Job Development-Part II-AssessmentTraining Tool for …ssai.is.production.wordpress.s3.amazonaws.com/2016/07/Part_II... · • To extend program visibility and value ... A good job

UNDERSTANDING SCSEP JOB DEVELOPMENT

PART II

Assessment and Training Tool for Job Developers

Page 1 of 21

IS THERE A JOB DEVELOPER IN YOUR FUTURE? What is a Job Developer? A job developer is a person who establishes relationships with participants and employers in order to make effective employment connections. Why Hire a Job Developer?

• To build an effective SCSEP team • To build long-term relationships with key employers • To extend program visibility and value directly to business market • To leverage support and resources to job seeker • To focus one person entirely on unsubsidized placements • To facilitate reaching 33% placement goal

What Qualities Lead to an Effective Job Developer?

A successful job developer is: • Personable • A good presenter

Professional appearance Articulate (knows program and participants)

• Diplomatic • Reliable

Gains trust of employers and participants Makes appropriate referrals

• A salesperson/marketer • An effective interviewer • Mobile/not a desk sitter • Independent/works with minimal supervision • Versed in local business and industry sectors or willing to quickly learn • Comfortable in the language of business • Well organized • Computer and Internet literate • An effective trainer and motivator

Where to House the Job Developer? One-Stop Office/Establish as a host agency

Heightens program visibility Strengthens relationship with local One-Stop system Supports job developer’s engagement with participants’ job searches Job developer sees job postings immediately

• Office of the SCSEP • Outside job placement agency • Other appropriate locations (Economic Development Office/Chamber of Commerce, Faith-based

organizations, Community Action Agencies, etc.

Project Director Assessment/Training Tool

Updated: 11/09/10 Page 2 of 21

Where to recruit a Job Developer? A job developer can be recruited from:

• Current enrollees • SCSEP waiting list • Specialized recruitment effort • Collaboration with partner in WIA system

How Can You Work with a Job Developer?

• Carefully select the right person • Train the person thoroughly on SCSEP guidelines

Eligibility requirements Qualified placements

• Allow that person to work in their own style • Keep them informed and the rest of your SCSEP team engaged • Get to know their contacts

Job developers will move on into unsubsidized employment Employers who know the Project Director will worry about continuity of service and reliability during transition

Project Director may have to take on job development activity during a transition Employers will be receptive to a new job developer hired by a Project Director with whom they have a relationship

• Support knowledge and contacts of business community • Assure maintenance of lists with current job seekers who have identified employment as

their IEP goal and list of businesses with job openings. Goals

• Maximize resources to achieve 33% unsubsidized placement goal • Establish a single point of reference for the SCSEP program and the business community. • Establish SCSEP as the first point of contact for employers with a staffing need.

A Few Thoughts

• Today’s job developer is tomorrow’s placement. • Always keep an eye out for a replacement of your highly skilled job developer. • A successful job developer is a positive reflection on you as a Project Director and on

SCSEP in your community.



HOW TO SELECT, TRAIN, AND USE A JOB DEVELOPER

The purpose of the job developer is to facilitate the independent job search of each SCSEP participant. A good job developer is an important ingredient in efforts to increase unsubsidized placements.

Who Are the SCSEP Job Developers? In some SCSEP projects the project director is the job developer. In others, it is a paid staff member or contractor. Some projects use the budget line item, "Other Direct Costs," to pay for a job developer. Many project directors have been successful in selecting and training SCSEP participants to be effective job developers. In other projects there are no specifically designated job developers. If the job developer is a SCSEP participant there is difficulty keeping him/her. The very qualities that make good job seekers also make good job developers. The better at their jobs the job developers become, the more likely they'll find a good job for themselves and leave the program. Getting Job Developers Started In an ideal world - A job developer should have a separate, quiet, private space and a separate telephone. Space sharing works if the occupants have different hours. The job developer needs to be able to talk to participants and employers without being overheard. A dedicated telephone line allows potential employers to get through (or leave a message) to the job developer without going through a switchboard. Job developers need an automobile, a driver’s license, and insurance. They need to keep track of their on-the-job travel expenses. They will require access to a computer and be able to set up files to track job search data and the records of individual participants. They also need access to a copier and fax machine. When the budget allows, cell phones are an efficient way of maintaining contact with participants, employers, and the project director. In the real world - Job developers can do a satisfactory job with minimal space, money, and equipment. They will need some means of transportation to attend meetings with employers and participants and office space for preparing reports and records.



