constructing the story - griffin-hammis associates€¦ · specific needs of the employer. the...

5/15/2020

1

A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com 1

Constructing the Story:Discovery, Vocational Themes,& Customized Job Development

1

Russell Sickles, Senior Consultant

Griffin-Hammis Associates, Inc.


Discovery & Customized Employment

1. What is the Story?

2. Tell the Story Better!

2


Constructing the Story

“A story is about significant events and memorable moments, not about time passing.”

-Daniel Kahneman

3

1

2

3

5/15/2020

2


Constructing the Story

• Stories are not Static; they are Alive and provide guidance for Job Development

• Stories are Not The Sum Total of Skills, Tasks, Attributes, or Interests … These make the Story Stronger

• Stories Connect Human Beings through something Shared or In Common; Will someone Identify/Relate?

• Stories will be part of the “Ask,” so they must be Coherent, Robust, and Make Sense to those asked (Scrutinize the Evidence!)

• “A Person is like a Deck of Cards.” – Errol Morris

4



4

5

6

5/15/2020

3


• Theme: Performance (not Halloween)

• Theme: Organization (not filing)

• Theme: Transportation (not cars)

• Theme: Cleanliness (not cleaning toilets)

• Theme: Restoration (not recycling)

• How many places can we think of?

• Mix a Person’s Themes and What do you Get?

Constructing the Story(Vocational Themes)


Emerging Vocational Themes:Informational Interviews

• First Use: (Asking for Advice from someone with a similar Theme) Skills/Theme refinement, Interest Check, Work Experience Development, Training Strategies, Assistive Technology Ideas

• Second Use: (Proposal/Discussion/Negotiation to create value through Employment) Career Planning, Customized Job Development, Business Idea Development, Resource Ownership

8


Storyboard/Portfolio ActivityDevelop a draft storyboard for your own personal portfolio that highlights your skills and talents. Consider possible images—and supporting brief and descriptive narrative—that could be used during a planned presentation and discussion regarding one of three possibilities:

1) A job proposal to a targeted hypothetical (or real) business regarding a narrow/specific set of skills you possess (example: grant writer; carpenter; welder; sous chef, etc.).

2) A presentation that you would present and discuss during a “reverse job fair” that highlights your diverse set of skills and talents to a variety of potential businesses.

3) A presentation for a specific business idea, highlighting the product or service you propose to offer, the skills used to offer these products or services, why this business makes sense for you, and why customers should use your business.

9

7

8

9

5/15/2020

4


Customized Job Development

Be A Detective, not a Fortune-Teller or

Enemy of the Algorithm

10


Competition and Comparison

• What is the Purpose of Traditional Job Development Strategies (Assessments/Evals, Resume Development, Interview Practice, Job Openings, Applications, Interviews)?

• Who Benefits?

• Why Might this be a Problem for Employment-Seekers with Complex Lives?

11


10

11

12

5/15/2020

5


Figure 1. Primary Support Activities

13


Figure 2. Settings for supports leading to hire

14


Customized Employment Competency Model

15

13

14

15

5/15/2020

6




16

17

18

5/15/2020

7



Just another day at United Airlines?

20


19

20

21

5/15/2020

8


What is Customized Employment?

• Individualizing the employment relationship between employees and employers in ways that meet the needs of both (predicated on negotiation)

• Based on an individualized determination of the strengths, needs, and interests of the person with a disability, and is also designed to meet the specific needs of the employer.

The United States Department of Labor, Office of Disability and Employment Policy

(Federal Register, June 26, 2002, Vol. 67 No 123 pp 43156)

• Mutually Beneficial and Profitable

• Exploitable Tasks/Skills

22


Customized Job Development (Outcomes)

•Negotiated Created Wage Job: Restructured Tasks or Tasks Based on Unmet Needs or New Products/Services

•Self-employment: Home-Based, Stand Alone, or Business-Within-A-Business

•Combination Employment: Wage and Self-Employment; “Yes…and”

23


Profitability (Exploitability)

•Everyone possesses personal genius of value in the marketplace

•Making the profitability of an individual’s personal genius visible to an employer, as well as to various funders and family members, is the task of the modern job developer

•No Task is Insignificant!

•Qualified vs. Quality

24

22

23

24

5/15/2020

9


First 3 Jobs?

•Type in Your First 3 Jobs:

•How did you get them?

•How were you trained?

•What did you learn from your experiences?

25


Making It Happen:CE Job Development and Interest-Based Negotiation

26

Russell Sickles, Senior Consultant

Griffin-Hammis Associates, Inc.


