anderson 11-18-01


Presentation Description

No description available.


Presentation Transcript

Rethinking Employment : 

Rethinking Employment Presented To:Enhancing EmploymentNovember 27 - 29, 2001Kansas City

Who are the Harder to Serve ? : 

Who are the Harder to Serve ? A person who is: A new Immigrant, no English, limited skills Deaf/Blind Multi-handicapped, limited skills A woman, nontraditional job, average or below skills A long term social assistance recipient, does not want to go to work Early school leaver racial minority youth

Why Is This PersonHarder To Serve? : 

Why Is This PersonHarder To Serve? They have more employment barriers Employers do not describe them as a potential employee or hire them They are not motivated to work and /or do not cooperate/support the rehabilitation process We have been unable to find a job they fit into

Harder To Serve? : 

Harder To Serve? Cannot access the labor market through traditional means of personal skills development and self marketing Do not look like or self identify as traditional employees

Traditional Responses : 

Traditional Responses Intensification Wage subsidies Perpetual training, stalling, abandonment or finger crossing Statistics manipulation or there are no jobs

Complex Caseloads : 

Complex Caseloads Continuum of consumers with all levels of skills and employment barriers Cannot be served in the same way from top to bottom Strategic planning if resources are to go to the harder to serve

What To Do? : 

What To Do? Employment models need to be expanded A conscious strategy of change – a new balance and more dynamic balance between the 2 key employment strategies Enhance vocational rehabilitation training & redesign the employer relationship

What Arethe Strategic Choices? : 

What Arethe Strategic Choices? Developmental Strategies – interventions that focus on the development of consumer competencies (focus on the consumer) Marketing Strategies – interventions that focus on employer acceptance of your candidates (focus on the employer)

Employment Elements : 

Employment Elements Employability: Ability – the skills to do the task Motivation – the willingness to do the task Accessibility: Will the employer consider your application? # of jobs qualified for # of interviews you get

Employment Elements : 

Employment Elements Credibility: Does the employer trust your qualifications? Trust qualifications are true See fit of needs and qualifications

4 Employment Needs Profiles : 

4 Employment Needs Profiles Profiles Profile A – Can get a job on their own (motivated & skilled) Profile B – Should be able to get a job on their own but cannot (skilled & motivated) Profile C – Want to be able to get a job but can’t (Limited skills & motivated) Profile D – Won’t work or cannot hold a job (maybe skills & no motivation) Key Barriers Profile A – Does not know how to self market to the employer Profile B – Cannot get by employer’s perception of external characteristics Profile C – Limited abilities and cannot get by employer’s perception of external characteristics Profile D – Not motivated to work regardless of skill level

Evaluate Caseload : 

How many : “A”s - “B”s - “C”s - “D”s - How complex is your caseload? Evaluate Caseload

Development or Marketing? : 

Development or Marketing? Pre-employment training Job clubs, resume writing Employment counseling Vocational goal selection, job shadow Skills training, computer skills GED, education upgrading Housing, transportation, life skills training Consumer job search training

Define Your Programs : 

Define Your Programs Marketing Developmental

Development/Marketing Balance : 

Development/Marketing Balance “A” – development to point of self marketing “B” – limited development and order taking “C” – very limited development and more resources to reframing strategy “D” – cognitive development

Developmental Interventions : 

Developmental Interventions Developmental interventions strategies assumed: Growth in competencies and their recognition got you a job All clients would be able to develop sufficiently A ‘teach a man to fish’ philosophy was the best philosophy of intervention Intensification or specialization of the predominant developmental strategies was most effective for people with more employment barriers

Harder To Serve : 

Harder To Serve Harder to serve get more jobs through the employment industry’s marketing work than through development strategies Must view the issues of the harder to serve from a marketing perspective and not a consumer development perspective

Our Basic Belief : 

Our Basic Belief The employability standard is achieved through a personalized linear developmental process Linear – progress in one direction – step-by-step

