1. F.O.C.U.S. on my Abilities! Keith P. Wiedenkeller, SPHR
Senior Vice President & Chief People Officer
AMC Entertainment Inc.

5. About AMC Founded 1920 $2.7 Billion in revenue
350 locations / 5100 screens
19,000 Associates - Two Main “Cohorts”
Field
Corporate
Teeenage kids?

6. About AMC Core Purpose: We Make Smile Happen Guiding Principles:
Leadership
Ownership
Service
Innovation & Diversity
Teeenage kids?

14. Furthering Opportunities Cultivating Untapped Strengths
A program designed to equip AMC with the tools and knowledge to be intentional in employing associates with disabilities.

15. Background Partnership with Autism Society Sensory Friendly films
Develop workplace program for employment within AMC theatres for individuals on the autism spectrum
Equal work / equal pay

16. The “Business Case” An Opportunity
One in five Americans has a disability
26 million with disabilities are of working age
90% estimated unemployment rate
One in every 100 children are born with Autism
Good business
92% of Americans view companies that hire people with disabilities more favorably than those that do not
People with disabilities and their network represent $1 trillion dollars of annual buying power
54 million Americans with disabilities represent the third largest market segment in the United States, right behind Baby Boomers and the mature market. (MarketResearch.com)
These numbers are staggering!! Through this program AMC is drawing a line in the sand and stating that we refuse to sit by and watch these numbers grow! We refuse to be quite hampered by the unknown. We refuse to let someone else do the hard work of Figuring It Out! We have been built on innovation and this program is just that- innovation.
Equally as incredible are the other numbers on the loyalty perspective

17. Potential Obstacles Misconceptions about: Accommodations Productivity
Attendance
Morale impact
Slippery slope
Sourcing qualified candidates
Previous experiences

18. Objectives Go beyond compliance to doing the right thing
Create a level playing field
Provide access to integrated employment
MUST be able to replicate
Universal design
Identify and eliminate barriers to employment
Competitive hiring process
Competitive wages
FOCUS is guest facing- we refused to just say it can’t be done. FOCUS empowers us (the Home Office, the theatres, our General Managers and our theatre teams to refuse to stand by!! We all can make a difference as is evidenced by the excerpts from the letters I just read.

19. Team AMC Subject Matter Experts Recruitment Diversity
Theatre personnel
Subject Matter Experts

20. Community Partners Autism Society Indiana University Ziggurat Group
Kansas Instructional Support Network
Blue Valley School District

21. Theatre Survey: Managers’ Experiences
Barriers
Successes
Barriers:
Job Coach issues were cited as the #1 concern from theatres Standardized interview process
ATS
Standardized interview process ( approx 1.75 million applications for film crew alone this past year.)
The unknown- I don’t want to make a wrong step- paralysis through analysis.
Resources
Successes
Associates with disabilities performing wide range of duties, usher, box, ticket drop, concessions, facilities, crew, supervisors, managers.

22. Expectations Same standards for all associates
Must be able to effectively interact with guests and fellow associates
Job coach fades after days
Associate to work up to full potential (same expectation for all associates)

23. Applicant Tracking System - web based On-line assessment
Recruitment
Applicant Tracking System - web based
Legally compliant
Vendor helpdesk assistance
On-line assessment
All candidates must take assessment
Standard candidate scoring not definitive
Corporate HR involvement
Moves candidate through hiring process to allow for extended interview to take place

24. Interview Process
General Manager is the direct contact and owns FOCUS program at the theatre level
Travelling Interview developed
Provides exposure to all areas of the theatre/working environment
Points out sensory/physical environment concerns (bright lights, slick floors, hot/cold areas, etc.)
Allows for candidate self de-selection during interview

25. Role of Job Coach
Job Coach was cited as #1 concern of field management
Job Coach Requirements developed
100% compliance expected
Support communication; do not speak for the person
Build skills; don’t do the job for them
Know acceptable performance standards
Identify and facilitate natural supports
Constantly challenge associate to do more with less support
Support managers and co-workers (disability etiquette)
Sets expectations and “replacement clause” if job coach is not performing duties

