Once the 4 Areas of Stability have been addressed, now it's time to determine what type of employment would be the best match for the Job Seeker.
- The Job Seeker would like to obtain employment: participate in the work force for the first time or “to get out of the house” and increase personal independence, or similar motivation supported by IL Employment First initiative.
- The Job Seeker/Beneficiary receives disability benefits and is returning to work after an illness, injury, condition on the Social Security Ticket to Work Program.
- Income Requirements: to meet financial responsibilities (support themselves and/or family), to create an opportunity for financial independence (buy a car, move out of a current living arrangement), etc.
After identifying “why” the Job Seeker is ready for employment, consider what type of job would be of interest.
- “I” would like a Customer Service position because: the Job Seeker is a “people person”. Examples of Customer Service skills and interests would include interacting with the public, answering phone calls, providing answers to customer inquiries, being an effective multi-tasker and problem solver, has the skills to effectively manage “unhappy” customers and their complaints
- “I” would like a Cleaning position because: the Job Seeker enjoys more independent work. Examples of Cleaning skills and interests would include minimum supervision, possibly early morning or 2nd shift work hours/availability, has an attention to detail, enjoys repetitious tasks and check lists, would prefer more physical work rather than a seated job
- “I” would like a Retail Stocking position because: the Job Seeker states interest in working in a retail environment. Example of Stocking skills and interests would include repetitious tasks/responsibilities, organizational skills, an attention to detail, multi-tasking skills, is comfortable interacting with the shoppers/co-workers/working on a team.
Best Practice: take a Person-Centered Approach. If the idea of Retail Stocking is appealing, but the Job Seeker would prefer not to interact with the public, perhaps a ‘back room’ Stocking position would be a “better fit” (meaning working in retail, but in the stock room/in the back of the store, limiting interactions with customers) than a ‘sales floor’ Stocking position (where interactions with customers will occur on a more frequent basis).
These are a few examples that illustrate what may be expected of the Job Seeker in various positions; and the skill sets/strengths of the that would create a possible “good” job match (working with the Job Seeker’s strengths and around possible barriers).
Review online job postings with the Job Seeker and seek feedback on what they “like” and “do not like” about jobs they have reported to have interest in (based on the job descriptions reviewed, discussed and feedback received).
The job seeker can review job descriptions online by going directly to a company website or by using a job search site like Indeed.com.
While reviewing job descriptions, it’s important to pay attention to the job responsibilities/tasks listed, the environment description and any other KEY WORDS listed in the job posting. For example, a job description might include:
- “Have the ability to be cross-trained and thrive in a fast-paced environment”
- KEY WORD Cross-Trained: refers to being training in all areas of the store: stock, register, receiving, customer service, etc. In smaller retail environments, cross training reduces the number of employees needed during a shift. In larger retail environments, due to having larger payrolls and more staff scheduled during a shift; cross training is not required and there is more opportunity to perform one job role. If the Job Seeker has reported zero interest in register work (due to anxiety, poor math skills, would prefer not to work directly with the public, etc.), then it is not a reasonable accommodation to expect the employer to “omit” or “leave out” tasks/responsibilities when the job posting lists cross training as an expectation of their employees.
- KEY WORD Fast-paced environment: it’s just that, fast paced. If a job description indicates ‘speed requirements’ to perform a job/task or list ‘fast pace’ when describing the environment (often found in the food industry and warehouse work); there is not likely a reasonable accommodation that could be requested to ‘reduce’ the speed in which the job/tasks can be performed at. In a warehouse, speed requirements are in place to meet the company’s product or service needs/volume they provide. Similarly, restaurants also have speed requirements to meet the needs/volume of customers they are serving. In these instances, when speed requirements are not met, the company loses customers/contracts/business. This is a great time to refer to the Psychiatric Work Release form, filled out by a Mental Health Provider; that may list work environments/tasks to avoid, that could be stress or anxiety inducing for the Job Seeker (due to disability, related conditions and/or past experiences).
