Transition for Job Corps Participants with Disabilities

Transition for Job Corps Participants with Disabilities

Jennifer Kemp

U.S. DOL

Office of Disability Employment Policy

October 22, 2004

U.S. Department of LaborOffice Of Disability Employment Policy (ODEP)

Providing leadership to increase employment opportunities for adults

and youth with disabilities.

Why Employers Get Involved?

There is the immediate need for the company to fill positions.

Particular industry-specific issues (such as worker shortages or specific technical skills requirements) cause some employers to embrace youth programs.

Many companies feel particularly compelled to bring youth, with and without disabilities, into their workplaces to demonstrate corporate good citizenship and responsiveness to community needs.

Four factors that contribute to Employers’ Willingness and Satisfaction Regarding Inclusion of Youth with Disabilities in the Work Place

Competent and convenient assistance in connection with youth referrals;

Good matches of youth skills and interests to job tasks;

Support in training and monitoring the youth at the work site; and

Formal or informal disability awareness and training for the youths’ co-workers (when the youth chooses to disclose disability).

“Customer Service” Strategies

Competent and convenient assistance in connection with youth referrals

Treat employers as customers by: Conducting informational interviews

to find out about their HR and operational needs

Using business language to describe what you can do for the employer to meet these needs: “recruitment assistance,” “prescreened applicants,” “reduction in recruiting costs,” “customized responses to human resource needs,” “access to an expanded labor pool,” “preparing the future labor force,” “help in managing a diverse workforce,” etc.

Minimizing red tape, respecting their time, and establishing a single point of contact

Maintaining professional and responsive contact: be on time, dress professionally, return phone calls promptly, thank employers for their time.



Help to increase their awareness of recruitment resources by:

Connecting with existing business and employer networks and job referral and placement organizations;

Marketing services through existing community forums (e.g., newsletters, job fairs);

Joining business organizations;

Building and maintaining networks of business and employer contacts through continuous dialogue;

Making direct contact with new employers.



Provide effective applicant screening by:

• Identifying competencies needed for each job and industry;

• Visiting companies to identify needs;

• Understanding and adhering to typical company screening processes as closely as possible;

• Knowing each youth’s skills, interests, and aptitudes;

• Matching youth to employer needs and circumstances.

“Customer Service” Strategies Matching of youth skills

and interests to job tasks

You can support employers by:

Identifying tasks that are important to both the youth and the employer so they both stay interested and engaged.

Knowing both the youth’s capabilities and interests and the employer’s circumstances thoroughly: never try to force the match.

Customizing assignments as necessary: depending on employer resources (i.e., co-worker mentor, supervisor time, in-house training, etc.) look for tasks that can be monitored most effectively.

Proposing and negotiating task assignments based on how it will help the employer.


Matching of youth skills and interests to job tasks

Ensure that youth have the requisite technical and soft skills by:

• Identifying and addressing barriers to accessing training programs;

• Ensuring youth are enrolled in updated and rigorous skills training programs that are demand driven;

• Encouraging employers to support job shadowing and short-term internships as initial effort to expose youth to the workplace culture;

• Preparing and supporting youth in soft skills development (e.g., appropriate work behavior, language, dress, etc.);

• Matching youth with peer and adult mentors.


Support in training and monitoring the youth

Work closely with employers to assess the level of ongoing post-placement support they need by:

Clarifying employer expectations about job training, coaching, and follow-up: don’t leave it to chance.

Clarifying and agreeing on how follow-up will occur: how often, when, under what circumstances.

Following through on agreed upon follow up procedures: that is, “service after the sale”.

Being at the job site as often as the employer expects/requests it, more often only when it is not an imposition, but never less.

Soliciting employers’ feedback on service and adjusting accordingly.

Assisting them in identifying and addressing any job accommodations and accessibility issues should they arise.


Formal and informal disability awareness (only when youth choose to disclose disability)

Ensure that employers have the requisite knowledge they need by:

Delivering information about specific accommodations required by the youth (only if asked to do so by the youth).

Asking the employer/co-workers about experiences they may have had with people with disabilities.

Asking the employer what further information is desired to be comfortable supporting and accommodating the youth.

Providing disability awareness information based on what the employer asks for.

Modeling interaction and support appropriate for the youth.

Being prepared to periodically provide more guidance and information as needed.

VCU Rehabilitation Research & Training Center On Workplace Supports

Myth: People with disabilities do not want to work.

NOD/Harris Survey reports that 2/3

of working age people with disabilities are not employed and 2/3 of those would like to be working.


Myth: Corporate litigation cases will increase.

Since ADA was implemented only 530 suits filed by the EEOC and of those 469 were resolved--most in favor of the businesses.


