THE INSTITUTE BRIEF SEPTEMBER 2004

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1 IcI Institute for Community Incusion THE INSTITUTE BRIEF SEPTEMBER 2004 ISSUE NO. 17 WHEN EXISTING JOBS DON'T FIT: A GUIDE TO JOB CREATION By Coeen Condon, Lara Enein-Donovan, Marianne Gimore, & Meanie Jordan ICI PROFESSIONAL DEVELOPMENT SERIES #2 JOB CREATION: WHAT IS IT? Successfu job deveopment for peope with disabiities is about meeting the specific and often unique needs of each job seeker. Job creation is a way to modify or restructure existing jobs or bring together a combination of job tasks that fi the work needs of an empoyer whie capitaizing on the skis and strengths of workers with significant disabiities. Athough there are various approaches to creating jobs, the impementation steps and overa goas and outcomes are the same. One approach is to deveop a new position (one that did not previousy exist), such as a mai deivery cerk at a business where personne used to pick up their own mai at a centra ocation. Another strategy invoves seecting certain duties from one or more existing jobs and combining them into a separate position (for instance, a worker is hired in an office to support ony copying and fiing needs). IN THIS BRIEF, YOU WILL LEARN TO: Assess when it is appropriate to use job creation techniques as an aternative to more conventiona job deveopment and marketing Gather efficient and appropriate information you need in order to identify job creation opportunities Approach empoyers confidenty to pitch and negotiate job creation ideas Use a customized, systematic panning process to impement job creation when assisting job seekers to gain empoyment WHO IS IT FOR? Peope with more severe disabiities have often been excuded from community empoyment because, even with training and ongoing supports, they have been unabe to successfuy compete the compex variety of responsibiities associated with existing jobs. Job creation is for individuas who present the empoyment speciaist with a higher eve of chaenge. This technique is appropriate for job seekers with a severity of disabiity such that their physica, cognitive, or emotiona capacity seriousy imits their potentia to perform typica jobs. Perhaps a job seeker is not abe to mutitask, needs a highy structured environment to succeed at a job, or can sustain work activity for ony one hour at a time. It is our duty as empoyment speciaists to do a that we can to faciitate an opportunity for everyone who wants to work. Job creation works we and can make a meaningfu difference for those who truy need such a speciaized effort. But be aware that this is not a quick fix for "hard to pace" job seekers. Creating a job is very abor-intensive and takes ots of time, energy, and commitment. In some cases it can take up to a year to pan, investigate, and secure a created empoyment situation. WHEN DO YOU DO IT? Job creation can be impemented at any point during the job search process. In some situations a other avenues have been exhausted. As the empoyment speciaist you have turned over every stone and taked to neary everyone within a 50-mie radius of the individua's home. Utimatey, it is safe to concude that there are no jobs avaiabe that fit the individua's skis, abiities, and interests. In other cases, from the first phases of job deveopment it becomes apparent that the individua wi need a very unique empoyment situation to be successfu. The individua may have very imited skis and abiities and be unabe to perform the duties in most of the positions that are open, even with extensive supports. Job creation wi open up more opportunities, in ess time, for the job seeker.

