Transition for Job Corps Participants with Disabilities`

Rhonda Basha

U.S. DOL

Office of Disability Employment Policy

September 29, 2004

U.S. Department of LaborOffice Of Disability Employment Policy (ODEP)

Providing leadership to increase employment opportunities for adults

and youth with disabilities.

Why Employers Get Involved?

There is the immediate need for the company to fill positions.

Particular industry-specific issues (such as worker shortages or specific technical skills requirements) cause some employers to embrace youth programs.

Many companies feel particularly compelled to bring youth, with and without disabilities, into their workplaces to demonstrate corporate good citizenship and responsiveness to community needs.

What do Employers Need? Awareness of recruitment resources Effective applicant screening Applicants with technical skills Applicants with soft skills

What do Employers Need? Convenient access to applicants Support for youth with disabilities Return on investment for time and resources

Employer Needs

Workforce Professional Obligations: Individual Programs

Awareness of recruitment resources

Connect with existing business and employer networks and job referral and placement organizations;Market services through existing community forums (e.g., newsletters, job fairs, etc.);•Join business organizations;Build and maintain networks of business and employer contacts through continuous dialogue;Make direct contact with new employers.

Effective applicant screening

•Identify competencies needed for each job and industry;Visit companies to identify needs;Understand and adhere to typical company screening processes as closely as possible;Know each youth’s skills, interests, and aptitudes;•Match youth to employer needs and circumstances.

Applicants with technical skills •Ensure youth are enrolled in updated and rigorous skills training programs;•Identify and address barriers to accessing training programs;Match youth skills to job and task assignments.

Applicants with soft skills Encourage employers to support job shadowing and short-term internships as initial effort to expose youth to the workplace culture;Prepare and support youth in soft skills (e.g., appropriate work behavior, language, dress, etc.);•Match youth with peer and adult mentors.

Workforce Professional Obligations: Individual Programs

Employer Needs

Convenient access to applicants

Minimize red tape;Coordinate employer outreach with other professionals;Respond to employer outreach efforts.

Support for youth with disabilities

Identify and address needed job accommodations;Identify and address accessibility issues at workplaces;Provide on-going post-placement follow up with students and employers;•Prepare and support youth with disabilities in understanding and managing job-related disability issues (e.g., disclosure, reasonable accommodation needs, etc.);Conduct periodic disability and diversity awareness training for supervisors and co-workers.

Return on investment of time and resources

Respect employers’ time;Keep meetings short and informative;Ensure that both support services and youths’ presence are benefits, not detriments, to employer operations.

Employer Needs

Workforce Professional Obligations: Individual Programs

Four factors that contribute to Employer’s Willingness and Satisfaction Regarding Youth with Disabilities in the Work Place

Competent and convenient assistance in receiving youth referrals;

Good matches of youth skills and interests to job tasks;

Support in training and monitoring the youth at the work site; and

Formal or informal disability awareness and training for the youths’ co-workers (when the youth chooses to disclose disability).

“Customer Service” Strategies1. Competent and convenient

assistance in receiving youth referrals

Conduct informational interviews with prospective employer partners to find out about their human service and operational needs

Use business language to describe what you can do for the employer to meet these needs: “recruitment assistance,” “prescreened applicants,” “reduction in recruiting costs,” “customized responses to human resource needs,” “access to an expanded labor pool,” “preparing the future labor force,” “help in managing a diverse workforce,” etc.

Establish a single point of contact Maintain professional and

responsive contact: be on time, dress professionally, return phone calls promptly, thank employers for their time.

“Customer Service” Strategies2. Matching of youth skills and

interests to job tasks Identify tasks that are important

to both the youth and the employer so they both stay interested and engaged.

Know both the youth’s capabilities and interests and the employer’s circumstances thoroughly: never try to force the match.

Customize assignments as necessary: depending on employer resources (i.e., co-worker mentor, supervisor time, in-house training, etc.) look for tasks that can be monitored most effectively.

Propose and negotiate task assignments based on how it will help the employer.

“Customer Service” Strategies3. Support in training and monitoring

the youth Clarify employer expectations

about job training, coaching, and follow-up: don’t leave it to chance.

Clarify and agree on how follow-up will occur: how often, when, under what circumstances.

Follow through on agreed follow up procedures: that is, “service after the sale”.

Be at the job site as often as the employer expects/requests it, more often only when it is not an imposition, but never less.

Solicit employers’ feedback on service.

Adjust support and service to employers based on their feedback.

“Customer Service” Strategies4. Formal and informal disability

awareness (only when youth choose to disclose disability)

Ask the employer/co-workers about experiences they may have had with people with disabilities.

Ask the employer what further information is desired to be comfortable supporting and accommodating the youth.

Provide disability awareness information based on what the employer asks for.

Model interaction and support appropriate for the youth.

Deliver information about specific accommodations required by the youth (only if asked to do so by the youth).

