customized employment plan norciva shumpert marc gold & associates employment for all

Customized Employment Plan

Norciva Shumpert

Marc Gold & AssociatesEmployment for All

Marc Gold & Associates©[email protected] & [email protected]

• Discovery of the Job Seeker

• Developing a “picture of the job seeker”, a profile

• Facilitating a customized employment plan, a blueprint for job development

• Creating a representational portfolio of the agency and the job seeker

• Developing a created job; unmet need of the targeted business matched to job seeker

Customized Employment Process


Discovery• At their home• In a new place• In a familiar place• Interview and conversations

with the job seeker with important people to the job seeker with critical people to employment with people in the community/systems

• Place significant information from discovery in the profile part 1-2

Who is the Job Seeker?


• Discussion between the family, job seeker and the profile developer to determine if further clarification of information is necessary before planning.

• Profile developer completes Part III and presents to the Job Seeker.

• The Job Seeker says “this is an accurate picture of me”

When is the Profile Complete?


The plan which directs job development efforts

• Planning occurs in a planning meeting.

• The planning meeting makes the connection between “who is the job seeker” to “where” for employment

• Creates a vision of where the job seeker might be at their best in a work setting

Employment Planning


Like planning for a custom home

This process is something like homebuilders meeting with the architect and builder for the design of a custom home.


Preparation for Planning• Essentials, such as date, persons to attend, location, • Sharing the profile

Narrative Profile; discussions on certain parts of the profile, copies for participants

Visual Profile; a binder to present the information, an LCD Project

Next Step:Customized Employment Plan


• The profile is an intimate document and may need to be revised to be shared with plan participants…. A shared version and a job developer version

• Agency policies around confidentiality need to be addressed to share the profile.

Disclosure and Planning


Introducing Sadie

Sadie is an 21 year old 2007 graduate of Natchez High School.

She is looking forward to going to work.


Her home

Sadie’s Dad

Sadie has a full life in the Natchez Community


Sadie’s colleagues on the yearbook staff at school.

Sadie’s best friend, boyfriend and teacher

A People Person . . .


Sadie Has Skills Related To Office Work


• The job seeker will typically ask that evaluative statements are removed from the profile. (Evaluative statements are NOT a part of the profile as it is taught.)

• Disclosure about the job seeker is never the “bare facts” of the job seeker’s complexity, such as their disability. It is the impact of their life complexities on their potential employment. This is in the rich description of the job seeker, Part II that leads to Part III.

Disclosure


• The meeting belongs to the individual.

• It is often necessary to determine who holds “trumps” at the meeting.

• No more persons paid to attend should be invited than those not paid to attend.

• The individual and family should determine the timing of the meeting as well as those who should attend.

The Customized Planning Meeting


The Customized Planning Meeting continue

This meeting is best held in a meeting type room rather than in a living room or kitchen unless the group is very small.


The Customized Planning Meeting Flow

Record the information from the meeting on the Profile Planning Meeting worksheets and, when the meeting is over, type up all of the information and mail it out to individuals.


• It is often necessary to determine who holds “trumps” at the meeting.

• No more persons paid to attend should be invited than those not paid to attend.

• The individual and family should determine the timing of the meeting as well as those who should attend.

The Customized Planning Meeting


• Determine appropriate persons Job seeker selects/approves persons to participate Profiler suggests participants based upon discovery

and possible offering of that participant Recognize the distinction between knowing the job

seeker and knowing the community• Invite 10 – 12 people maximum.• The meeting is about employment, not about feasibility of the

person or whether he/she should work.

The Employment Planning Meeting


• Job seeker owns the meeting Create strategies for effective control by the job seeker of the

meeting outcomes Determines the appropriateness of information in the plan

components Establishes priorities Sets the communication and pace of the process

• Facilitator responsible for the process and obtaining necessary negotiations and components

Ownership of the Meeting


Facilitating a Customized Plan

The best person to facilitate a plan is the person who spent the time to get to know the job seeker. This allows for more participation by the individual and family.


• Invite 10 – 12 people maximum.

• The meeting is about employment, not about feasibility of the person or whether he/she should work.

• Consider participants and plan/negotiate for a successful way to manage the meeting.



• Translation of the “who is the Job Seeker” to an employment perspective of the Job Seeker.

