Rethinking Employment

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Rethinking Employment

• Presented ToEnhancing EmploymentNovember 27 -
  29, 2001Kansas City

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Who are the Harder to Serve ?

• A person who is
• A new Immigrant, no English, limited skills
• Deaf/Blind
• Multi-handicapped, limited skills
• A woman, nontraditional job, average or below
  skills
• A long term social assistance recipient, does not
  want to go to work
• Early school leaver racial minority youth

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Why Is This PersonHarder To Serve?

• They have more employment barriers
• Employers do not describe them as a potential
  employee or hire them
• They are not motivated to work and /or do not
  cooperate/support the rehabilitation process
• We have been unable to find a job they fit into

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Harder To Serve?

• Cannot access the labor market through
  traditional means of personal skills development
  and self marketing
• Do not look like or self identify as traditional
  employees

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Traditional Responses

• Intensification
• Wage subsidies
• Perpetual training, stalling, abandonment or
  finger crossing
• Statistics manipulation or there are no jobs

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Complex Caseloads

• Continuum of consumers with all levels of skills
  and employment barriers
• Cannot be served in the same way from top to
  bottom
• Strategic planning if resources are to go to the
  harder to serve

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What To Do?

• Employment models need to be expanded
• A conscious strategy of change a new balance
  and more dynamic balance between the 2 key
  employment strategies
• Enhance vocational rehabilitation training
  redesign the employer relationship

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What Arethe Strategic Choices?

• Developmental Strategies interventions that
  focus on the development of consumer competencies
  (focus on the consumer)
• Marketing Strategies interventions that focus
  on employer acceptance of your candidates (focus
  on the employer)

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Employment Elements

• Employability
• Ability the skills to do the task
• Motivation the willingness to do the task
• Accessibility
• Will the employer consider your application?
• of jobs qualified for
• of interviews you get

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Employment Elements

• Credibility
• Does the employer trust your qualifications?
• Trust qualifications are true
• See fit of needs and qualifications

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4 Employment Needs Profiles

• Profiles
• Profile A Can get a job on their own (motivated
  skilled)
• Profile B Should be able to get a job on their
  own but cannot (skilled motivated)
• Profile C Want to be able to get a job but
  cant (Limited skills motivated)
• Profile D Wont work or cannot hold a job
  (maybe skills no motivation)

• Key Barriers
• Profile A Does not know how to self market to
  the employer
• Profile B Cannot get by employers perception
  of external characteristics
• Profile C Limited abilities and cannot get by
  employers perception of external characteristics
• Profile D Not motivated to work regardless of
  skill level

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Evaluate Caseload

• How many
• As -
• Bs -
• Cs -
• Ds -
• How complex is your caseload?

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Development or Marketing?

• Pre-employment training
• Job clubs, resume writing
• Employment counseling
• Vocational goal selection, job shadow
• Skills training, computer skills
• GED, education upgrading
• Housing, transportation, life skills training
• Consumer job search training

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Define Your Programs

• Marketing

• Developmental

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Development/Marketing Balance

• A development to point of self marketing
• B limited development and order taking
• C very limited development and more resources
  to reframing strategy
• D cognitive development

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Developmental Interventions

• Developmental interventions strategies assumed
• Growth in competencies and their recognition got
  you a job
• All clients would be able to develop sufficiently
• A teach a man to fish philosophy was the best
  philosophy of intervention
• Intensification or specialization of the
  predominant developmental strategies was most
  effective for people with more employment barriers

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Harder To Serve

• Harder to serve get more jobs through the
  employment industrys marketing work than through
  development strategies
• Must view the issues of the harder to serve from
  a marketing perspective and not a consumer
  development perspective

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Our Basic Belief

• The employability standard is achieved through a
  personalized linear developmental process
• Linear progress in one direction step-by-step

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An Alternative ModelMicro vs. Macro