Training a Job Developer

Unless the persons designated as job developers have prior experience as SCSEP job developers, they will require training. Even those with experience will need to familiarize themselves with the procedures specific to the project and with the abilities and needs of the project participants.

Project directors can provide an overview of what job developers must know. Those selected for the jobs must be self-directed and able to do the research to find training opportunities and materials necessary to do the job. Some of the things they can do:

Investigate every training opportunity for job seekers in the local area and enroll in the

training. Example: Enroll in the One-Stop courses that are offered for job seekers such as resume writing, interviewing, etc.

Utilize the facilities of the local job service office. Their computers list jobs available in

the community and they have access to local job market data, names of employers, etc. Go to any classes being offered at the facility.

Utilize the public libraries. Public Libraries have access to the Internet and to on-line

data services. Some even have special service departments that will help find jobs and training opportunities. Hundreds of books are available providing information on all of the job-seeking techniques.

Go to the Chamber of Commerce for economic and employer data. Become a member of

your local chamber of commerce, if your budget allows.

Network with other social service agencies, especially those concerned with employment.

Get to know the individual participants.



EVALUATING YOURSELF AS A POTENTIAL JOB DEVELOPER

On a scale of one to five (one being low/ five being high) how would you rate yourself in the following qualities? Circle the appropriate self-rating. For example, in item #2, if you have very little energy most of the time, circle 1; if you generally have lots of energy, circle 5. 1. Enthusiastic with a zest for life 1 2 3 4 5 2. Warm and caring 1 2 3 4 5 3. Sensitive to the needs of others 1 2 3 4 5 4. A good listener 1 2 3 4 5 5. Respects others' confidentiality 1 2 3 4 5 6. Well organized, reliable, and completes tasks 1 2 3 4 5 7. Able to cope with difficult situations 1 2 3 4 5 8. Relates well to co‐workers and participants 1 2 3 4 5 9. Functions with minimum supervision 1 2 3 4 5

10. Projects self confidence 1 2 3 4 5

11. Feels positive about the future 1 2 3 4 5 12. Able to learn new skills 1 2 3 4 5 13. Able to cooperate with anyone 1 2 3 4 5 14. Able to work in a crowded office 1 2 3 4 5 15. Knowledge of local business community 1 2 3 4 5 16. Familiarity with language of business 1 2 3 4 5 17. Familiarity with local business organizations/associations 1 2 3 4 5 18. Familiar with most community resources 1 2 3 4 5 19. Comfortable screening and matching job seekers to business needs 1 2 3 4 5 20. Familiar with job skills needed for various positions 1 2 3 4 5



Job developers work best when their duties are clearly delineated. They should also be informed of the measures that will be used to evaluate their performance.

How Job Developers Can Work With SCSEP Participants Job developers usually work with project directors to establish the job readiness of each participant. They do this by:

Reviewing assessments and individual employment plans (IEPs); Interviewing participants; Working with lists of job ready participants provided by the project director; and Attending and participating in SCSEP meetings.

Job developers can then work with a specific number of job ready participants by:

Reviewing assessments and IEPs with job ready participants; Clarifying participant's goals and identifying barriers to employment; Helping to select employers to visit; Preparing participants for interviews; Discussing results of the interviews; and Keeping project directors informed of activities.

Job developers will ensure that all marketable participants have resumes. Help in developing resumes is available from local community colleges, job service offices, and One-Stop programs. Public libraries are also a great resource for help in resume writing. Job developers can maintain records of participant job search efforts and progress by documenting job search activities and communicating this information to the project director. Job developers can discuss job search techniques, job openings in the area, and related topics in job clubs and participant meetings.