- “Frequently lift up to 40 pounds and occasionally lift/move 60 pounds”
- KEY WORD Frequently lift. Lifting requirements listed in the job description will provide the Job Seeker an idea of the frequency (how often), and weight to be lifted/moved, while performing a job. This is a great time to refer to the Work Restriction Form, filled out by the Job Seeker’s doctor; that lists the frequency and weight that can be safely lifted due to physical limitations (related to disability or condition). A reasonable accommodation could be a requested to ‘omit’ (leave out) job tasks lifting/moving 60lbs, if the Job Seeker can safely lift up to 40lbs frequently, since lifting 60lbs only occurs “occasionally”. OR, a reasonable accommodation could be to request a 2-person lift/move when lifting more than 40lbs.
- “Must be able to work days/nights, weekends and some holidays”
- KEY WORD Availability requirements: which reflect the needs of the company the job is being posted for. If the Job Seeker’s availability (due to transportation, medication, disability related needs, or preferences) do not line up with the availability requirements of the job, it’s not a reasonable expectation that an application submitted with the availability listed as Monday-Friday, day shifts only, no evenings/weekends or holidays, will be selected for an interview.
Best Practice: Though a job application can always be submitted, best practice would be to apply to jobs that are (more) in line with the Job Seeker’s availability, needs, preferences, focusing on their strengths and working around possible barriers.
Having worked in Employment Services, assisting adults with disabilities, I found taking a Person Centered Approach (to identifying an appropriate job match) should include the following:
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An Orientation. The first meeting between Job Seeker and Case Manager, introductions are made, the Job Seeker is orientated to the services to be provided by the Agency, per the DRS plan (if funding services), and expectations are discussed. This meeting is paperwork driven, requiring signatures from the Job Seeker, Case Manager, and Guardians (if applicable).
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Establish a re-occurring weekly meeting date and time. Keeping to a set day/time each week (or every other week), whether in person or over the phone, promotes consistency and keeping to a schedule that inevitably will occur upon securing employment.
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Communication with the Job Seeker. To better understand the employment goals, ambitions, and needs of the Job Seeker, an interest assessment (or similar questionnaires) are often used to assist the Case Manager getting a better understanding of an individual’s current areas of interests and (equally important) dislikes.
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Follow the DRS Employment Plan in place (frequently the funding source for services provided). This is a State of IL contract, signed by the Job Seeker and VR Counselor; a copy is provided to both the Job Seeker and Agency.
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Depending on the DRS Plan, Assessments maybe required. Assessments allow the Case Manager to observe the Job Seeker’s work-related strengths, and/or barriers, while: performing tasks, following directions, demonstrating communication skills, self-advocacy abilities, etc.
By addressing and discussing the below details up front, the Case Manager can then work with the Job Seeker’s strengths and interests, working around (possible) barriers, in efforts to reach their goal: obtaining and maintaining community employment.
- Work environment: size of job location, number of employees, management style, climate or temperature exposure, accessibility, safety concerns, allergens, etc.
- Work hours/availability: which includes the Job Seeker’s choice/preferences, medication regimens, transportation needs, medical/mental health Provider(s) recommended work hours/shifts, etc.
- Transportation options/needs: the plan for getting to and from work should be discussed immediately, as transportation can be a major barrier to employment. See Page 2 under 4 Areas of Stability for more information.
Best Practice: work environments, work hours/availability and transportation needs often change over the course of the job search. As a result, I would touch base with the Job Seeker on these areas, during the scheduled reoccurring meetings and adjust the search as needed.
Most job applications are submitted online today. Having a resume will assist in filling out online applications, serving as a quick reference, and can be uploaded from a computer often ‘pre-populating’ (automatically fill in) many of the online application questions.
If the Job Seeker is using an Employment Agency or working with DRS directly, having a list of all jobs/volunteer work/vocational training performed (in the last 15 years) will assist in drafting a resume.
