Presentation on theme: "Adopting the Vermont Progressive Employment Model: Informational Session on the VR-RRTC Demand Side Strategies Study and Learning Collaborative."— Presentation transcript:
1 Adopting the Vermont Progressive Employment Model: Informational Session on the VR-RRTC Demand Side Strategies Study and Learning Collaborative
2 IntroductionProgressive Employment is a strategy for populations who haveLittle or no work historyLong case historiesLow skill levelsCorrections involvementOther barriers to employment
3 What Progressive Employment Does Builds momentumAddresses fearsEmployer fearsCandidate fearsIncreases skills and confidenceRemoves labelsOffers flexibility to meet employers and candidates “where they’re at”
4 What Progressive Employment Is A continuum of placement options geared to the skills and interests of the individual and the level of engagement negotiated with the businessA method to evaluate existing work skills, reduce fear and identify training, support or accommodation needs
5 What it is ...A way to develop interpersonal and customer service skillsAn opportunity for individuals to explore possible careers in short-term placements
6 What it is …A way to introduce a candidate to a prospective employer, especially for those individuals who struggle to get their foot in the doorA tool to build skills, add recent work experience to a resumeʹ and develop professional references
7 Progressive Options Practice Interview Company tour Job shadow Short-term work experience/internshipOn-the-job trainingTemp-to-hire
8 Key PrinciplesEliminates the construct of candidates needing to be “job ready”Everyone is ready for something!Creates employment-related opportunities no matter the readiness levelEmployment activities may begin immediatelyProgress is at an individualized pace
9 Key principles (cont.) Small success leads to further success Person can overcome fearAllows incremental skill buildingActivities can be planned to reduce perceived riskAllows the employer to get to know the candidate as a person and as a worker prior to making a hiring decision
10 Key principles (cont.)Provides flexibility and creativity based on the needs of the job seeker or the employerEmployer may not be currently hiringJob seeker may want to explore the company or type of jobEmployer feedback is GOLD
11 Key principles (cont.) Low risk! Fear is a powerful force! The employer is not required to hire the individual at the end of the placementThe individual is not committing to that particular jobFear is a powerful force!Employer resistanceCandidate resistance/lack of progress
12 Key principles (cont.)Negotiated by employment staff directly with the employerWritten agreement as to the purpose of the training and expectations for skill development or experience
13 Key principles (cont.)Provides a way for employment staff to “offer” a variety of options for an employer rather than “ask” for consideration of their customers for open positionsIs proven to increase employers’ understanding of disabilities
14 What Progressive Employment Is Not A promise of employmentProviding a wage (unless the employer places the person on their payroll through an On-the-Job training option)
15 What it is not …A full time placement – generally the candidate does not participate in excess of 25 hours per weekThe only option – those who have skills and experience are placed directly into competitive employment whenever possible
16 What it is not ...Long-term subsidized employment or “warehousing” – generally work placements don’t last longer than 8 weeksA violation of the Fair Labor Standard Act (FLSA) because:
17 Fair Labor Standards Act (FLSA) Training similar to vocational school or educational instructionTraining is for the benefit of the trainees (not the employers)Trainees do not replace regular employees but work under close supervision
18 Fair Labor Standards Act Employer derives no benefit and in some cases it may actually impede operationsTrainees are not necessarily entitled to a job at the end of training periodEmployer and employee know that trainees are not entitled to wages for the time in training
19 What if the placement doesn’t work out? It is not a “failure” – the person still gains valuable experience and skill buildingProvides information about what the person doesn’t want in terms of the job or the company cultureAny placement, even if short-term, may be used as experience on a resumeʹ
20 Vermont data FFY 2012 Rehab rate for closed PE participants was 80% For those participants who were closed successfully:Over half (58%) were hired by the PE employer (66% for transition youth)80% entered VR with no earnings
21 Vermont data FFY 2012 (cont.) Hours per week for successful closures:30+ hours per week: 42%10-29 hours per week: 39%Less than 10 hours per week: 19%PE type breakout:Work experience: 88%OJT: 8%Other (job shadow, company tour): 4%Average length: 6 weeks
22 Employer FeedbackBefore your engagement in the Progressive Employment program, did your company have a way to actively recruit candidates with disabilities?
23 Employer Feedback (cont.) As a result of participating in Progressive Employment, do you have a better understanding of how to recruit and hire candidates with disabilities?