26. Job Coach Requirements
Support communication; do not speak for the person
Build skills; don’t do the job for them
Know acceptable performance standards
Identify and facilitate natural supports
Constantly challenge associate to do more with less support
Support managers and co-workers (disability etiquette)
Sets expectations and “replacement clause” if job coach is not performing duties

27. Onboarding Email offer letter sent to candidate
Policies and Procedures
Federal, state and local forms and/or regulations
Paperwork completed electronically
Caregiver involvement
60 days vs. traditional 30 days
Job coach participation in all training
1st week’s scheduled to accommodate school schedule
Off peak hours (to develop experience & confidence)
Expectation to progress to higher volume periods as with ALL associates to reach full potential
General Manager and associate (with job coach/ or caregiver support)
Informal communication points
14 days
30 days
Job coach begins fading
45 days
60 days
Firm “Go”/ “No Go” after 60 day probation period

28. Theatre Training & Communication
Modified training schedule
Job Coach involvement
Expectation to progress to higher volume periods
Integrated with other associates
Flexible communication tactics
Scheduled touch points
60 day trial period
Manager training
60 days vs. traditional 30 days
Job coach participation in all training
1st week’s scheduled to accommodate school schedule
Off peak hours (to develop experience & confidence)
Expectation to progress to higher volume periods as with ALL associates to reach full potential
General Manager and associate (with job coach/ or caregiver support)
Informal communication points
14 days
30 days
Job coach begins fading
45 days
60 days
Firm “Go”/ “No Go” after 60 day probation period

29. Accommodations Maps or illustrations Auditorium layouts
Specialized formats for commonly used reports
Allows for individualization of “where and when”
Performance schedule
Employee schedule
Cue cards
Reinforce processes and procedures at key positions/ locations/ stations
How to make popcorn…
Remember to…

30. Results
Gone from 1 to 70 theatres actively participating in less than a year
Approximately 200 “official” participants
Attention/interest increasing weekly

32. Personal Drive Contributes Outstanding Scores Ability Consistent
From our associates:
Honor
Feedback
Personal Drive
Make Guest Connections
Ability
Contributes
Consistent
It’s been my honor to work with Kyle, an associate who was hired last April at Town Center. Although autism may limit the different tasks Kyle is scheduled for, it has never limited his ability to make connections with our guests or contribute in a positive manner to our operations.  Kyle is consistently hard working but when the manager on duty informed him that he would be completing an Usher Shift Evaluation worksheet last week, Kyle took his personal drive to a whole new level and was our first (and only) associate to receive five Outstanding scores by getting check marks for every single line item evaluation (including Earn a Smile.)  During a recent informal theatre visit by a DO who was just watching a movie on her day off, I received feedback that a member of Town Center’s leadership team did not make a connection with her while ringing up her tickets at Guest Services, but that Kyle noticed her in the lobby, remembered her face and warmly greeted her.
Outstanding Scores

33. Exceeded Expectations
From the families:
Believing
Opportunity
Exceeded Expectations
Self-Confidence
One Year Anniversary
Kyle had his one-year anniversary as an employee at AMC this week, and the whole experience has far exceeded our expectations.  He has turned another corner in his life, and I am grateful to both of you for believing in Kyle and for your advocacy in the FOCUS program. The job has given him a sense of responsibility and self-confidence, and provided him the first opportunity in his life to feel independent of direct supervision and a part of something meaningful. 
Meaningful
Grateful

35. What did we learn? Find the RIGHT partner Job Coach key Education
Be flexible; question paradigms
Easier than you’d think
Cheaper than you’d think
More upside than you’d think

36. “In any moment of decision, the best thing you can do is the right thing; the next best thing is the wrong thing; and the worst thing you can do is nothing at all”
-- Teddy Roosevelt
Making a difference
Take the time to do it right and set up for success
Benefit seen in other employees
Positive perception from theatre guests
Individual
Gain experience and build a resume
Work up to pull potential within the organization
Kyle’s watch story
Ultimately success will be in what you and your theatre do, can watch others get involved or refuse to sit on the sidelines and empower yourselves to be the difference maker.

37. Tyler Weekly – Studio 30

38. Questions?