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 Minnesotasauer006@umn.edu

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