2 HOW DO YOU DO IT? Successfuy using job creation to open empoyment opportunities for job seekers with more severe disabiities requires more than just good empoyer reationships. It requires thoroughy getting to know the desires, skis, and attributes of the person with a disabiity (through career panning) and getting to know the empoyer's workforce needs beyond existing job descriptions. Remember that even in tough economic times invoving ayoffs, job creation can be a reasonabe economic strategy for empoyers to fi specific needs. FIVE KEY COMPONENTS TO CONSIDER WHEN CREATING A JOB: 1. DEVELOP A JOB SEEKER PROFILE 2. ASSEMBLE A BRAINSTORMING GROUP 3. GATHER INFORMATION FROM BUSINESSES 4. GENERATE A LIST OF POSSIBLE JOBS AND/OR TASKS 5. NEGOTIATE WITH THE EMPLOYER DEVELOP A JOB SEEKER PROFILE Sometimes it can be difficut to deveop a profie of a person due to the severity of their disabiity. The empoyment speciaist may have to use a variety of methods to get a cear idea of what the individua might want to do. This can be done by: Sitting down with the job seeker and asking questions Modifying the types of questions from openended to more concrete unti you get the desired information Observing the job seeker in a variety of situations Taking with peope who know the job seeker we Reviewing case notes or annua meeting pans that reate to empoyment Using aternative communication modes such as videos, pictures, storyteing, photographs, iustrations, etc. When beginning to create a job for someone, empoyment speciaists need to ook beyond the basic questions that they woud usuay ask every job seeker (such as dreams, activities, ikes, and disikes at home, work, schoo, daytime activities, and recreation). Some additiona questions that may be hepfu to ask incude: 2 Institute for Community Incusion What kind of environment does the job seeker enjoy/fit in? Are there specific personaity types that this individua is most comfortabe with or fits in we with? Are there any accommodation/support needs? If yes, what is aready avaiabe? What needs to be expored further? Where has the job seeker been happiest? Where has the job seeker experienced success? Where has the job seeker not experienced success? With a these questions, don't forget to ask "why." ASSEMBLE A BRAINSTORMING GROUP In amost every case it can be hepfu to invove other peope in the process. Aong with the job seeker, significant individuas in the person's ife (friends, famiy, other professionas, community members, etc.) make a great brainstorming group. Try to incude peope with a variety of perspectives and from different aspects of the community-business peope, community eaders, and the ike. This brainstorming group can be faciitated as a arge group, in individua meetings, in person, over the phone, or by emai. Each job seeker wi have his/her own idea about how to make this work for them, and that needs to be respected. Brainstorming groups can hep by: Expanding the poo of resources Granting access to persona networks and referras Providing mutipe perspectives Contributing ideas Providing emotiona support Lending technica expertise Sharing persona experiences Once a basic profie of the individua has been deveoped, the next step is to ook at possibe work environments that might be a good setting for the job seeker. Many times when empoyment speciaists create a job, the work environment is just as-if not moreimportant than the actua tasks that the individua is going to do. Some peope wi find success in a noisy, socia environment, whie others may do better in a quiet office space where they have very itte contact with others.

3 What Is Situationa Assessment? At this point the empoyment speciaist shoud deveop a ist of at east four criteria for a work environment that woud be a good match for the job seeker. Sometimes the answer to this is not obvious and the empoyment speciaist wi need to use some creative strategies to generate more information such as: Situationa assessments Vounteer jobs Job tours Once you have generated sufficient information concerning work environment preferences, use the brainstorming group to identify types of businesses that woud potentiay be a good match for the person. If necessary, expand on these ideas by taking to other individuas outside the group. Then it is time to begin to identify network connections to those businesses. Begin by asking "Who do we know who works in, or has a connection to, the types of businesses that were generated during the brainstorming process?" Use the brainstorming group as the starting point for identifying these network connections, but aso tak to anybody ese who might be hepfu (other agency personne, businesspeope, etc.). GATHER INFORMATION FROM BUSINESSES Using the ideas and network connections identified above, go to these businesses and investigate potentia opportunities for the job seeker. Doing this shoud entai observation as we as taking to empoyees, managers, customers, and anyone ese who may be a usefu source of information. Some of the questions to ask and observations to make incude: What are the variety of tasks that are necessary for the business to operate? When is the company busiest: each day, during the week, during the year? Are there tasks that coud be done more efficienty or more often? Are there tasks that aren't getting done because no one has the time? Are there tasks that take empoyees away from their more critica job duties? (their areas of expertise or "rea" jobs) Does the empoyer have empoyees working overtime? Many job seekers with imited work experience simpy do not know what kind of job might suit them or what kind of onthe-job support they might need. A situationa assessment is an opportunity to perform rea work in a rea work environment on a short-term basis. Typicay, an empoyment speciaist works with a job seeker for a few hours or days on a job site that matches the job seeker's career goas. In short, situationa assessment is an assessment that uses actua empoyment and community settings. Situationa assessment Can determine: Work preferences Task skis and abiities Socia skis and abiities Can be used two ways: As a major component of the assessment process prior to job deveopment As a job "tryout" prior to the hiring process Is aso known as: Job samping On-the-job assessment Behaviora assessment Environmenta assessment Job Creation Ideas Run your own coffee or sandwich/soda business within a company Carve out a data entry position from an administrative staff position Create a mai deivery service at a company that does not offer this to their empoyees Add a greeter position at YMCAs, heath cubs, and other companies Compete just the vacuuming part of a ceaning job Copy or shred confidentia information at a university or hospita Put together promotiona packets for a marketing company Work in the stock room at a retai store on shipment days Break down boxes at a iquor store or warehouse Price items at a retai store Issue 17, Institute Brief 3