A JOB DEVELOPMENT TEAM Some projects use a team (the project director, the job developer and the participant) to find unsubsidized employment for the participant. The team can then: 1. Identify six to ten participants that have been actively looking for jobs within the last 12

months; 2. Select three to five participants from this group to work with by:

meeting separately with each;

reviewing resumes and transferable skills;

reviewing to-date job searches;

assessing marketable skills;

identifying current employment goals;

reviewing the job market;

discussing real and self-imposed barriers;

scheduling interview appointments with employers and making job referrals

monitoring follow-up of activities.

3. Conduct a two-month review and evaluation of team efforts with recommendations for future efforts;

4. Where necessary and possible, refer participants for training and testing;

5. Assist in the placement of two of the participants in unsubsidized employment within a prescribed time frame.

6. Identify at least five local employers who indicate a willingness to hire seniors.



ACTIVITIES FOR JOB DEVELOPERS

Accessing local labor market information Use local job service offices, the Labor Department, regional community colleges, the chamber of commerce, labor unions, WIA/One‐Stop offices, local private industry councils, etc.

Investigating local training resources Use the resources above.

Setting up job banks Obtain listings from WIA/One‐Stop offices, local newspapers and the local job service office.

Participating in job clubs Provide or assist job club leader in job search activities.

Developing systems to inform participants of job openings

Put notices in with pay checks, call participants at host agencies, or request participants to come into the project office for face‐to‐face discussions.



Contacting Employers After the local labor market has been assessed, specific employers can be located through the yellow pages of telephone books, the classified sections of newspapers, local chambers of commerce, etc. Develop a list of key employers who have job skills and abilities that match the participants. Some helpful activities for job developers:

a) Make a contact plan - Job developers need to adhere to a targeting schedule - with a specific day of the week set aside for employer contacts. The type of contact should depend on the specific situation. The telephone should be used if job developers know the person or have enough information to discuss the needs of the company. Letters are good for introducing the program to an employer, followed up by a phone call. Dropping in on the employer is sometimes more effective in rural areas.

b) Create a file for each employer - The file should contain names, addresses,

telephone numbers, company data, kinds of employees wanted, copies of any letters sent or received, names and jobs of any participants hired, and a record of all contacts made with the employer and their representatives. An activity log

should be taped to the inside cover with dates and results of contacts. The log should be updated periodically.

c) Develop a participant availability file - Job developers need quick access to the names and qualifications of job ready participants. At a minimum, the file should include:

Lists of job applicants with recent, documented work experience which identifies their hard and transferable skills as well as their job interests;

Lists of job applicants who have been counseled in how to cope with a job and how to keep a job with the demands of today's workplace; and

Lists of participants most in need of jobs.

d) Develop a list of the benefits of hiring older workers – The job developer should prepared to dispel the common myths about older workers. There are a host of reasons that older workers make good employees. They have mature work ethics, proven reliability, experience, willingness to learn, loyalty, and punctuality.



Cold Calling Employers Conduct your research on the business. Google the business to become familiar with the nature of their business, number of employers, types of positions, whether the business is growing or stagnant, and other relevant information that addresses the needs of your program and participants. Business doors may open faster when you take time to get to know the business! It is essential to establish contact with the person who has the responsibility and authority to hire. The telephone is likely to be the most frequently used mode of contact. It is unlikely that job developers will make immediate contact with the right person. It is important to get the name and position of the person who does the hiring. The following is a possible script for job developers:

Example: “Hello, I'd like to speak with the personnel manager (or human resource director). May I have his or her name, please?”

Once you have the right person, introduce yourself, your agency, and the purpose of your call.

Example: “Hello, this is __________ from __________. I understand you are seeking candidates for a shipping clerk position and I have a person here with experience in that type of work.”