A resource that I have used frequently to draft resumes is Onetonline.org. Under ‘Occupation Quick Search’: type in the title of a past job and a list of related job titles will appear for review. Review several of the listed job titles and look for job duties/tasks/descriptions that best describe the Job Seeker’s previous work experience. Then use that same verbiage to draft a resume.
If previous employment was with a large national company: ‘Google’ the company name, and job title, in efforts to pull up a current job posting for that company that will includes job tasks/responsibilities to be used to draft a resume.
- The Case Manager will assist in developing job ‘leads’. Identifying, reviewing and discussing possible employment opportunities that meet the Job Seeker’s stated needs and interests (see The Job Search section above for examples).
- After discussing a job opportunity, if the Job Seeker states interest in applying, the Case Manager will assist/support in completing and submitting the job applications. Many job applications today include required assessments. Completing an assessment will take between 10-45 minutes.
- The Case Manager should assist in writing Cover Letters, which provide the opportunity to focus on the Job Seeker’s transferable skills, to address a career change, etc.
- If the Job Seeker gives permission, the Case Manager can also apply to jobs on behalf of the Job Seeker. Meaning: applications can then be submitted by the Case Manager, outside of the re-occurring scheduled meetings, which increases the weekly job search activities.
Best Practice; the Job Seeker should be included in majority of the tasks above, as one of the many goals of community employment is increased Independence. My approach has always been to teach the Job Seeker how to submit online applications, to support them as they gain the skills and confidence to complete applications; with the idea that if/when employment needs change (in the future), the Job Seeker has had practical hands-on experience performing the task of completing/submitting online applications and would then be better prepared to do so independently.
Compare a Job Interview to the ‘Big Game’. It is not possible to play in the Big Game if a practice was never attended. Practicing interview questions, and preparing answers for those questions, is just as important as the following:
- Appropriate interview clothing, which should be ready to go from the beginning of the job search, as to avoid panic when an interview invite is received.
- A transportation plan. Most interviews are held during the weekdays between 9am-5pm, which should be considered if the Job Seeker is dependent on someone else to assist with transportation.
- Establishing the job seeker’s Work Availability. Meaning: earliest start and latest end times available each day, what days per week available, number hours that can be worked each day and maximum hours per week. During an interview, many employers today will ask the job seeker to ‘sign off’ on the hours listed/submitted on their application; holding the job seeker accountable for their availability listed on the job application, that led to an interview and may lead to a job offer.
- Mock Interview practice. Preparing answers to typically asked interview questions, and then practicing those prepared answers in a mock interview; the job seeker will be more (and feel more) prepared which can reduce feelings of anxiety. One way to prepare is to search Glassdoor.com, under the tab ‘Interviews’. This can be a great resource to search interview questions reported to have been asked by XYZ Company, by people who went through their interview process. Review the interview question listed for the same job title you’re interviewing for, compile a list of those frequently asked questions, and use this list to prepare for your interview.
Once employment is obtained, a Job Coach can be assigned, as the Job Seeker is now a New Employee and may benefit from on-site or off-site support post employment.
The following lists responsibilities of a Job Coach, though this is not an exhausted list, since every individual’s level of support/needs and interests are varying.
- Follow the Employment Plan’s in place: the DRS Plan as well as the Agency Plan for “follow up Services” (meaning, post employment services). Reviewing and discussing what to expect while receiving Job Coaching Services
- Communicate with the New Employee to understand their employment goals/ambitions, level of support expected or needed, on or off-site support, and the ‘fading’ process (taking the Person Centered Approach)
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Assist in identifying and overcoming personal barriers, based on observations of the New Employee working on-site and/or based on reports given by the New Employee off-site
- Advise on workplace accommodations as needed (see Accommodation examples listed below)
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Assess the strengths of the New Employee, based on the Coach’s on-site observations, and provide guidance to use those strengths effectively
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Provide guidance and support in learning and completing assigned job tasks
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Assist the individual in developing Social/Soft Skills, as those skills pertain to appropriate work behavior
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Monitor and evaluate progress of individual, based on: observations of work performance, feedback from employer and New Employee receiving follow-up services
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Keep records and documentations of work performance/supports used (keeping records, often referred to as “notes”, is required of the Job Coach per the DRS contract/plan for services, and are submitted to DRS on a monthly basis)
Deciding to use a Job Coach is a “Choice”, not required. If the New Employee chooses to utilize a Job Coach, the following are Reasonable Accommodations that are available through the support/advocacy of a Job Coach.