4 Kary - Saving Her Empoyer Money If the business and empoyees coud have hep with anything, what woud it be? What is the biggest chaenge the business faces in its day-to-day operations? What are the areas for growth or potentia growth for the business? Are there tasks for which the empoyer typicay uses temporary or student empoyees? Are there services the business woud ike to offer or coud offer that are not in pace presenty? What kind of work atmosphere and cuture does the company have? GENERATE A LIST OF POSSIBLE JOBS AND/OR TASKS From the information deveoped in the above steps, put together a ist of tasks, jobs, and/or areas where the job seeker coud potentiay meet an empoyer need. Some job seekers may have ony one specific task that they coud do for an empoyer, such as putting together pizza boxes or deivering faxes. Other job seekers might have a ist of potentia tasks that they woud ike to do for an empoyer, and they are ooking for the right empoyer where they can use some or a of these skis. Be cautious not to create jobs that further devaue peope with disabiities by physicay separating them from other workers or by having them perform tasks that are considered bothersome, dangerous, or unpeasant. At this time you shoud start to consider any accommodation needs that might be hepfu to ensure the individua's success. Remember that accommodations can be high-tech, owtech, or no-tech. Most accommodations cost ess than $500, and many can be arranged with no money at a. For some job seekers you wi aready know what they need in order to succeed in the workpace, such as photographs of the tasks to be competed or a wheechairaccessibe environment. For others you wi know that they wi need assistance with, say, organizationa skis, but you may not know exacty what wi be most hepfu for them unti a job begins. Kary is a 22-year-od woman with a significant earning disabiity that greaty affects her abiity to read, write, and interact sociay. In high schoo she competed a basic numerica data entry cass and found that with some simpe accommodations and organizationa strategies she was good at the task. When she first met with her empoyment speciaist Leo, she expained that she wanted a job doing ony numerica data entry. At first Leo was not sure he coud find such a position since most empoyers insist that their empoyees mutitask. Leo, Kary, and Kary's mother sat down and taked about a the aspects of a job that were important to her and what woud make for a successfu empoyment experience. At the meeting they came up with a ist. Kary wanted to work: Three to four hours a day in the afternoons since she had a hard time getting to paces on time in the morning In a pace where peope woud be direct with Kary so she woud not have to interpret subte socia cues With one supervisor whom she coud go to with questions In a casua atmosphere where she coud wear jeans Where she coud use headphones to drown out background noise One day Kary mentioned her ove of racing cars to Leo. Leo then wondered about working at an auto mechanic shop, and Kary oved the idea. Leo went to the shop where he got his car fixed and spoke with the owner about how things worked there and what types of jobs he usuay hired for. He aso spoke with two of the mechanics and found out that at the end of the day they usuay spent one to two hours inputting data into their computer system for a the work they accompished that day. Both mechanics mentioned how much they disiked doing this part of the job and said they thought it was a waste of time. A ight bub went off in Leo's head. Leo put together a proposa for the owner outining what Kary coud do for him. In it he incuded the fact that the owner paid the mechanics between $22-34 an hour to do the data entry when they coud be working on cars and bringing in $50 - $60 an hour in abor charges. Kary woud be wiing to do the data entry for three hours each day at $9 an hour, a savings of $13-$25 an hour for the owner. The owner was intrigued but sti hesitant about the idea. Leo suggested that they have Kary try out the job for two months to see how it worked out, and the owner agreed. Since Kary had done data entry in schoo, she knew some of the basic accommodations she needed, such as a stand to put the data entry information sheets on, a highighter to keep her pace on the sheets, headphones to hep her concentrate, a arger font on the data entry forms, and one person who gave her tasks that needed to be done. Leo heped her get a of these accommodations together before her first day of work. After two months the empoyer was so peased with Kary's work that he gave her a raise and increased her hours. Lessons earned: Look for a work cuture that the job seeker wi fit into and enjoy Find ways to save money for empoyers Start with "trying out" the position for a set period of time Issue 17, Institute Brief 4