Never ask for job openings, introduce the applicant by name or describe the applicant in terms of physical or personal characteristics. Your purpose is to obtain an interview for the participant by selling his skills. Describe the applicant’s experience, training, motivation, etc. This statement must be well-planned and concise.

Examples: (Direct experience and training): “__________ has worked with multi-lift machines for four years. He has also completed a course in the operation and repair of that machine.” or

(Training): “She has just completed a training course in business practices and is excited to put it to use on a job.” or

(Personal qualities): “She is an energetic easy going woman who would like to learn restaurant work from the bottom up.”

Anticipate the employer's objections and be ready to meet them with short, positive statements. If your agency has a job retention program, be sure to mention it. Never bring up a possible objection unless it is obvious. If the employer has a valid objection, retreat gracefully and ask if you can be of any other service. When you get positive feedback, attempt to set up a specific appointment for an interview. Then quickly and courteously close the conversation.



A Plan for the Job Developer with Limited Time or Who Serves Rural Areas 1. Use the telephone. Call potential target employers to determine their interest in working with you. If there is

low interest, drop them from your target list. Call a specific employer when you have a job seeker you think would be of particular interest

to them. Call all target employers every few months to see if they currently have any job openings

they would like to list. 2. Use the mail.

Send mini-resumes of current job seekers to employers, and ask them to phone if they would like more information or a chance to interview one of them. Send questionnaires after referrals and after hires to assess satisfaction.

3. Use the fax.

Accept job orders by fax. Send employers job order forms with your fax number. Send resumes of those referred or those seeking jobs to employers by fax. Save your employer visit time for your most important targeted employer clients.

Follow-up If the participant is hired, the job developer should call the employer to express his/her thanks and to inquire about additional job openings. When hires do not materialize, the job developer should call and try to determine what made the applicant unsuitable. Job developers should aim for continuing relationships with each employer contacted.



A JOB DEVELOPER EVALUATION FORM

Name: _______________________________________________________________

1. Was the contact well planned? __________________________________________________

2. Did job developer use a good voice? _____________________________________________

3. Was there a proper introduction of developer and your agency? _______________________

4. Did job developer use a minimum of well-chosen words? ___________________________

5. Did job developer create an interest? ___________________________________________

6. Did developer listen to the employer so as to know his needs? _______________________

7. Did developer meet objections in a professional manner? ___________________________ 8. Did you have all the facts? ___________________________________________________

9. Was there any impertinence, impulsiveness, or impatience on the part of the developer?

_________________________________________________________________________

Comments:_______________________________________________________________________________________________________________________________________________

Thank You Notes Are Essential Whether the employer contact is a brief telephone conversation or an extended interview, it is important that the job developer send a prompt letter of thanks. This is a good time to include a brochure and other information about the SCSEP and the types of job applicants available.



JOB DEVELOPER QUALIFICATIONS APPRAISAL WORKSHEET

After completing the interview, mark the category which best describes the applicant for each question. Do not give the candidate ranks on this form.

EVALUATIONS

Question Well Qualified

Adequately Qualified

Minimally Qualified

Not Qualified

1. Based on the Job Description, this applicant is:

2. Based on the applicant’s overall responses, how qualified is the applicant in terms of their overall ability to be under pressure and meet deadlines?

3. Based on the applicant’s overall responses, how qualified is the applicant in terms of their ability to work with other agencies, deal with challenges and have a team spirit?

4. Based on the applicant’s resume and interview responses, rate the applicant’s qualifications to work with older adults?

5. Based on the applicant’s overall responses, how qualified is the applicant in terms of their ability to motivate and transition participants in their job seeking needs?

6. Rate the applicant’s ability to market the SCSEP

Applicant’s Name Interviewer Date and Time



Question Well Qualified

Adequately Qualified

Minimally Qualified

Not Qualified

7. Based on the interview responses, how qualified is the applicant in understanding the strengths and barriers of older workers?