Post-Interview Follow-Up

• Send thank you as appropriate

• Schedule additional interviews with job-seeker if necessary

• Continue to build relationship

• Follow-up visit to conduct Job Analysis

27

25

26

27

5/15/2020

10


Linking to Self-Employment

28


Employment Planning Meeting

• Who? Where? When?

• Decide How it Will Be Run.

• Prepare with What’s Been Learned (With Evidence): Vocational, Profile Descriptive Paragraph, and Imagery.

• Tasks, Skills, Interests, Conditions/Culture,Personal Attributes.

• Prepare the Pitch!

• Businesses to Contact and Action Plan

• Disclosure?

29


D P G S TA G E F O U R :

Job/Business Development Plan

• Identify/confirm 3 Vocational Themes

• Generate Lists of 20 for each theme

• Schedule/conduct informational interviews for job development

• Build on team connections & social capital

• Utilize informational interview skills80.78% Nonemployer Businesses

30

28

29

30

5/15/2020

11


Negotiation

Negotiation begins when the job developer sees ways in which the job seeker can contribute to the business is ways that are valuable to the business.

31


Interest-Based Negotiation

•Win/Win

•Mutually Inclusive

•Based on common interests:

•Business needs workers

•Businesses always looking to increase revenue

• Job seekers want work

•Workers or positions that increase revenue benefit all

32



•Requires advanced preparation

•Highlights what matters to business owner

-Profit, solving problems, etc.

•Smooth listening… NOT smooth talking

•Relationship selling (Building Trust)

33

31

32

33

5/15/2020

12


Negotiation Foundation

• Knowledge of individual from DPG

• Knowledge of business from info interviews

• Start with basic interview

• Observe others on the job

• Schedule follow-up visits (when warranted)

• Complete a Job Analysis Record (JAR)

• Identify tasks/duties, RO, or B-i-B opportunities

• Determine how these could improve efficiency,increase revenue, etc.

• Prepare plan and start negotiation

34


Job Creation Using Interest-Based Negotiation

• Interest-based negotiation provides an economic rationale to create or restructure work tasks

• Responds to business needs, not job openings and circumvents competitive and comparative processes

• Negotiation must result in the business making money, saving money, and/or running more efficiently, thereby making and saving money.

• Negotiations range from informal (conversations) to formal (written proposals) and are documented using job descriptions, the Job Analysis Record, and employment agreements.

35


Beginning the Conversation

• Informational interviews lead to observation

• If the observation points towards a potential good fit (tasks, work conditions, skills, who the employment-seeker is), ask to go back and try some things out

• Use the “trying things out” time as an opportunity for Employment Seeker’s skills and contributions to be seen, to observe and explore opportunities for growth (new products or services), productivity, efficiency—potential profits—and needs, challenges, problems…and look for ways to have a conversation about Employment Seeker helping with what is found

36

34

35

36

5/15/2020

13



• Get beyond yes/no conversations… to business proposals; to “would you consider” conversations.

• Particular Needs, Problems, Challenges, Opportunities—demonstrate how you would address their issues successfully and make their company more productive, efficient, or profitable—sell your value in a compelling way.

• “You are no longer an applicant. You are a solution provider, an entrepreneur, a consultant, a problem-solver…” – Ford Myers

37



Potential Value-Adds

Creating an opportunity for the employment-seeker:•Saves the company money

•Helps to make money

• Increases efficiency

•Adds an additional revenue or profit stream

39

37

38

39

5/15/2020

14


Points for Negotiation

• Tasks needing to be done

• Tasks job-seeker could perform

• Equipment or tools that could be contributed

• Hours of employment

• Pay

• Production

• Accommodations

• Others?40



Exchange Theory: • Individuals seek to maximize rewards and

minimize costs in relationships

•Employment as Value Exchange; Connections Flow to Value

41


Exchange Theory Exercise

42

40

41

42

5/15/2020

15


Exchange Theory Exercise

43


Organizational Business Engagement

Questions:

•How is Job Development done now?

•What’s working?

•What’s Not?

•Ideas for Change?

44


Organizational Business Engagement

•Feature/Benefit Chart Exercise

•30-second introduction: Answer the “What do you do?” question.

•What about Disclosure?

45

43

44

45

5/15/2020

16



• Feature/Benefit Chart Exercise

• 30-second introduction: answer the “What do you do?” question.

46


What We are Learning: The Need for R & R

• Resources: Individuals must have that “value-added something” that creates quality jobs. This can be Human, Physical, Financial, or SocialCapital…

• Relationships: Networks or any other name for Social Capital. Definition of Social Capital, from Bowling Alone by Robert Putnam:

“connections among individuals--social networks and the norms of reciprocity and trustworthiness that arise from them…” Possibly the most powerful tool.

