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

2. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 2 Areas to be Covered Individualized Job Development Meeting Employers needs Establishing Relationships Language Approaching Employers The Sales element of Job Development

3. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 3 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

4. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 4 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.

5. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 5 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

6. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 6 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

7. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 7 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

8. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 8 Know The person’s conditions around employment The family’s conditions around employment The person’s contributions

9. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 9 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

10. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 10 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?

11. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 11 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

12. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 12 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

13. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 13 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

14. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 14 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

15. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 15 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

16. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 16 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

17. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 17 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

18. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 18 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

19. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 19 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

20. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 20 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)

21. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 21 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)

22. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 22 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

23. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 23 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

24. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 24 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

25. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 25 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

26. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 26 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?

27. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 27 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.

28. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 28 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?

29. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 29 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?

30. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 30 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

31. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 31 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

32. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 32 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

33. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 33 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

34. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 34 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

35. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 35 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

36. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 36 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.

37. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 37 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.

38. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 38 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.

39. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 39 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

40. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 40 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.

41. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 41 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

42. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 42 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.

43. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 43 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

44. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 44 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.

45. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 45 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

46. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 46 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.

47. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 47 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

48. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 48 Types of Initial Employer Contact Informal Contact Occurs when you ask for an appointment in an informal context, not associated with the employer’s business. Drop-in Visit Stopping 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.

49. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 49 Types of Initial Employer Contact (cont.) Telephone Contact Calling 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

50. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 50 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".

51. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 51 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

52. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 52 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

53. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 53 Outline for an Initial Presentation 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

54. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 54 Outline for an Initial Presentation 5. Close the initial presentation  Ask for an opportunity to return for additional discussions and a tour of the business

55. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 55 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.

56. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 56 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.

57. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 57 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”

58. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 58 Upcoming Webinars Serving Individuals with Most Significant Disabilities June 9, 2011 Self-Employment as a Viable Option for Individuals with the Most Significant Disabilities

59. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 59 Comments & Questions

60. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 60 Contact Information Abby Cooper Kennedy Douglas Consulting Email: abbylindmancooper@gmail.com

61. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 61 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: tacesoutheast@law.syr.edu

62. 62 Education Credits DEADLINE: May 13 CRCC 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/myportalTACEsoutheast.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.

63. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 63 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)].

64. TACE Center: Region IV, a project of the Burton Blatt Institute. Funded by RSA Grant # H264A080021. © 2011 All Rights Reserved 64 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.