• A blue print of the ideal characteristics of employment: conditions,

preferences,

contributions,

• The terms of negotiation,

• A script for job development,

Outcomes of the Meeting:


• An individualized list of potential tasks the job seeker offers the employer

• A prioritized prospecting list of employers,

• Names of connections to the employers,

• Team members with assigned duties to assist with job development.

Outcomes of the Meeting cont.


• It is usually best to have the person who led the Discovery Process facilitate the planning meeting.

• The meeting usually lasts 2 – 2 ½ hours.

• This meeting is best held in a meeting type room rather than in a living room or kitchen unless the group is very small.

• Job Developer needs to be present.



• Prior to beginning the meeting, speak with the job seeker to decide upon ground rules to set for the meeting.

• Review these with the group and post them where attendees can view them.

• Explain the job seeker’s role in the meeting.

Ground Rules


• Before beginning the meeting, check in with the group to ask if anyone is going to be leaving early.

• Make sure that the main players will still be in attendance when you are going to be asking for commitments in job development activities.

Meeting preparations…


The job seeker is a part of the complete meeting; • time frames may vary based on the job seeker,• time of the meeting to have the most focus, important people at the

meeting,• meeting may have to be broken into segments for different days.

How “who is the Job Seeker” impacts the meeting


• Participants of the meeting sections may need to vary

• Translation into “ideal characteristics of the job seeker” clarification for the group and negotiations around conditions

How “who is the Job Seeker” impacts the meeting cont.


Planning Meeting Components

Ideal Conditions of Work:Interests

ConditionsContributions

Potential Tasksoffered employers

Specific EmployersConnectionsTasks offered


Job Seeker• Contribute information about conditions, preferences,

contributions, & tasks,• Determine yes/no on characteristics,• Give permission to recorder for information written on chart,• Prioritize prospecting list.

Participant Roles in the Meeting:


• Recorder Must get job seeker’s permission

• Facilitator Retains focus on employment terms, Helps to clarify essential characteristics, Guarder of the process and ground rules, Supports the individual to participate.

Participant Roles in the Meeting cont:


Section 1:To get the meeting started begin with a What Works/What

doesn’t Work activity, charting responses from the group.

This activity serves to break the ice, to welcome input from members and to set the tone that the meeting belongs to the individual.

The Customized Planning Meeting Flow


What Works What Doesn’t

What Works/What Doesn’t


What Works• Being organized

• Helping in child care class

• Doing tasks the same way each time

• Following written or visual schedule

• Reading

• Lists, following directions

What Doesn’t• Unorganized situations• Being touched by others• Having people stand behind her• Working in hot settings• Taking stern correction• “Moody” days• Losing games• Stormy weather

What Works/What Doesn’t


Section 2:Ask the individual, with assistance as necessary from family

members and educational personnel, to describe characteristics of his/her ideal job. Write on the flip chart the key information that is given. Define the ideal job in terms of the job seeker’s:

Conditions

Preferences/Interests

Contributions

Characteristics of an Ideal Job


• Creating a vision of “where” the job seeker would be at their best Ideal is used to see the job seeker “at their best” The community is then considered through the “lens” of the job seeker

Ideal Characteristics of Work


Conditions are features that have been identified as essential to the success of any job to be developed for the applicant.

• e.g. days of work, pay, benefits, location of the job, inside/outside work, time of day, hours per week, supports needed, etc.



Conditions

a “go to person”, place where his actions

communicate needs, same people daily, same tasks daily,weekdays, 10am to 1pm,within 10 miles of family home


Condition:

A place where the same people are there daily to learn to understand what she is saying


• While it is possible to have too many conditions, these are extremely important considerations in customizing a job.

• Matching during the plan to specific employers• Determining the negotiations necessary for success with a

specific employer for success - negotiations is an essential part of customization

• Target no/no go conditions for success

Conditions


• Make sure that all essential features are addressed,• But keep in mind that the more conditions you list, the

narrower the field of employers becomes,• Conditions need to exclude paid supports

Clarifies “what” a support person would need to do for a job seeker on a job

Creates an opportunity to use co-workers to support the job seeker

• The job seeker will confirm whether or not a feature is actually a condition.

Conditions cont.