• If we cannot get the client to develop to
  employability standards we need to reframe the
  hiring decision to meet the clients ability
• At a macro level, employers will not reframe
  their employability standards whereas they will
  at a micro level
• Employability standards at a micro level are
  changed through marketing interventions because
  hiring decisions are highly volatile. They vary
  by employer, time of hiring, task, competitive
  pressure, employee mix, organization, resources
  and through time

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Third Model

• How do you succeed with clients who are not
  motivated to go to work?D profile
• Small profile but significantly threatens staff
  energy and is overall discouraging

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Cognitive Skills Social Competency

• Cognitive skills are the skills we use to think
• Thinking guides all acting
• If the thinking skills are limited and faulty,
  than so are the potential actions
• Cognitive skills produce social competency
  social competency produces motivation and
  employment

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• Cognitive Deficiencies Characteristics

• Cognitive Skills

• Self Control thinking before acting

• Action oriented not thoughtful
• Impulsive unable to consider consequences of
  their actions
• Advice, warnings or punishments have little
  impact as no reflection on their behavior and its
  effects

• Abstract Reasoning becoming less rigid and
  narrow in ones thinking

• Concrete in their thinking
• Hard time thinking of something not in their
  immediate perception
• Tend to rigidity, narrow thinking, inflexible
• Dogmatic, intolerant of ambiguity
• Will not understand the reasons for rules and
  regulations (difficult time in relationships)

• Interpersonal Problem Solving early recognition
  of problems, ability to examine alternatives,
  assess consequences and interpersonal goals and
  respond appropriately

• Cannot solve problems encountered interacting
  with others
• Difficulty considering alternative solutions
• Unable to calculate the consequences of their
  behavior on others
• Conflict with co-workers, customers - boss

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• Cognitive Deficiencies Characteristics

• Cognitive Skills

• Will behave and act in ways inconsistent with
  their values
• Say getting a job important, but turn down
  opportunities not worth it get more on social
  assistance
• Values are in conflict with their behavior

• Value Reasoning acknowledge values that govern
  ones behavior and learn to identify
  inconsistencies between what we believe and how
  we behave

• Social Perspective Taking acknowledging that
  the behavior of others has impact on ourselves
  and that there are consequences of ones
  behavioral choices for other persons

• Can be egocentric
• See world only from their own perspective
• Have not learned to consider thoughts and
  feelings of others
• Impairs ability to work with others and form
  close relationships

• Cannot critically analyze information or own
  conclusions
• Reasoning is simplistic and illogical
• World constructed in absolute terms, fail to
  appreciate subtleties and complexities
• Accepts simple solutions for complex problems
• Cling to own conclusions stubbornly and rigidly
• Thinking inflexible, maladaptive and not creative

• Critical Reasoning evaluating ideas objectively
  and considering a variety of sources for
  information in the process of decision making

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Strategy

• BCD profiles planned rebalance of staff, time
  and financial resources to emphasize marketing at
  micro level for hard to serve consumers
• Employment outcomes marketing strategy is
  fundamentally different than training/
  preparation strategies
• Nonlinear, more reactive, influence vs. control,
  needs synergy, longer term, external
• Requires different thinking and planning

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Marketing Elements

• Maximize consumer availability, increase size of
  labor pool
• Transfer development to the job (counseling)
• Increase window of placement time
• Build a longer term motivation support program
• Build selling platforms with employers
• Build a long term employer account management
  strategy
• Redesign selling tools and eliminate over selling
• Establish internal confidence in the consumer

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Reframing Selling SkillsFour Basic Needs

• Entry Level Positions
• Reliability
• Dependability
• Availability
• Capability

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Selling Techniques

• Face Credibility
• Listening to needs
• Insider information
• Employer Qualifying
• Who has the entry level jobs we want
• The Reasonable Decision
• Reasonable not the best

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Summary

• Hard to Serve clients do not fall into job
  readiness model planning
• Profiles outline the time and resource balance
  needed between Development and Marketing
  strategies
• Marketing strategies for the hard to serve focus
  on reframing the hiring decision
• Complex caseloads are served with conscious
  combining of marketing and development strategies