Facilitating employment of individuals with disabilities involves the development of beneficial relationships with people with disabilities and employers. Which specific aspects of job development do you believe you would enjoy, and why? Which aspects do you believe would be the most difficult? Are you interested in seeking employment as a job developer?

Employer Development, Consulting, and Marketing Business Perspectives …In every way possible, we should try to make clear that disability is a normal part of our civilization. (Obermann, 1960, p. 6).” Employer Perceptions of Hiring People with Disabilities ◼ ◼ …depended on the altruistic nature of employers …(Fabian, Luecking, & Tilson, 1995). …employers had to be enticed into hiring individuals with disabilities (Wuenschel & Brady, 1959). Employer perceptions are related to overall personnel needs. ◼ (a) competence in basic skills (b) potential for retraining (c) good attitudes over great aptitudes ◼ (Williams, 1990) ◼ ◼ Employer Preferences ◼ ◼ ◼ job restructuring, reasonable accommodations, and a good person-job fit (Gilbride, Stensrud, & Connolly, 1992). …true incentives are getting good employees, consultation, support… (Marrone, Gandolfo, Gold, & Hoff (1998). employee dedication (Nietupski, Hamre-Nietupski, VanderHart, & Fishback, 1996). Who are our customers ? ◼ Clients ◼ Employers ◼ Both Clients and Employers Serving Clients and Employers ◼ ◼ Michaels (1989) suggested “…a two-pronged approach…in which the employer, as well as the individual with disabilities is targeted for direct intervention (p. 69).” …providing services to both job seekers and employers is dictated (Bissonnette, 1994; Hagner, 1989). Employer-Service Approaches ◼ ◼ Dave Molinaro, a pioneer in marketing and job development during the 1980s, introduced the employer-service approach as an alternative to contacting employers solely on behalf of individual client placements. The employer-service approach is “a process by which a rehabilitation representative develops a sustained and reciprocal relationship with an employer (Molinaro & Spitznagel, 1984, p. 9).” What makes for an outstanding relationship??? ? ◼? ◼? ◼? ◼? ◼? ◼ Features of an employerservice relationship include: trust ◼ mutual benefit ◼ personal service ◼ Trust ◼ ◼ ◼ ◼ ◼ Trust, Bissonnette explains, is cultivated from long-standing relationships in which job developers: (a) provide information openly about their services; (b) encourage employers to talk with other employers with whom they have worked; (c) learn about and understand the employers’ organizations; and, (d) are “absolutely clear and specific (p. 213)” about what is wanted and expected from the employer. Building Relationships with Employers ◼ ◼ Relationships are built based on providing services to employers, rather than approaching employers with a hat-in-hand approach (Bissonnette, 1994; Fabian, Luecking, & Tilson, 1994; Molinaro & Spitznagel, 1984). “Until we know more about the individual employer… We can only guess each employer’s questions, speculate about his or her needs and the services relevant to each business (Bissonnette, 1994, p. 151).” Cold Call and Referral Models ◼ two commonly used methods for arranging contact with employers (Nietupski, Verstegen, & Petty, 1995). Cold Call Model ◼ ◼ ◼ Cold calls refer to direct contacts to employers with whom the job developer has no prior connection. The cold call model is generally used when a job developer has few connections in a business targeted for contact. The cold call model allows for a high volume of business with minimal up-front effort. Referral Model ◼ ◼ In the referral model, contacts to businesses are made through thirdparty advocates. The credibility added to the process by the advocates makes the referral model a highly respected and effective way of doing business. Needs, Features, and Benefits ◼ ◼ ◼ A need is an issue, situation, or problem which requires a solution. A feature is what a product (or person) consists of. A benefit is what is gained as a result of that feature. Job Creation and Job Carving ◼ ◼ ◼ Job creation involves recommending a completely new position. Job carving refers to combining existing tasks done partially by others into a new position (Marrone, Gandolfo, Gold, & Hoff, 1998). In reality all non-traditional approaches to job development involve job creation. “The art of the job developer is to see connections between people and the opportunities they offer business for increased growth and prosperity (Bissonnette, 1994, p. 43).” Serving as Employer Consultants ◼ ◼ …employers need information on recruiting, hiring, accommodating, and supervising workers with disabilities (Michaels, 1989). One way consultation services can meet the human resource needs of employers is by introducing people with disabilities as a new labor market (Gilbride, Stensrud, & Connolly, 1992). The ADA Consultant ◼ ◼ ◼ The Americans with Disabilities Act (ADA) of 1990, which stimulated employer interest in disabilities, also resulted in an increased need for consultation services from rehabilitation employment specialists. The actual impact of the ADA on hiring practices is unclear because most of the litigation has centered around the job retention and promotion issues (Marrone, Gandolfo, Gold, & Hoff, 1998). Although the purpose of the ADA is to promote employment of people with disabilities in the workplace, the interviewing restrictions imposed on employers may have limited the ways they learn about disabilities (Chima, 1998). The Accommodations Consultant ◼ ◼ ◼ The modifications employers need to make fall into three basic categories: (1) environmental; (2) equipment; and (3) procedural. Although employers may be somewhat familiar with removing architectural barriers and providing assistive devices, procedural alterations such as task restructuring, call for expertise on the part of rehabilitation professionals. Examples of common procedural accommodations include providing specifications of tasks in writing, giving frequent feedback, and applying flexible schedules. Learning the Company Culture Spend time there. ◼ Talk to a variety of employees. ◼ Learn the hierarchy. ◼ Read the literature. ◼ When Contacting Businesses… Remember rehab has “more bounce to the ounce.” ◼ Take the time to know the employer and establish trust. ◼ Solicit customer feedback. ◼ When Contacting Businesses… ◼ ◼ ◼ Offer “silk ties.” Nordstrom Department Store style Budget style (i.e., teaching a class, doing an accessibility audit) ◼ ◼ ◼ ◼ Beg for complaints. to get another chance to improve service to find out what is valuable to the employer Handling Employer Objections ◼ ◼ Objections show interest. It is the challenge of the job developer to determine underlying fears and concerns and to take advantage of the opportunity to address these issues with the employer. Write a response to each of the following employer objections and role play with a partner. ◼ ◼ ◼ ◼ 1. I have an entire stack of applications on my desk. The last thing I need is more applicants!! 2. I need experienced people. I don’t have time to hand-hold a new employee. 3. I can’t afford a lot of accommodations. 4. When I hired one of your agency’s people last year, it was a disaster!! …

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