1. “Best” Practices in Job Development
Prepared for the Homeless Veterans Reintegration Project by
Gary Shaheen, Managing Director for Program Development
Syracuse University Burton Blatt Institute

2. Today’s Topics “Supply Side” Tips and Tools
:“Work fast”- Using outreach tools to explore employment
Customizing the job development process
Support for job development
“Demand Side Tips and Tools
Understanding employers’ needs
Tips and Tools for employer marketing 
Checklist - Key steps in improving job development

3. When should job development start?
Old paradigm: Wait until people are permanently housed, clean and sober, symptom-free, etc, etc before you provide help getting a job
New paradigm: Include conversations about work at outreach, early engagement in jobs to build trust, hope and motivation to change, customize to address job-seeker and employer’s’needs

4. What we know……………… Job development is more than just job placement
The best ‘work readiness’ services are those that get people into jobs quickly
Jobs that they choose and want
Jobs in real work settings for real pay
Jobs with pre-and post employment supports
Employment services should address both:
The ‘supply’ side (our customers’ interests, needs, barriers and opportunities) and
The ‘demand side’ (what employers want or need)

5. Ongoing Support to Employee & Employer for Retention, Advancement
Employment Services At Outreach/Engagement
Information and conversations about work
Link access to housing with access to work
“Standing offer of Work in or out of house”
Peer support for employment
Purpose:
Develop Trust, Awareness & Motivation
Provide Employment Services
Assessment and goal development
Establish employment team
Awareness of job market
Job development or self-employment
‘Supply Side’
Understand job qualifications
Job development planning
ID triggers/challenges
Independent or facilitated job search
Self-employment training
Asset development /financial literacy
Benefits advisement
Retention/advancement plan
Employment team
Ongoing support
Purpose: Meet job-seeker need
‘Demand Side’
Business Advisory Councils
Labor market identification
Job site accommodations
Hiring incentives
Exploratory interviews
Job testing
Link to education/skills training
Involve in training program development
Purpose: Meet Employers needs
Jobs that meet job-seeker and employer needs
Ongoing Support to Employee & Employer for Retention, Advancement

6. Customized Planning for Job-Seekers who are Homeless Should Address:
“Concrete” barriers, i.e., access to laundry, showers, clothing
Lack of fixed address for mail or telephone to receive and return messages
Personal humiliation and lack of self-esteem
Criminal histories
Poor employment histories
Lack of Transportation
Focus on immediate needs vs. longer term goals
Impact of lifestyle change
Managing housing stability/recovery and work
Unclear expectations/inadequate information
Physical health

7. Some principles of job development for homeless Vets
Job development starts at outreach
Job retention planning starts early
Operationalize choice
Capitalize on strengths gained through survival
Address unique needs and issues faced by Vets
Job development means addressing fundamental issues of poverty through employment and asset accumulation
Job development is best done with employers as partners
Rapid job search rather than extensive ‘pre-vocational’ requirements equals better outcomes
Provide comprehensive, wrap-around and continuous supports
Use evidence based and promising practices with fidelity to ensure better outcomes

8. Job development starts at outreach
Make work part of the conversation about engaging in services
Prompt and listen to people’s stories about jobs they had and jobs they may want
Encourage stories that help the individual to see unidentified yet transferable skills
Provide information
Assess the value of an offer of work as a ‘hook’ to influence positive change
Understand the ‘stages of change’
“Tell-Show-Do”

9. Job retention planning starts early
Create a retention plan
Help to identify ‘triggers’
Be clear with employees and employers about your role
Participate in the Integrated Services Team to troubleshoot retention
Meet with employees in comfortable, non-stigmatizing places off the job
Encourage (or require) meetings on a consistent, regular basis
“Debrief” after work
Help to “problem-solve” through counseling, role playing, reviewing assessments and employment plans

10. Re-Entry Issues affecting job development and retention
When to disclose a criminal record?
How to advise on disclosing a criminal record?
What about resources for expungment?
Clean Slate Program, San Francisco Public Defender’s Office, 555 Seventh St., San Francisco
More resources on the Web:
–Exodus Transitional Community

11. Operationalizing “Choice”
Job Preferences
Type of job
Location & business type
Size of employer
Self-employment?
Proximity to specific services, public transportation
Income expectations
Effect on benefits?
Support
Self-represent or represented
Accommodations
Access to training
Budgeting
Preparatory skills
Ongoing counseling and support
Transportation
Clothes
If we are to promote the concept and reality of choice-driven employment services there are a number of employment program components we must include

12. Capitalize on strengths gained through survival
What are the skills I gained and used to survive on the streets and in shelters?
Do employers need these types of skills?
Are they skills that are relevant to self-employment?
Who helps me in my recovery and what do they provide?
Do I need similar help as part of my employment team?
From your knowledge of your community-where are the jobs?