An Alternative ModelMicro vs. Macro : 

An Alternative ModelMicro vs. Macro If we cannot get the client to develop to employability standards we need to reframe the hiring decision to meet the client’s ability At a macro level, employers will not reframe their employability standards whereas they will at a micro level Employability standards at a micro level are changed through marketing interventions because hiring decisions are highly volatile. They vary by employer, time of hiring, task, competitive pressure, employee mix, organization, resources and through time

Third Model : 

Third Model How do you succeed with clients who are not motivated to go to work?“D” profile Small profile but significantly threatens staff energy and is overall discouraging

Cognitive Skills & Social Competency : 

Cognitive Skills & Social Competency Cognitive skills are the skills we use to think Thinking guides all acting If the thinking skills are limited and faulty, than so are the potential actions Cognitive skills produce social competency – social competency produces motivation and employment

Slide 24: 

Cognitive Skills Cognitive Deficiencies Characteristics Self Control – thinking before acting Abstract Reasoning – becoming less rigid and narrow in ones thinking Interpersonal Problem Solving – early recognition of problems, ability to examine alternatives, assess consequences and interpersonal goals and respond appropriately Action oriented; not thoughtful Impulsive; unable to consider consequences of their actions Advice, warnings or punishments have little impact as no reflection on their behavior and its effects Concrete in their thinking Hard time thinking of something not in their immediate perception Tend to rigidity, narrow thinking, inflexible Dogmatic, intolerant of ambiguity Will not understand the reasons for rules and regulations (difficult time in relationships) Cannot solve problems encountered interacting with others Difficulty considering alternative solutions Unable to calculate the consequences of their behavior on others Conflict with co-workers, customers - boss

Slide 25: 

Cognitive Skills Cognitive Deficiencies Characteristics Will behave and act in ways inconsistent with their values Say getting a job important, but turn down opportunities – not worth it – get more on social assistance Values are in conflict with their behavior Value Reasoning – acknowledge values that govern ones behavior and learn to identify inconsistencies between what we believe and how we behave Social Perspective Taking – acknowledging that the behavior of others has impact on ourselves and that there are consequences of one’s behavioral choices for other persons Can be egocentric See world only from their own perspective Have not learned to consider thoughts and feelings of others Impairs ability to work with others and form close relationships Critical Reasoning – evaluating ideas objectively and considering a variety of sources for information in the process of decision making Cannot critically analyze information or own conclusions Reasoning is simplistic and illogical World constructed in absolute terms, fail to appreciate subtleties and complexities Accepts simple solutions for complex problems Cling to own conclusions stubbornly and rigidly Thinking inflexible, maladaptive and not creative

Strategy : 

Strategy “BCD” profiles planned rebalance of staff, time and financial resources to emphasize marketing at micro level for hard to serve consumers Employment outcomes marketing strategy is fundamentally different than training/ preparation strategies Nonlinear, more reactive, influence vs. control, needs synergy, longer term, external Requires different thinking and planning

Marketing Elements : 

Marketing Elements Maximize consumer availability, increase size of labor pool Transfer development to the job (counseling) Increase window of placement time Build a longer term motivation support program Build selling platforms with employers Build a long term employer account management strategy Redesign selling tools and eliminate over selling Establish internal confidence in the consumer

Reframing Selling SkillsFour Basic Needs : 

Reframing Selling SkillsFour Basic Needs Entry Level Positions Reliability Dependability Availability Capability

Selling Techniques : 

Selling Techniques Face Credibility Listening to needs Insider information Employer Qualifying Who has the entry level jobs we want The Reasonable Decision Reasonable not the best

Summary : 

Summary Hard to Serve clients do not fall into job readiness model planning Profiles outline the time and resource balance needed between Development and Marketing strategies Marketing strategies for the hard to serve focus on reframing the hiring decision Complex caseloads are served with conscious combining of marketing and development strategies

authorStream Live Help