Be prepared to periodically give employer more guidance and information as needed.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: People with disabilities do not want to work.

NOD/Harris Survey reports that 2/3

of working age people with disabilities are not employed and 2/3 of those would like to be working.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: Corporate litigation cases will increase.

Since ADA was implemented only 530 suits filed by the EEOC and of those 469 resolved mostly in favor of the businesses.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: Workers with disabilities pose greater safety risks to themselves and others.

A Dupont study demonstrated that people with disabilities did not contribute to an increase in compensation cost of lost-time due to employee injuries.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: Employees with disabilities can not be fired like other employees.

ADA does not protect those unable to perform the essential functions of their job.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: Company insurance rates will increase.

Insurance rates are not based on the number of employees with disabilities – but based on history of accidents.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: Co-workers will not accept people with disabilities.

Employers report that having an employee with a disability tends to have a positive impact on the work environment increasing the coworker's productivity and general satisfaction.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: People with disabilities are too slow and unproductive.

A Dupont study indicates people with disabilities equal or surpass other workers in performance, attendance and safety. VCU’s RRTC’s research shows that supervisors rate their employees as just as productive.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: Accommodations are too expensive.

JAN reports: Half of all

accommodations are less than $500

Tax credits are available to defray costs

If it would impose undue hardship not required

Business Case Information Building the business case

Presenting industry specific labor market information

Addressing assumptions, preconceptions, and concerns

Evaluating actual benefits and costs Showcasing effective practices and

model policies

Business Case Messages (DRAFT) Studies by DuPont and Virginia

Commonwealth University over the last 10 years indicate employees with disabilities perform above or comparable to supervisors’ requirements.

Job retention for people with disabilities is currently 50 percent longer than for their non-disabled colleagues.

Attendance records are the same or better for people with disabilities compared to their non-disabled colleagues.

Business Case Messages (DRAFT)

Technology in all environments from the office to the manufacturing floor has changed the way we all perform our jobs. This opens new opportunities for employers to utilize the talents of people with disabilities and levels the playing field.

Tips for Maximizing SuccessfulEmployment Outcomes

Focus on the individual's abilities as opposed to disabilities

A good match between the needs of the employer and the client's skill sets and abilities is a challenge that must be met in order for the results to be successful

Tips for Maximizing SuccessfulEmployment Outcomes

Educate employers/debunk the myths Ensure that the on-going support is

adequate to meet the needs of both the youth, the employer, and the coworkers (On site job coaches/facilitators)

Tips for Maximizing SuccessfulEmployment Outcomes Remember that recruitment costs money Make employers aware of tax credits Make sure that youth with disabilities in your

program develop the soft skills and leadership skills they need to advocate on their own behalf regarding accommodations

Partnering with other organizations will reduce your burden while improving your outcomes. Resource: US Business Leadership Network http://www.usbln.com

Intermediaries

An entity that “convenes leadership and brokers relationships with multiple partners across multiple funding streams; brings together workforce development systems, vocational rehabilitation providers, businesses, labor unions, educational institutions, social service organizations, faith based organizations, transportation entities, health providers, and other Federal, State, and community resources which youth with disabilities need to transition to employment successfully.”

What do Intermediaries do?Four strategic intermediary functions: Convening local leadership; Brokering and/or providing services to workplace

partners, educational institutions, young people, and the youth-serving system;

Ensuring the quality and impact of local efforts; Promoting policies to sustain effective practices.

Customized Employment

Customized employment means individualizing the employment relationship between employees and employers in ways that meet the needs of both

May include employment developed through job carving, self-employment, or other job restructuring activities that result in job responsibilities being customized and individually negotiated to fit the needs of an individual.

Customized Job Development

The Applicant’s Conditions, Preferences and Contributions are identified through a Customized Planning Process as well as a Task List.

The Job Developer then meets with specific employers in an effort to negotiate a customized job description.

From a list of potential employers identified during the Customized Plan.

Disability Mentoring Day

Wednesday, October 20, 2004

Over 80 Local sites in the U.S.

DMD Website http://www.dmd-aapd.org/

Resources JAN (Job Accommodation Network)

www.jan.wvu.edu

WRP (Workforce Recruitment Programwww.wrpjobs.org

Washington Internship Programwww.twc.edu/diversityingovernment.HTM

Career Voyages www.careervoyages.gov

Resources NCWD/Youth

http://www.ncwd-youth.info/

NCWD/Adult www.onestops.info

Disability Info

www.disabilityinfo.gov

EARN (Employer Assistance Referral Program)www.earnworks.com

Resource Documents High School/ High Tech Program Manual

http://www.ncwd-youth.info/resources_&_Publications/hsht_manual.html

Assessment Guide http://www.ncwd-youth.info/resources_&_Publicati

ons/assessment.html Knowledge, Skills, and Abilities Paper

http://www.ncwd-youth.info/resources_&_Publications/background.php

Resource Documents Disclosure Toolkit

Product coming from NCWD/Y