5 Noah Person-Centered Brainstorming Works Noah is a 23-year-od man with significant deveopmenta and physica disabiities. He is abe to get around in a motorized wheechair with a sight touch of his eft hand. Noah's empoyment speciaist, Key, taked to him about having a person-centered career panning meeting where he woud ca the shots. He decided to try it and invited his two best friends, his parents, his vocationa rehabiitation counseor, and Key to the meeting. The discussion focused on Noah's abiities and capabiities rather than what he coudn't do. Noah wanted a job where he coud sociaize with others, work part-time, and be no more than 30 minutes from his home. Noah mentioned that he enjoyed going to the oca ma very much and fet ike this woud be an idea pace to try. Since Noah said that he wanted a job where he coud move around and meet a ot of peope, Key suggested the idea of deivering food. The idea was to create a deivery service with one of the restaurants in the ma. First a survey was conducted with retai workers at the ma to ascertain whether they woud pay more for a deivery service and which restaurant they woud ike deivery from. The resuts of the survey found that 60% of retai workers from the three argest stores in the ma woud pay more for a deivery service. The retai personne had ony 30 minutes for unch, and a deivery service woud aow them more time to reax and eat. The restaurant of choice was identified and a proposa presented to the manager. The manager was abe to se the idea to the restaurant's owners, and Noah was hired. His job entaied going around in the mornings to get coffee and muffin orders, deivering those items, and then getting and deivering unch orders midday. This job satisfied Noah's need to be with others and have a job where he was moving around, and it increased the empoyer's business. Lessons earned: Aways have the job seeker be the one in the "driver's seat" as far as what direction they want their career to go Incude what is important to the job seeker when panning the job Look for what is not happening in businesses Be professiona with the business personne and speak their anguage NEGOTIATE WITH THE EMPLOYER Once a job creation target has been identified, it is time to negotiate with the empoyer concerning a possibe position for the individua. If necessary, use such toos as situationa assessment, short-term job tryout, temporary empoyment, etc. as part of the negotiation process. Each time you negotiate a created job with an empoyer you may need to use a different approach. For some empoyers you might need to deveop a forma, written proposa that incudes what the job seeker wi be doing, the pay and hours invoved, and why it is a good idea for the empoyer to hire them. The key to negotiating with the empoyer is mutua benefit. The modified or created job must be abe to be done successfuy by the worker (with support) and must meet an empoyment need of the company. For the empoyer, some of the benefits of job creation incude: Increasing current workforce effectiveness and efficiency A aw firm hires someone to take care of the conference rooms so the paraegas can spend more of their time working on cases. Fiing gaps in the current workforce A biochemica company hires someone to recyce sampes from the chemicas that were not getting recyced before. Reducing costy or inefficient temporary hep and overtime wages A car deaership hires a person to mai out reminders to customers for oi changes and other schedued maintenance instead of paying the office staff overtime to do it. Increasing customer satisfaction An amusement park hires someone to sit by the entrance handing out maps of the park and directing visitors to the ride they want to go on first. Successfu job creation can be a refreshing and satisfying experience for everyone invoved. It aso presents a great opportunity to buid a cose reationship with empoyers who can then serve as a reference and referra source to others! Issue 17, Institute Brief 5

6 Job Deveopment Books and Artices Beyond Traditiona Job Deveopment: The Art of Creating Opportunity. Denise Bissonnette, Mit Wright & Associates, Inc., Job Carving: A Guide for Job Deveopers and Empoyment Speciaists. Cary Griffin, From Wehman, P. (Ed.), Life Beyond the Cassroom (3rd ed.). Brookes Pubishing, Job Carving: Finding Goodness of Fit. The Training Connection Series for Empoyment Speciaists. Cary Griffin & Dave Hammis. A Coection of Artices on Supported Empoyment and Sef-Empoyment from The Job Training & Pacement Report. Demystifying Job Deveopment: Fied-Based Approaches to Job Deveopment for Peope with Disabiities. David Hoff, Ceciia Gandofo, Marty God, & Meanie Jordan. 2000, TRN, Inc. You Can't Go It Aone. Bob Niemiec, Training Connection, November Using Job Carving in Job Deveopment. John Nietupski & Susan Hamre- Nietupski, TRN InfoLines, Vo 12, No. 6., Juy/Aug ICI Pubications (avaiabe at More Than Just a Job: Person-Centered Career Panning Institute Brief, October, 2003, #IB16 Starting with Me: A Guide to Person-Centered Panning for Job Seekers. Toos for Incusion, Juy 2002, #TO14 Job Accommodation. Institute Brief, January 2003, #IB5 Persona Networks and Creative Supports: Promoting Empoyment Opportunities for Peope with Severe Physica and Cognitive Disabiities. Institute Brief, December 1991, #IB3. ACKNOWLEDGEMENTS The authors thank Sean Condon, Daniee Dreiinger, Raque Madonado, Eizabeth Wison, and Diane Zimmerman for their contributions to this brief. FOR MORE INFORMATION, CONTACT: Meanie Jordan Institute for Community Incusion UMass Boston 100 Morrissey Bvd. Boston, Massachusetts (voice) (TTY) meanie.jordan@umb.edu This pubication is a product of the Massachusetts WorkFORCE Action Grant, supported by the Office of Disabiity Empoyment Poicy of the U.S. Department of Labor (grant #02-21). This brief was aso funded in part by a grant from the Rehabiitation Service Administration of the U.S. Department of Education (grant #H235M010131). The opinions contained in this pubication are those of the grantee and do not necessariy refect those of the U.S. Department of Education or the U.S. Department of Labor. This pubication wi be made avaiabe in aternate formats upon request. Institute for Community Incusion UMass Boston 100 Morrissey Bouevard Boston, Massachusetts NON PROFIT US POSTAGE PAID BOSTON, MA PERMIT NO Visit TO READ THIS BRIEF ONLINE; FIND OTHER PUBLICATIONS ON THIS TOPIC; OR SIGN UP FOR ICI S ANNOUNCEMENT LIST