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On-site Job Coaching provides additional 1:1 job training and support to the New Employee, at no cost to the employer. Upon being hired, and if using an Employment Agency, Job Coaching follow-up services are frequently included in the funding/plan provided by DRS
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A Job Coach will be assigned to assist the New Employee learning their new job tasks/responsibilities. As a reasonable accommodation, most companies allow Job Coaches on-site to assist/support the New Employee during their scheduled work shifts; which provides one-on-one additional training and individualize time spent with the new employee, that most companies are not staffed (or budgeted) to provide.
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A Job Coach can attended the New Employee Orientation, as a reasonable accommodation, and be available to support/assist in: completing the New Employee paper work (which often includes computer work), facilitating obtaining Direct Deposit, completing the required tax forms, understanding company policies, having support getting ‘punched in and out’ of work shifts/breaks, etc.
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A Job Coach can assist/support a New Employee completing Required Computer Training. Large retail company’s schedule 5-8 hour shifts dedicated to completing required computer training (often prior to the new employee getting hands on training). A reasonable accommodation request can be made to Human Resources, or the department manager, asking if the computer based training can be reduced from 5-8 hours to 2-4 hour shifts.
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Advocate: When I would make this request, I would always suggest that the trainee would be more successful “retaining” the training material if the training hours were reduce per day and spread out over additional day’s (if possible). A Job Coach can then be an on-site support, assisting in completing the computer based training: example, the Coach would be able to read the information out loud, or read along with the trainee (silently), in efforts to successfully complete the training and subsequent exam(s).
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For Time Management, example: wear a (digital) watch, as cell phones are generally not allowed to be used during work hours. During breaks, cell phones use is o.k., and the phone’s timer maybe used to assure the New Employee is not late getting back from scheduled breaks.
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Work Schedules, example: (again) phones are often not allowed for use during work hours, but can be used (while on break) to take a picture of a work schedule. This is a great way for the New Employee to get a ‘copy’ of their schedule, share their schedule with family, guardians or advocates (if needed), and the schedule will need to be shared with the Job Coach each week.
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Register Work, example: a stool/seated accommodation request due to physical disability/related condition, that may limit the New Employee’s ability to stand for the duration of a shift. Also, a ‘stress mat’ can be requested; to provide comfort/relieve the stress legs can feel when standing on a hard surface and/or to provide a slip resistant surfaces.
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Utility worker, example: an accommodation could include requesting a list of required duties from the employer, the Job Coach can then creates a ‘cheat sheet’, that could be laminated, and made ‘smaller’ than a standard piece of paper so it can fit into a pants pocket. OR, create a task list that is simplified/more easily read and laminated (becoming water proof), which can then be on a clip board (and kept on the ‘utility cart’ or can hang in the utility closet for reference, to be checked off with a dry erase marker).
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Off-Site Job Coaching: If the New Employee does not want or need on-site support from a Job Coach, but may benefit from having ‘someone’ to call to talk about job related concerns or questions, or may need feedback or advise on a job related matter. In this instance, having a Job Coach available off-site for support/assistance can be important to the New Employee: leading to additional independence, instead of asking a friend, parent, family members for advise/feedback on a job related question or concern.
Best Practice: if more specific accommodations are needed, due to work related barriers resulting from disability/related condition, I often utilized the Job Accommodation Network/JAN at askjan.org.
The Job Accommodation Network is a service provided by the United States Department of Labor’s Office of Disability Employment Policy.