8. How qualified is the applicant in being able to take charge?

9. How qualified is the applicant in his/her ability to make presentations?

10. How qualified is the applicant in his/her ability to multi-task?

11. Rate the applicant’s ability to work in a team as well as to work independently.

12. Based on the applicant’s interview responses, rate the applicant’s ability to be self-motivated?

13. Based on the applicant’s interview responses, rate the applicant’s ability to motivate others?

14. Based on the applicant’s travel and transportation abilities, is he/she:

15. Based on the applicant’s overall responses, how qualified is the applicant in terms of their overall computer skills in Word, Excel and Powerpoint?



RESOURCES FOR MODULE II

Sample Job Descriptions

I. Job Developer

II. Employer Services Representative

III. Employment and Retention Specialist



POSITION: JOB DEVELOPER OVERVIEW OF THE POSITION: Identify opportunities and develop job employment resources by fostering partnerships with employers, placement agencies and staffing services to enhance the job placement potential for participants. PRINCIPAL DUTIES AND RESPONSIBILITIES: Market the Senior Community Service Employment Program and Identify Job Placement Resources within the Community (45%):

Establish and cultivate relationships with businesses to develop employment opportunities with community employers to recruit new employers.

Develop relationships with private for profit businesses for the purpose of hiring participants.

Identify and recruit non-profit 501(c) (3) businesses as host agencies for the purpose of hiring participants.

Contact current and previous employers of the SCSEP Program to market the program and identify opportunities for future participant placement.

Publicize the program by making presentations to employers and community organizations that increase awareness and demonstrate the effectiveness and profitability of employing SCSEP participants.

Coordinate with other employment and training agencies in the community to include WIA resources/One-Stop Career Centers.

Increase placement of participants in unsubsidized employment (45%):

Find or develop unsubsidized jobs for participants.

Convince employers to hire participants.

Review participant files. Contact current participants and review Individual Employment Plans to better understand placing the participant.

Ensure that participants understand the need for seeking and accepting unsubsidized jobs and help prepare them for those jobs.

Provide support to participants and employers to facilitate and sustain successful placements.

Communicate information on qualified participants to employers.

Advocate for participants.

Maintain awareness of SSAI Sponsor Agreement compliance requirements.



Assist participant in accessing available employment resources (5%) Disseminate employment-related information to participants.

Monitor participant’s performance and conduct follow-up at host agencies.

Coordinate one participant meeting during current fiscal year.

Coordinate one Host Agency meeting during current fiscal year.

Other Duties (5%) Terminate participants as necessary.

Perform other duties as assigned. QUALIFICATIONS AND REQUIREMENTS: EDUCATION/EXPERIENCE/SKILLS/ABILITIES

Bachelor’s Degree Preferred. Two years experience in job placement or related field. Working knowledge of labor market/environment and issues related to individuals with multiple barriers to employment. Working knowledge of PC and Windows environment with Microsoft products, including email. Ability to interact with individuals from diverse backgrounds. Knowledge of non-profit business and operations is required.



POSITION: EMPLOYER SERVICES REPRESENTATIVE I OVERVIEW OF THE POSITION: Under direct supervision, markets the Senior Community Service Employment Program and the Agency, and develops a network of businesses to develop competitive employment opportunities for participants. Works with the Employer Services Representative Team, utilizing all existing contacts and developing new employer contacts for future participant referrals. Obtains an understanding of employers’ human resource needs and acts in a public relations capacity with employers answering inquiries. Performs other duties as assigned. PRINCIPAL DUTIES AND RESPONSIBILITIES: Generally include the following. Other duties may be assigned.

Initiates telephone and/or face-to-face contacts with potential employers to introduce and explain agency services and learn about current job openings. Refers participants to job opportunities, sets up interview appointments, and follows-up with clients and employers after interviews.

Makes use of all existing contacts and continuously develops new employer contacts for future participant referrals. Maintains positive relationships with current and future employers. Informs employers of possible participant matches to job opportunities.

Shares job orders and listings with Senior Service Aide Coordinator. Collaborates with coordinator to match participants with specifics of current job openings to obtain an appropriate participant match.