_________________ _________________ _________________ _________________ _________________ _________________ _________________ _________________

Conditions for Employment


Morning hours No later than 4:00 PM 4 – 5 hours per day 3 days/week during school 5 days/week after school Mon. – Fri. /1 Sat. and Sun. per month 15 mile radius from home Inside, air conditioned Job has routines Natural supports available Sitting for most of work Organized workplace that uses lists for duties

Conditions for Employment


Interests give direction toward a certain area type of industry or career • These should be stated in the broadest possible manner, allowable by the

applicant.• Preferences might include: working around other men, office work or

working in a retail setting. Do not confuse work preferences with preferentially-stated conditions.



Motivation to go to work

working with plants


Motivation from daily life

Interest - Music• Observed

in daily routine in conversation and length of

time discussed in tone and expressions

during discussions observed by others

• Knowledge of artists, songs• Willing to share information


______________________ ______________________ ______________________ ______________________ ______________________

This area will typically be the smallest in terms of number of characteristics listed.

Interest Areas:


Office Work Food Services Retail Services ______________________ ______________________This area will typically be the smallest in terms of

number of characteristics listed.

Interest Areas:


Contributions refer to the individual’s characteristics that will be offered to employers. These might include:

• Personality characteristics

• Skills

• Credentials

• Experiences

• Recommendations



(be sure to add descriptive examples) ______________________ ______________________ ______________________ ______________________ ______________________ ______________________

Contributions: Personality Characteristics


Very organized (Sadie takes care of all her clothes, ironing and laundry)

Great memory (Sadie remembers the birthdays, meeting times and license plate renewal for all family members)

Dry, sharp sense of humor Fun loving person

Contributions: Personality Characteristics Example


• Contributions: Skills Use Profile of Discovery, Part 5

• Contributions: Experiences Worked on Senior yearbook staff, NHS Volunteered at church child care center Sorts mail for all teachers at NHS

• Contributions: Recommendations Mr. Gibson, school principal

Contributions


Skills & Characteristics

Skills included• following instructions• knowledge of coffee process, • customer service with ordering, • basic dollar management,

Personality characteristics included

• always pleasant• on time for work• willing to learn• learns after a few demonstrations• seeks to “get it right”


Contracting for services

quality more important than pace accuracy of information immediacy of information


Section 3:Use this activity to identify the types of job tasks that can be performed by

the individual and that are felt to be needed in the local area, that meet the ideal characteristics. This list will become the Task List in the applicant’s portfolio. List these tasks on a flip chart.

The task list from the profile is a useful resource in identifying tasks the individual wants to do.

Development of a Task List


Current Skills refer to any work-related performance activity that the individual can currently perform without support or with support, as described.

Potential Tasks refer to any work-related performance activity that the individual should reasonably be expected to perform at work, with training, supports and accommodations as necessary, based on the current skills they now have.

Skills > Tasks


(if possible, customize to various interest areas) ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________ ___________________

Tasks List:


Tasks the job seeker can learn to do that fit their ideal conditions, contributions, areas of interest

• Begin with Area of interests• Think of tasks in that “area” that match the job seeker’s contributions and

conditions for learning• Avoid Job Titles

Greeting VS Greeter

• Options for identifying tasks Listing of tasks by interests (two lists) Identify one contribution or interest and identify the tasks that could be learned by the job

seeker

What are Job Tasks?


(if possible, customize to various interest areas)

Office Shredding Running errands Delivery Running copier Filing Sorting, collating Matching checks with invoices Stapling Folding, stuffing, sealing, labeling Light data entry Faxing Backing up files to CD

Tasks List Example



Food Service Cold food prep Cutting Portioning Arrangement, layout Serving in cafeteria line Stocking salad bar Cleaning salad bar Condiment replenishment

Tasks List Example



Retail Services Folding, straightening, Facing Stock Unboxing, Shelving Hanging Tagging Installing/removing detection sensors Restocking of returned stock Inventory scanning, pricing Light data entry

Tasks List Example


Raising Expectations of Tasks

Requesting assistance from professionals in the area of interest to identify more technical tasks that the job seeker may learn, blockbuster tasks vs

production company tasks

Shifting away from filth, folding, flowers, food


Section 4:Identify specific employers in the area who might need those types of job

tasks. Be specific, naming businesses in the area. Be sure all of these businesses meet the key information identified in the applicant's ideal characteristics and task list.

