“Best” Practices in Job Development

Prepared for the Homeless Veterans Reintegration Project

byGary Shaheen, Managing Director for Program

DevelopmentSyracuse University Burton Blatt Institute

geshahee@syr.edu

Today’s Topics

“Supply Side” Tips and Tools :“Work fast”- Using outreach tools to explore

employment Customizing the job development process Support for job development

“Demand Side Tips and Tools Understanding employers’ needs Tips and Tools for employer marketing  Checklist - Key steps in improving job development

When should job development start?

Old paradigm: Wait until people are permanently housed, clean and sober, symptom-free, etc, etc before you provide help getting a job

New paradigm: Include conversations about work at outreach, early engagement in jobs to build trust, hope and motivation to change, customize to address job-seeker and employer’s’needs

What we know………………

Job development is more than just job placement The best ‘work readiness’ services are those that

get people into jobs quickly Jobs that they choose and want Jobs in real work settings for real pay Jobs with pre-and post employment supports

Employment services should address both: The ‘supply’ side (our customers’ interests, needs,

barriers and opportunities) and The ‘demand side’ (what employers want or need)

Employment Services At Outreach/EngagementInformation and conversations about workLink access to housing with access to work“Standing offer of Work in or out of house”

Peer support for employmentPurpose:

Develop Trust, Awareness & Motivation

Provide Employment ServicesAssessment and goal development

Establish employment teamAwareness of job market

Job development or self-employment

‘Supply Side’Understand job qualifications

Job development planningID triggers/challenges

Independent or facilitated job searchSelf-employment training

Asset development /financial literacyBenefits advisement

Retention/advancement planEmployment teamOngoing support

Purpose: Meet job-seeker need

‘Demand Side’Business Advisory CouncilsLabor market identificationJob site accommodations

Hiring incentivesExploratory interviews

Job testingLink to education/skills training

Involve in training program development

Purpose: Meet Employers needs

Jobs that meet job-seeker and employer needs

Ongoing Support to Employee & Employer for Retention, Advancement

Customized Planning for Job-Seekers who are Homeless Should Address:

“Concrete” barriers, i.e., access to laundry, showers, clothing

Lack of fixed address for mail or telephone to receive and return messages

Personal humiliation and lack of self-esteem Criminal histories Poor employment histories Lack of Transportation Focus on immediate needs vs. longer term goals Impact of lifestyle change Managing housing stability/recovery and work Unclear expectations/inadequate information Physical health

Some principles of job development for homeless Vets

Job development starts at outreach Job retention planning starts early Operationalize choice Capitalize on strengths gained through survival Address unique needs and issues faced by Vets Job development means addressing fundamental issues of

poverty through employment and asset accumulation Job development is best done with employers as partners Rapid job search rather than extensive ‘pre-vocational’

requirements equals better outcomes Provide comprehensive, wrap-around and continuous

supports Use evidence based and promising practices with fidelity to

ensure better outcomes

Job development starts at outreach

Make work part of the conversation about engaging in services

Prompt and listen to people’s stories about jobs they had and jobs they may want

Encourage stories that help the individual to see unidentified yet transferable skills

Provide information Assess the value of an offer of

work as a ‘hook’ to influence positive change

Understand the ‘stages of change’

“Tell-Show-Do”

J ames A. Parcell – The Washington Post

Job retention planning starts early

Create a retention plan Help to identify ‘triggers’ Be clear with employees and employers

about your role Participate in the Integrated Services

Team to troubleshoot retention Meet with employees in comfortable, non-

stigmatizing places off the job Encourage (or require) meetings on a

consistent, regular basis “Debrief” after work Help to “problem-solve” through

counseling, role playing, reviewing assessments and employment plans

Re-Entry Issues affecting job development and retention When to disclose a criminal record? How to advise on disclosing a criminal record? What about resources for expungment?

Clean Slate Program, San Francisco Public Defender’s Office, 555 Seventh St., San Francisco 415-553-9337

More resources on the Web: www.reentrypolicy.org www.etcny.org –Exodus Transitional Community www.dol.gov/cfbci/ready4work.html

Operationalizing “Choice”Job Preferences

Type of job Location &

business type Size of employer Self-employment? Proximity to

specific services, public transportation

Income expectations

Effect on benefits?