Works with other Employer Services team staff to develop employer relationships and to increase the amount of job opportunities for program participants.

Maintains accurate and updated records and files of employer and participant contacts.

Follows up with employers as to appropriateness of participants referred and satisfaction for hiring.

Follows prescribed safety procedures. Acts to ensure safety for self, co-workers and consumers.

Carries out responsibilities in accordance with professional standards. Works cooperatively with co-workers and maintains congenial relationships with agency employees, clients/consumers, and outside representatives. Where appropriate, demonstrates empathy and concern in client/consumer interaction. Complies with all appropriate agency policies and procedures.



QUALIFICATIONS: EDUCATION/EXPERIENCE/SKILLS/ABILITIES Bachelor’s degree in a related field, and minimum three years related business experience required. Computer literacy (Word, Outlook, & internet research) required. Knowledge of various interviewing techniques, business methods and industrial requirements preferred. Ability to read, analyze and interpret general business publications and professional journals, to write reports and business correspondence, and to effectively present information and respond to questions from managers, clients, consumers and the general public. Ability to define problems, collect data, establish facts and draw valid conclusions. Valid driver’s license and vehicle with insurance is required.

PHYSICAL DEMANDS /WORK ENVIRONMENT The Employer Services Representative is regularly required to reach with hands and arms, speak, and listen; is occasionally required to walk, sit, use hands to finger, handle, or feel, climb or balance, stoop, kneel, crouch, and lift. Required vision abilities include close vision, distance vision, color vision, peripheral vision, depth perception and ability to adjust focus. The work environment is that of a well-lit, well-equipped office and the noise level in the work environment is usually moderate. Frequent travel is required.



EMPLOYMENT AND RETENTION SPECIALIST SUMMARY: Assist in the facilitation of neighborhood-based employment services, specifically placing older adults in unsubsidized employment for the Senior Community Service Employment Program (SCSEP). Maintain contacts with participants and their employers, providing support that leads to job retention to meet the goals of Senior Service America (SSAI).

ESSENTIAL DUTIES AND RESPONSIBILITIES: Is responsible for but not limited to the following:

JOB PLACEMENT: Provides job placement services for all participants of the Senior Community Service Employment Program (SCSEP) and achieves job placement/ retention goals per SSAI policy. Provide participants with assistance in establishing and attaining employment goals. Responsible for placement, retention and reporting of results.

JOB DEVELOPMENT: Develops job leads for participants on an individual basis. Researches and develops new employment resources for all participants. Maintains a file of resources which can be used by participants who need additional support to acquire and retain employment. Works with project directors to solve post placement challenges.

RETENTION: Contacts employed participants and/or employers regularly to determine progress as well as need for assistance for participants to retain employment. Meets with participants and employers at work sites to build relationships and provide assistance as may be needed.

RECORDS: Maintains a database of information about participants who have achieved employment.

Attends team and other scheduled meetings.

Under the direct supervision of the project director, provide direction and support when providing services to their program.

Participates in staff development and training activities to enhance skills.

QUALIFICATIONS: EDUCATION/EXPERIENCE/SKILLS/ABILITIES

Bachelor’s Degree in Human Resources and/or Human Services or related field. Experience in job development, placement and retention preferred. Ability to work with diverse private and public organizations in direct job development and placement is highly recommended. Ability to work with participants from varied ethnic and economic backgrounds is highly recommended. Must be proficient in Microsoft Word, Email and the Internet.



Ability to work across ethnic/racial/economic lines for effective communication and trust building.

Ability to work in a collaborative and coordinated effort.

Ability to self-start and effectively problem-solve.

Ability to set limits on personal and professional boundaries.

Ability to supervise staff to foster continued growth and development.

Ability to design and implement programs.

Ability to communicate effectively in oral and written forms.

Familiarity with computer technology and ability to learn computer skills.

Documents

Job Development-Part II-AssessmentTraining Tool for …ssai.is.production.wordpress.s3.amazonaws.com/2016/07/Part_II... · • To extend program visibility and value ... A good job