Try to identify from 15 – 25 employers at this meeting.

Specific Employer List


Employers Tasks Contacts _____________ ____ _________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________ _____________ ____ __________



Employers Tasks Contacts1. Natchez Public Schools O EJ2. Natchez Regional Hospital O/F/R3. Adams County Sheriff O FJ4. St. Mary’s Catholic School O/F MW5. Circuit Clerk’s office O EJ6. Tax Collector’s office O EJ7. Natchez Democrat paper O FJ8. Bluffs & Bayous paper O9. 95.1 Radio O EJ10. B&K Bank O FJ11. United Mississippi Bank O EJ

Specific Employer List Example


Employers Tasks Contacts12. Co-Lin Community Co. O MW13. Entergy - Callon Oil O FJ14. Isle of Capri O/F/R15. Caters Dept. Store R/O EJ16. Belks Dept. Store R/O17. JC Penny R/O18. Stage R19. Shoe Dept. R20. Payless Shoes R21. Diane’s Frame Shop ? NT22. Bookland R/O

Specific Employer List Example


For each employer on the prioritized call list, identify potential tasks from the individual’s call list felt to be appropriate for that type of business. Simply place the number(s) of the tasks from the task list developed previously in the meeting.

Connecting the employer call list to the job seeker


Prioritize the list by asking the applicant and family to identify the employers that are preferences, which ones should be contacted first and the order for subsequent calls.

Prioritizing the employer call list


• Types of job tasks that can be performed by the applicant, that meet the ideal characteristics, and are felt to be needed in the local area.

• Also include tasks that the applicant is likely to be able to perform.

• Combine similar type tasks.

• Number the tasks.

Development of a Task List


• Assisting others• Providing information to others• Making copies from copy machine• Greeting people• Matching names, items• Directing people to areas• Obtaining answers for difficult questions

Job Tasks


• A job is developed in the area of the Job Seeker’s interests. This provides the motivation and desire for the applicant “to be their best”.

• The ideal conditions are matched to the various aspects of the worksite and to the job tasks. Physical environment Social environment Issues and supports

• The job seeker’s contributions lead toward the tasks an applicant can offer an employer, thus a tailored job description.

Discovery leads to Customizing!


• Specific employers in the area who might need those types of job tasks.

• Be specific, naming businesses in the area. Be sure all of these businesses meet the key information identified in the applicant's ideal characteristics and task list.

• Try to identify from 15 – 25 employers at this meeting.



• For each employer on the prioritized call list, identify potential tasks from the applicant’s task list that might be needed within that business.

• Place the number(s) of the tasks from the task list next to the employer name.



• Prioritize the list by asking the job seeker and family to identify the places that are preferences, which ones should be contacted first and the order for subsequent calls.

• Determine if anyone in the meeting has a contact with employers on the list or a friend who knows someone there.



Employment Plan


• Ideal Conditions: always busy, physical work flexible on certain days, 20 – 30 hrs week, $20 an hour minimum, time off for doctor appointments, drug free environment, money/cash free responsibilities, working with a knowledgeable partner or support when dealing with loans and vulnerable people, transportation provided either by a car or by employee supports,

• Interests: real estate, financial loans, • Contributions: high home sales, knowledgeable of government

and other resources for loans, communication skills with multiple individuals, coordination and follow up efforts to help others reach their goals, teaching skills, previously certified with various housing programs, hard worker, fits in with all groups of people

Introducing Dee


• Make a list of activities that need to happen next.

• Include the name of the person responsible for each,

• And a deadline by which it will be completed.

• Set a date/time for the team to reconvene and review progress.

• Use the job negotiation/development contact sheet to share progress

Job Development Plans:


• Wage Employment Labor Market (optional) Customized (necessary)

• Self Employment Business Plan development based upon job seeker

o operations plano marketing plano financial plano legal plan

Determines the Success of the Business

Employment Planning


• Ideal Job Characteristics Conditions Contributions Interests Areas

• Task Identification, and • Identifying Specific Employers/Businesses• Identifying connections to the employers

Customize the Job Search:Employment Planning

customized employment plan norciva shumpert marc gold & associates employment for all

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