Myth: Workers with disabilities pose greater safety risks to themselves and others.

A Dupont study demonstrated that people with disabilities did not contribute to an increase in compensation cost of lost-time due to employee injuries.


Myth: Employees with disabilities can not be fired like other employees.

ADA does not protect those unable to perform the essential functions of their job.


Myth: Company insurance rates will increase.

Insurance rates are not based on the number of employees with disabilities – but based on history of accidents.


Myth: Co-workers will not accept people with disabilities.

Employers report that having an employee with a disability tends to have a positive impact on the work environment increasing the coworker's productivity and general satisfaction.


Myth: People with disabilities are too slow and unproductive.

A Dupont study indicates people with disabilities equal or surpass other workers in performance, attendance and safety. VCU’s RRTC’s research shows that supervisors rate their employees as just as productive.


Myth: Accommodations are too expensive.

JAN reports: Half of all

accommodations are less than $500

Tax credits are available to defray costs

If it would impose undue hardship not required

Business Case Information Building the business case

Presenting industry specific labor market information

Addressing assumptions, preconceptions, and concerns

Evaluating actual benefits and costs Showcasing effective practices and

model policies

Business Case Messages (DRAFT) Studies by DuPont and Virginia

Commonwealth University over the last 10 years indicate employees with disabilities perform above or comparable to supervisors’ requirements.

Job retention for people with disabilities is currently 50 percent longer than for their non-disabled colleagues.

Attendance records are the same or better for people with disabilities compared to their non-disabled colleagues.

Business Case Messages (DRAFT)

Technology in all environments from the office to the manufacturing floor has changed the way we all perform our jobs. This opens new opportunities for employers to utilize the talents of people with disabilities and levels the playing field.

Tips for Maximizing SuccessfulEmployment Outcomes

Focus on the individual's abilities as opposed to disabilities

A good match between the needs of the employer and the client's skill sets and abilities is a challenge that must be met in order for the results to be successful

Tips for Maximizing SuccessfulEmployment Outcomes

Educate employers/debunk the myths Ensure that the on-going support is

adequate to meet the needs of both the youth, the employer, and the coworkers (On site job coaches/facilitators)

Tips for Maximizing SuccessfulEmployment Outcomes Remember that recruitment costs money Make employers aware of tax credits Make sure that youth with disabilities in your

program develop the soft skills and leadership skills they need to advocate on their own behalf regarding accommodations

Partnering with other organizations will reduce your burden while improving your outcomes. Resource: US Business Leadership Network http://www.usbln.com

Intermediaries

An entity that “convenes leadership and brokers relationships with multiple partners across multiple funding streams; brings together workforce development systems, vocational rehabilitation providers, businesses, labor unions, educational institutions, social service organizations, faith based organizations, transportation entities, health providers, and other Federal, State, and community resources which youth with disabilities need to transition to employment successfully.”

What do Intermediaries do?Four strategic intermediary functions: Convening local leadership; Brokering and/or providing services to workplace

partners, educational institutions, young people, and the youth-serving system;

Ensuring the quality and impact of local efforts; Promoting policies to sustain effective practices.

Customized Employment

Customized employment means individualizing the employment relationship between employees and employers in ways that meet the needs of both

May include employment developed through job carving, self-employment, or other job restructuring activities that result in job responsibilities being customized and individually negotiated to fit the needs of an individual.

Customized Job Development

The Applicant’s Conditions, Preferences and Contributions are identified through a Customized Planning Process as well as a Task List.

The Job Developer then meets with specific employers in an effort to negotiate a customized job description.

From a list of potential employers identified during the Customized Plan.

Disability Mentoring Day

Each year the third Wednesday in October Over 80 Local sites in the U.S.

DMD Website http://www.dmd-aapd.org/

Resources JAN (Job Accommodation Network)

www.jan.wvu.edu

WRP (Workforce Recruitment Programwww.wrpjobs.org

Washington Internship Programwww.twc.edu/diversityingovernment.HTM

Career Voyages www.careervoyages.gov

Resources NCWD/Youth

http://www.ncwd-youth.info/

NCWD/Adult www.onestops.info

Disability Info

www.disabilityinfo.gov

EARN (Employer Assistance Referral Program)www.earnworks.com

Resource Documents High School/ High Tech Program Manual

http://www.ncwd-youth.info/resources_&_Publications/hsht_manual.html

Assessment Guide http://www.ncwd-youth.info/resources_&_Publicati

ons/assessment.html Knowledge, Skills, and Abilities Paper

http://www.ncwd-youth.info/resources_&_Publications/background.php

Resource Documents Disclosure Toolkit

Product coming from NCWD/Y