks, people, or activities are triggers – and why work itself may be a trigger.
Assist participant to connect triggers with problem behaviors and identified barriers, and define new actions to take.
Assist participant to identify supports and how to use them in response to triggers.

29. Overcoming Emotional Triggers (2)
Assist participant to make list of potential triggers, when they may occur, and understand the triggers.
Create specific action steps that worker will take if a trigger is activated, or if the worker is worried.
Identify people and supports that will be used when triggers occur – i.e. identify immediate ways of relieving stress and triggers (breaks, etc.).
Discuss potential triggers with employment specialist or with supervisor in advance, if appropriate.
Assist participant to remove potential triggers from the beginning.

30. Additional Trauma-Related Supports
Work with the Employer to understand emotional support needs (while respecting the veteran’s privacy and comfort with disclosure).
Plan for Medical Appointments and Medication Needs.
Maintaining Enrollment in Health Care Program.
Identify Employer-based resources, including:
Affinity Groups;
Employee Assistance Plans.

31. Supporting Employers with Mental Health Resources and Information
HVRP staff and/or their partners should proactively support employers with:
Information on managing individuals with mental health related challenges;
Connections to community-based resources; and
Specific guidance related to managing the HVRP-referred employee.

32. Questions and Comments
Concerns?
Common misconceptions?
Looking ahead.

33. CONTACT INFORMATION
Cori Di Biase: Dallas Region
Manhattan Strategy Group
Cindy Borden: San Francisco, Philadelphia, and Atlanta Regions
NCHV
Nicole LaCorte-Klein: Boston and Chicago Regions
Atlas Research