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Transition for Job Corps Participants with Disabilities`

Transition for Job Corps Participants with Disabilities`. Rhonda Basha U.S. DOL Office of Disability Employment Policy September 29, 2004. U.S. Department of Labor Office Of Disability Employment Policy (ODEP).

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Transition for Job Corps Participants with Disabilities`

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  1. Transition for Job Corps Participants with Disabilities` Rhonda Basha U.S. DOL Office of Disability Employment Policy September 29, 2004

  2. U.S. Department of LaborOffice Of Disability Employment Policy (ODEP) Providing leadership to increase employment opportunities for adults and youth with disabilities.

  3. 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.

  4. What do Employers Need? • Awareness of recruitment resources • Effective applicant screening • Applicants with technical skills • Applicants with soft skills

  5. What do Employers Need? • Convenient access to applicants • Support for youth with disabilities • Return on investment for time and resources

  6. Employer Needs Workforce Professional Obligations: Individual Programs

  7. Four factors that contribute to Employer’s Willingness and Satisfaction Regarding Youth with Disabilities in the Work Place • Competent and convenient assistance in receiving 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).

  8. 1. Competent and convenient assistance in receiving youth referrals Conduct informational interviews with prospective employer partners to find out about their human service and operational needs Use 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. Establish a single point of contact Maintain professional and responsive contact: be on time, dress professionally, return phone calls promptly, thank employers for their time. “Customer Service” Strategies

  9. 2. Matching of youth skills and interests to job tasks Identify tasks that are important to both the youth and the employer so they both stay interested and engaged. Know both the youth’s capabilities and interests and the employer’s circumstances thoroughly: never try to force the match. Customize 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. Propose and negotiate task assignments based on how it will help the employer. “Customer Service” Strategies

  10. 3. Support in training and monitoring the youth Clarify employer expectations about job training, coaching, and follow-up: don’t leave it to chance. Clarify and agree on how follow-up will occur: how often, when, under what circumstances. Follow through on agreed follow up procedures: that is, “service after the sale”. Be at the job site as often as the employer expects/requests it, more often only when it is not an imposition, but never less. Solicit employers’ feedback on service. Adjust support and service to employersbased on their feedback. “Customer Service” Strategies

  11. 4. Formal and informal disability awareness (only when youth choose to disclose disability) Ask the employer/co-workers about experiences they may have had with people with disabilities. Ask the employerwhat further information is desired to be comfortable supporting and accommodating the youth. Provide disability awareness information based on what the employer asks for. Model interaction and support appropriate for the youth. Deliver information about specific accommodations required by the youth (only if asked to do so by the youth). Be prepared to periodically give employer more guidance and information as needed. “Customer Service” Strategies

  12. 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. VCU Rehabilitation Research & Training Center On Workplace Supports

  13. VCU Rehabilitation Research & Training Center On Workplace Supports Myth: Corporate litigation cases will increase. Since ADA was implemented only 530 suits filed by the EEOC and of those 469 resolved mostly in favor of the businesses.

  14. VCU Rehabilitation Research & Training Center On Workplace Supports 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.

  15. VCU Rehabilitation Research & Training Center On Workplace Supports 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.

  16. VCU Rehabilitation Research & Training Center On Workplace Supports Myth: Company insurance rates will increase. Insurance rates are not based on the number of employees with disabilities – but based on history of accidents.

  17. VCU Rehabilitation Research & Training Center On Workplace Supports 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.

  18. VCU Rehabilitation Research & Training Center On Workplace Supports 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.

  19. VCU Rehabilitation Research & Training Center On Workplace Supports 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

  20. 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

  21. 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.

  22. 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.

  23. 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

  24. 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)

  25. 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

  26. 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.”

  27. 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.

  28. 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.

  29. 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.

  30. Disability Mentoring Day • Wednesday, October 20, 2004 • Over 80 Local sites in the U.S. DMD Website • http://www.dmd-aapd.org/

  31. Resources • JAN (Job Accommodation Network) www.jan.wvu.edu • WRP (Workforce Recruitment Program www.wrpjobs.org • Washington Internship Program www.twc.edu/diversityingovernment.HTM • Career Voyages www.careervoyages.gov

  32. 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

  33. 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_&_Publications/assessment.html • Knowledge, Skills, and Abilities Paper • http://www.ncwd-youth.info/resources_&_Publications/background.php

  34. Resource Documents • Disclosure Toolkit • Product coming from NCWD/Y

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