13. Rapid job search rather than extensive ‘pre-vocational’ requirements equals better outcomes (Excerpted from Supported Employment Evidence Based Practices Kit)
Beginning the job search early demonstrates that you take their desire for work seriously
Looking for jobs early can help to confront fears about work
Rapid job development takes advantage of consumer’s current motivation
By exploring job options and learning more about real work requirements and settings, consumers learn more about their preferences

14. Address unique needs and issues faced by Vets
Service-related trauma
Integrated treatment, job development and supportive services
Service related skills
Identify skills that are present, transferable, applicable to the job goal and include in job development plan
Service related benefits
Integrate Vets benefits, SSI/DI advisement on an ongoing basis in job development and retention planning

15. Job development means addressing fundamental issues of poverty through employment and asset accumulation
Assets (owning a home or business, investments, savings, property) provide greater financial security and independence.
Assets improve community participation and quality of life.
Saving money and developing assets will produce choices about where one lives and impact:
mental and physical health;
positive self-concept
expectations and status with other community stakeholders
Enduring poverty singularly diminishes freedom, opportunity and self-determination
Provide info and assistance to access Federal tax credits (like EITC), financial literacy, individual development accounts

16. Job development is best done with employers as partners (adapted from PWI)
Establish a Business Advisory Council (BAC), comprised of representatives of private industry, business concerns, One Stop, organized labor, and job-seekers that will:
Help identify job and career availability within the community, consistent with the current and projected local employment opportunities
Help identify opportunities for self-employment
Identify the skills necessary to perform those jobs and careers;
Help develop training programs designed to develop appropriate job, career and self-employment skills;
Help arrange or provide:
Training in realistic work settings to prepare people for employment and career advancement in the competitive labor market or in self-employment; and
Understand and implement job accommodations and worksite modifications

17. Provide comprehensive, wrap-around and continuous supports
Professional, peer natural supports
Understand triggers that can lead to job loss
Develop a job loss prevention plan
Develop a career growth plan
Manage benefits all along the way

18. Evidence-Based Programs Promising Effective
SAMHSA’S MODEL FOR EBPs SAMHSA National Registry of Effective Programs and Practices (NREPP)
Evidence-Based Programs
Conceptually sound and internally consistent
Program activities related to conceptualization
Reasonably well implemented and evaluated
Promising
Some positive outcomes
Effective
Consistently positive outcomes
Strongly implemented and evaluated
SAMHSA uses this method to define what they mean by “Evidence based”, “Promising” and “Effective” Practices
Model
Availability for dissemination
Technical assistance available from program developers

19. Why Use Evidence Based Approaches?
Evidence based practices yield better outcomes
Evidence based programs have fidelity measures
SAMHSA acknowledges that the evidence base is limited in some areas
SAMHSA supports promising practices where evidence of effectiveness is based on:
Formal consensus among recognized experts
Evaluation studies not yet published
SAMHSA also indicates that consistently better results are derived from practices with a sound empirical evidence base

20. What evidence-based Supported Employment is NOT
Work crews
Sheltered workshops
Referral out
Extensive pre-assessment and testing
Work preparation/skills development
Transitional employment positions
One-time placement
On-site job coaching
Rehabilitative day treatment
Generic psychosocial rehabilitation
Clinical services alone
Research and practice show that jobs not owned by the consumer, those in segregated and sheltered settings and extensive pre-requisites are among the factors that do not contribute to good competitive employment outcomes

21. Some Tips for Job Development and Placement
Typical Challenges
Force-fitting placements to meet program outcomes
‘Passive job development’
Not following up on a regular basis with active and potential employers
Focusing on the disability rather than the ability
Starting with tax incentives
Promising “two for one”
Guaranteeing 100% productivity or attendance
Offering to do all the training and supervision
Failing to plan for the next step (advancement, transition)
Suggested Responses
Define features and benefits
Offer examples to employers of ways part time, negotiated or carved jobs has helped an employer in the past
Understand employer training needs, growth jobs
Help the job seeker break down the job development process into attainable steps
Use peer support and mentors
Use testimonials and referrals