• Active Employer Council: One of many approaches an organization must take to address the marginalization of the employment seeker and the employment agency.

47


Active Employer Council

• Council Meets 1 or 2 Employment-Seekers Monthly

• AEC Staff Assist with Presentation, Portfolios, Resumes, as Needed

• Council Member is Matched to Individual

• Staff and Employment-Seeker Follow-up with Member & Plan Job Development

• Council Member May Hire, but Likely to Use Business Network to Get Informational Interviews & Experiential Opportunities

48

46

47

48

5/15/2020

17


Active Employer Council

• AEC uses Customized Employment and Universal Economic Development Strategies

• Driven by Discovery not Opportunity (but if an opportunity arises, explore it!)

• Focus on Job Creation

• Minor Focus on Public Events/Education

• Tight Agendas

• Review Last Month’s Outcomes

• Don’t Waste Anyone’s Time

49


Job Analysis

• Foundation for employment negotiation

•Schedule time to observe projects

-Tasks/jobs that match job-seeker

• Job Analysis Record (JAR):

-Write down key components for all related work routines

• Identify best possible job options for job-seeker

-Determine benefits to employer50


Must Haves Prior to Start of Gig

• DPG

• Job Analysis

• Fading Plan

51

49

50

51

5/15/2020

18




52

53

54

5/15/2020

19


Determining Business Needs (Tasks)

•Doing Business versus Employers

• Informational Interviews using Social/Economic Capital

•Time Spent Observing and Time-Limited Paid Work Experiences

•Work=Value Exchange; solving problems, bringing value and benefit to the workplace; Profit!

•Anatomy of a Job/Deconstructing/Amalgamating55

A C R E C E T R A I N I N G S E R I E S www.griffinhammis.com

+

Job Analysis Record and Job Description (formal or informal) is developed

Business inventories TASKS needed to

deliver a Product or a Service


+

The Whole Job might Include: Estimating collision damage, ordering supplies, fixing dents, mixing bondo, sanding, masking, mixing paint, removing chrome trim & bumpers, prepping the paint surface, applying paint, compounding the finish/buffing…plus all the Related Tasks

Business inventories TASKS needed to deliver a Product or a Service

55

56

57

5/15/2020

20


+

Episodic and Work-Related elements such as: punching time clock, quality checks, customer options/add-ons, work-arounds & problem-solving, data collection such as time sheets or inventory or invoicing, tool maintenance, making the coffee, cleaning the shop….

Business inventories

TASKS needed to deliver a Product

or a Service


+Customized Employment

Deconstructs the Whole Job & Matches

Vocational Themes, Tasks, Work Conditions with a

Specific Person


+

In the Body Shop this might mean someone: sands, masks, shoots primer, buffs, drains the air compressor, makes the coffee, runs errands, details the vehicle…hopefully adding skills and tasks over time.

Interest-based Negotiation provides

an economic rationale to amalgamate specific

tasks into a wholly new job

58

59

60

5/15/2020

21


Job Restructuring Proposal

1. Identify possible tasks

2. Describe why these tasks “match” employment-seeker

3. Highlight how this will benefit the business

4. ASK!

5. Describe benefits to business again

6. Explain your role to support business & employment-seeker

61


Resource Ownership Proposal

1. Identify need described by business

2. Describe resource employment-seeker could contribute

3. Describe tasks to be done utilizing the resource

4. Highlight how these will benefit the business

5. ASK!

6. Describe benefits again

7. Discuss your role

62


Must Haves Prior to Start of Gig

•Discovery Staging Record

•Job Analysis (What will Employment-Seeker do?)

•Fading Plan

•Ongoing Support Plan

63

61

62

63

5/15/2020

22


SSA Work Incentives (PA)

64


VA DRS Work Incentives and Successful Closures

•SSI – 289 successful closures with a 38% rehabilitation rate

•SSDI – 360 successful closures with a 44% rehabilitation rate

• 28 of 34 clients that utilized work incentives were closed successfully (82%)

65


Leverage: PASS Potential

$715,771,000 Potentially Available Through PASS from SSI/SSDI Beneficiaries!

66

64

65

66

5/15/2020

23


PA: Small Businesses

67


77.45% Non-employer Businesses

68


Reflection/Q&A/Discussion

Thank You!

69

67

68

69

constructing the story - griffin-hammis associates€¦ · specific needs of the employer. the...

Documents