7 JOB CREATION: A PROCESS STEP 1: Deveop a Profie of the Job Seeker It is important to deveop a comprehensive profie of the job seeker as a first step in the process. Beow are just some of the questions that shoud be incuded when deveoping a profie. With a of these questions, don't forget to ask "why?" What is your dream job? What kind of environment do you enjoy/fit in? Casua or forma? Quiet or noisy? Many peope or few peope? What is important to you in a job? Do you have any known accommodation/support needs? What jobs have you done in the past? If yes, what is aready avaiabe? What was the best job you ever had? What needs to be further expored? What did you ike the most about that job? Where have you been the happiest? What was the worst job you ever had? Where have you been the east happy? What did you ike the east about that job? Where have you experienced success? What do you ike to do for fun? Where have you not experienced success? What do you do on the weekends? What do you do with your friends and famiy? What do you do to hep out around the house (chores)? Which is your favorite chore to do? Which chore do you hate? STEP 2: Assembe a Brainstorming Group It can be hepfu to invove other peope in the process and put together a brainstorming group. The main questions that you are trying to answer incude what type of environment the job seeker wi most ikey succeed in, what tasks they can do for an empoyer, and ideas about empoyers to contact. Beow are questions to ask: When you think of, what type of pace do you see him/her working in? What subjects or casses did you ike in schoo? Casua? Professiona? Socia? Busy? Quiet? What did you ike about them? What tasks do you see doing at a job? What subjects or casses did you not ike in schoo? What did you not ike about them? Are there specific personaity types you are most comfortabe with or fit in we with? What types of jobs or chores have you known to do in the past? What do you think is important to keep in mind when ooking for a job for?

8 Can you think of any types of businesses that might be a good match for? Do you know anyone who works in [type of business]? Are there services the business woud ike to offer or coud offer that are not in pace presenty? What are the work atmosphere and cuture ike here? Can I use your name when I contact them? STEP 3: Gather Information from Businesses Using the ideas generated from steps 1 and 2, visit businesses that may be a match. Try to arrange a tour to get a good fee for the business, and meet with a variety of peope there. Some questions to ask and observations to make incude: What are the variety of tasks that are necessary for your business to operate? When is the company busiest: each day, during the week, during the year? STEP 4: Generate a List of Possibe Jobs/Tasks Put together a ist of tasks, jobs, and areas where the job seeker coud potentiay meet an empoyer need. Possibe tasks that can do for an empoyer incude: Accommodations that may need to do these tasks incude: Are there tasks that coud be done more efficienty or more often? Are there tasks not getting done because no one has the time? Are there tasks that take empoyees away from their more critica job duties? (their areas of expertise or "rea" jobs) STEP 5: Negotiate with the Empoyer Make a pan for how to negotiate with the empoyer. Remember, the key to negotiation with any empoyer is mutua benefit. The empoyer must see how doing this is going to hep their business. Wi creating this job hep the empoyer: Increase current workforce effectiveness and efficiency? Do you have empoyees working overtime? Fi gaps in the current workpace? Are there tasks that you typicay use temporary or student empoyees for? Reduce costy or inefficient temporary hep and overtime wages? If you coud have hep with anything, what woud it be? Increase customer satisfaction? If your empoyees coud have hep with anything, what do you think it woud be? What is the biggest chaenge the business faces in its dayto-day operations? What are the areas for growth or potentia growth for the business? Make sure that you are abe to expain to the empoyer in basic enough terms how this created job is going to benefit them so they can expain it to anyone who needs to approve the position. Detais of Your Negotiation Strategy: Where woud you ike to see the business in five years? Ten years? Institute for Community Incusion Issue 17, Institute Brief

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