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Practical Workforce Development” Recruitment & Retention…..getting it rightTRANSCRIPT
Practical Workforce DevelopmentRecruitment & Retention…..getting it right John Sauer, University of Minnesota
Disability In-Service Training Support Service Inc.
Practical Workforce DevelopmentRecruitment & Retention…..getting it right
John Sauer, Project CoordinatorResearch and Training Center,
University of [email protected]
November 6, 2008
Interventions
National Training Institute for Frontline Supervisors and Technical Assistance Project
Participants• 5 States and 8 Organizations• 17 Trainers Trained in 2 Train
the Trainer IntensivesSupervisor Training• 590 Attended RRD Training• 317 Learners Completed 3,075
CFSM Lessons Online• 238 Attended Other TrainingDSP Training• 101 Trained using CDS • 222 Got Revised Training
Other Interventions
• 2090 Saw RJP • 552 Got Revised Interview• 505 Welcomed in a New Way• 85 Participated in a Mentoring
program• 320 Promoted• 382 Participated in NADSP
Project funded by the National Institutes on Disability and Rehabilitation Research H133G030058
DSP Turnover 2003 to 2006 NTIFFS Participants
0%
10%
20%
30%
40%
50%
60%
70%
80%
A B C D E F Average
2003200420052006
DSP Turnover Reduced an Average of 18% in 2.5 Years in Participating Organizations
Moving Mountains: Themes across high performing organizations
• Learning organizations• Executive Directors/CEO relied on advice from DSPs
and knew who they were• Made listening opportunities a part of their routine• Executive and management staff made it clear by
modeling that they could and would do direct support• Decision-making authority given to DSPs and site level
supervisors• Culturally competent
Kentucky: SPEAK
0%
10%
20%
30%
40%
50%
60%
70%
2004 2005 2006
Turn
over
Rat
es
• 220 Pre-service orientation• All got Realistic job previews • Orientation and socialization with
43 mentors • Enhanced training and education
– 96 attended lectures• Recognition
– 280 tenure milestones– 210 attended banquets
www.dspspeak.org
Marketing, Recruitment and Selection Interventions
• Informing/educating the public about your organization—mission, services, workforce
• Letting people know a vacancy exists • Getting as many qualified people as possible to apply
for the open position• Giving the applicant a realistic picture of the job before
a job offer is made• Selecting the best candidate for the position
Targeted Marketing
Stayers• Demographics• Where do they come from?• What do you know about
them?• How do they vary by
service type?• Geography?
Niche Group Marketing
• Gen X and Y’rs• Faith communities• Retirees• Students• Displaced workers• Stay at home
parents
Small Group Activity
• What are the Benefits of hiring persons from your niche group?
• Write an ad that would attract potential DSPs from your niche group
• Where would you post/run your ad?
What is Recruitment?
Recruitment is the process used by the organization to
• communicate with potential applicants that a position is available, and
• describe the position so the potential applicant has an accurate understanding of the job
(Wanous, 1992)
Examples of Recruitment Sources
Inside sources• current employees • people receiving services
and their families or friends• volunteers• staff friends• service coordinators or case
managers • board members • people such as consultants
Outside sources• newspaper advertisements• Internet ads• Fliers regarding open
positions• job boards and placement
offices in high schools and colleges
What is Selection?
Definition• The process used to assure good matches between• The applicant’s
– Skills – Interests– Ability to do the job and
• The organization’s– Job requirements– Culture and climate– Commitment to workforce development
Effective Selection Strategies
• Structured interviews• Realistic Job Previews• Structured observations• Cognitive ability tests
– Writing exercises– English proficiency tests (IL)
• Interview with DSPs• Interview with individuals and family
members
Structured Interviewing
• Helps interviewer gather information to use in making a decision about hiring a candidate
• Each applicant answers the same set of questions• Questions ask applicants to describe experiences that relate
to important job behaviors• Questions address important behaviors that distinguish
excellent performers from poor performers • Situational questions get at a person’s attitudes • Score the answers based on a predetermined behaviorally
anchored scale of how excellent versus poor performers handle this type of situation.
What is one thing you wish you knew about your job before you
accepted it?
Large Group Reflection
Realistic Job Previews: A definition
Presenting factual, balanced information
to job applicants about the position
and the organization before a job offer has been made
Characteristics of Effective RJP’s
• Present the RJP early in the application process before a job offer is made
• Make the purpose of the RJP clear to applicant• Include viewpoints of individuals receiving supports and their
family members• Use actual observations of DSPs on the job • Include information about how current employees view their
jobs• Balance positive and challenging parts of the job to reflect
actual work requirements and experience
RJP Photo Scrapbooks
Http:/rtc.umn.edu/dungarvin/rjp
What’s it like to work for Michael Larson: An RJP
Realistic Job Preview:
A power point presentation
designed to let you know what it’s like to work as a direct
support professional for me.
Direct Support: A realistic job preview
Let’s Review and Rate this RJP Video