24 Employer Feedback (cont.) Do you have a better understanding of how to accommodate workers with disabilities?
25 Employer Feedback (cont.) Overall, how satisfied are you with the Progressive Employment program?
27 “Tom” H.S. graduate, 19 years old No work experience Employment consultant set up a work experience for Tom at a coffee production company to do warehouse and production work
28 “Tom”Day 1 – employment consultant met Tom and his mother in the parking lot of the companyTom refused to get out of his mother’s carDespite efforts by mom and employment consultant, Tom refused to talk and slammed the car door shut
29 “Tom”Employment Consultant (EC) explained the situation to the employer, who was understanding and was willing to postponeTom agreed to get into the EC’s car to talk
30 “Tom”EC explainedexactly what would happen when he walked in the door;used positive reinforcement;explained how to break down the experience into smaller, less overwhelming steps
31 “Tom”EC said, “You’ve made it to the parking lot today. Tomorrow let’s make it inside.”Tom agreed to a 15 minute visit the next day and an hour visit the day after. He could then decide how he felt about continuingDay 2: Tom went into the business and ended up staying an hour as his anxiety dissipated
32 “Tom” today:Tom is going to the work site independently now and the EC does minimal check-insHe is learning hard and soft skills and gaining tremendous self-confidence
33 “Tom” This example demonstrates: Overcoming fear Results despite lack of work experienceThe ability to start the participant at a very elementary level
34 “Mary” Previously employed in data analysis and reporting Unemployed for several years and felt skills were out of dateLacked confidence to get back into the workforce
35 “Mary”Part of a self-sufficiency program within a state-run housing authorityCase Manager from housing authority, Employment Consultant, the VR Counselor and Mary formed a team
36 “Mary” Identified United Way as a possible work site Prepared for an informational meeting and interviewMary met with employer who agreed to provide the work experience
37 “Mary” Employment Consultant helped facilitate timelines and goals Started with a 2-week trial for orientation and trainingEmployment Consultant met with Mary and the supervisor separately to discuss progress
38 “Mary”The whole team met at the end of the 2-week period to map out goals, timeline and benchmarksPresented plan to employer
39 “Mary” Goal was to develop and demonstrate valued work skills Employer also agreed to provide contacts to potential businesses and job opportunities in the community
40 “Mary” todayDemonstrated impressive skills to United Way through work on a research projectHas begun networking phase of her work experienceAttended a Chamber of Commerce mixer and made contact with potential employers
41 “Mary” today Her confidence has dramatically increased Received praise from United Way for her workRecommended by United Way to President of the Chamber to consult on a research project that he is initiating
42 “Mary” today Has recent work experience on her resume Has excellent referenceHas upgraded skillsHas continuing networking options
43 “Mary” This example demonstrates: Use of progressive employment to enhance skills and to build a resumeʹ and referencesIncreasing confidence to reenter the workforce after a long absenceUse of progressive employment to network for other permanent positions
44 “Karen” Very little work experience Long-term TANF dependence Had depression and anxiety
45 “Karen” Employment Consultant arranged two separate work experiences: At a non-profit organizationAt a book storeWith some experience on her resume, she was hired in a seasonal job at a ski area
46 “Karen”After job ended, she wanted more experience to increase office skillsEmployment Consultant arranged another work experience at the book storeShe took a career readiness course
47 “Karen” Got re-hired at the ski area during the next ski season Felt confident enough to apply for better paying, more permanent jobsWas hired at a local dollar store and worked her way to Assistant Manager
48 “Karen” today Business opened a new store closer to her home She moved to the new store as head Store Manager and works full timeProgression took 3 years but she is now completely off TANF and other state benefits
49 “Karen” This example demonstrates: Progressive movement off TANF benefitsWork experiences before and after paid employment
50 “John” Middle-aged man Has an inability to interpret social cues and weak interpersonal skillsHad not held a job for more than a month since the 1980’sWasn’t able to get an interview anywhere
51 “John” “John” wanted to work at Price Chopper Employment consultant needed to do an assessment before she could approach Price ChopperSet up a work experience at a local non-profit thrift store doing similar tasks as he might need to do at the grocery store: stocking and organizing shelves; light cleaning tasks, etc.
52 “John”Also used the placement to assess soft skills: ability to keep a schedule, follow directions, and interact with customers and co-workersJohn was very successful, so hours were added; he went above and beyond his duties
53 “John”Thrift store supervisor wrote a stellar letter of recommendationBusiness Account Manager and Employment Consultant approached Price ChopperPrice Chopper agreed to interview John for a work experience
54 “John” Employment Consultant went with John to the interview John was able to demonstrate his willingness and motivation, and employer agreed to the work experienceTwo separate work experiences were arranged:
55 “John”1) Special project: clean all the data strips on the bottoms of the grocery shelves. This gave John an opportunity to learn the layout of the store, get to know the environment and co-workersEmployment Consultant was present for a few shifts and slowly faded. John completed the project in 4 weeks
56 “John”2) Work experience as a “regular” employee: bagging, fetching carts and baskets, assisting customers, and light cleaningSkills increased over time; went above and beyond his dutiesRoad his bike 10 miles to work; demonstrated high motivation by walking to work during a blizzard (took him 4 hours).
57 “John”After 2 months, employer got feedback from other employees that was overwhelmingly positiveOffered the employer On-the-Job training funds for the next phase, but employer declined and hired John.
58 “John” This example demonstrates: Progressive employment used as assessment and to obtain letter of recommendation where there is no work historyMulti-step work experience doing different tasks