Support Self-represent or

represented Accommodations Access to training Budgeting Preparatory skills Ongoing counseling and

support Transportation Clothes

Capitalize on strengths gained through survival

What are the skills I gained and used to survive on the streets and in shelters?

Do employers need these types of skills? Are they skills that are relevant to self-employment? Who helps me in my recovery and what do they

provide? Do I need similar help as part of my employment

team? From your knowledge of your community-where are

the jobs?

Rapid job search rather than extensive ‘pre-vocational’ requirements equals better outcomes (Excerpted from Supported Employment Evidence Based Practices Kit)

Beginning the job search early demonstrates that you take their desire for work seriously

Looking for jobs early can help to confront fears about work

Rapid job development takes advantage of consumer’s current motivation

By exploring job options and learning more about real work requirements and settings, consumers learn more about their preferences

Address unique needs and issues faced by Vets

Service-related trauma Integrated treatment, job development and

supportive services Service related skills

Identify skills that are present, transferable, applicable to the job goal and include in job development plan

Service related benefits Integrate Vets benefits, SSI/DI advisement on

an ongoing basis in job development and retention planning

Job development means addressing fundamental issues of poverty through employment and asset accumulation Assets (owning a home or business, investments, savings,

property) provide greater financial security and independence.

Assets improve community participation and quality of life.

Saving money and developing assets will produce choices about where one lives and impact: mental and physical health; positive self-concept expectations and status with other community

stakeholders

Enduring poverty singularly diminishes freedom, opportunity and self-determination

Provide info and assistance to access Federal tax credits (like EITC), financial literacy, individual development accounts

Job development is best done with employers as partners (adapted from PWI)

Establish a Business Advisory Council (BAC), comprised of representatives of private industry, business concerns, One Stop, organized labor, and job-seekers that will:

Help identify job and career availability within the community,

consistent with the current and projected local employment opportunities

Help identify opportunities for self-employment Identify the skills necessary to perform those jobs and careers; Help develop training programs designed to develop appropriate

job, career and self-employment skills; Help arrange or provide:

Training in realistic work settings to prepare people for employment and career advancement in the competitive labor market or in self-employment; and

Understand and implement job accommodations and worksite modifications

Provide comprehensive, wrap-around and continuous supports

Professional, peer natural supports

Understand triggers that can lead to job loss

Develop a job loss prevention plan

Develop a career growth plan

Manage benefits all along the way

Evidence-Based Programs•Conceptually sound and internally consistent

•Program activities related to conceptualization•Reasonably well implemented and evaluated

Promising•Some positive outcomes

Effective•Consistently positive outcomes

•Strongly implemented and evaluated

Model•Availability for dissemination

•Technical assistance available from program developers

SAMHSA’S MODEL FOR EBPsSAMHSA National Registry of Effective Programs and Practices (NREPP) http://modelprograms.samhsa.gov

Why Use Evidence Based Approaches?

Evidence based practices yield better outcomes Evidence based programs have fidelity measures SAMHSA acknowledges that the evidence base is

limited in some areas SAMHSA supports promising practices where

evidence of effectiveness is based on: Formal consensus among recognized experts Evaluation studies not yet published

What evidence-based Supported Employment is NOT

Work crews Sheltered workshops Referral out Extensive pre-

assessment and testing

Work preparation/skills development

Transitional employment positions

One-time placement On-site job coaching Rehabilitative day

treatment Generic

psychosocial rehabilitation

Clinical services alone

Some Tips for Job Development and Placement

Typical Challenges

Force-fitting placements to meet program outcomes

‘Passive job development’ Not following up on a regular basis

with active and potential employers Focusing on the disability rather than

the ability Starting with tax incentives Promising “two for one” Guaranteeing 100% productivity or

attendance Offering to do all the training and

supervision Failing to plan for the next step

(advancement, transition)

Suggested Responses

Define features and benefits Offer examples to employers of

ways part time, negotiated or carved jobs has helped an employer in the past

Understand employer training needs, growth jobs

Help the job seeker break down the job development process into attainable steps

Use peer support and mentors Use testimonials and referrals