Discovery: Finding the Direction to Facilitate Successful Employment

Transcription

1 Discovery: Finding the Direction to Facilitate Successful Employment A process for guiding transition to employment for students and adults with disabilities 1

2 Customized Process Discovery Capturing discovery through profiles Customized employment planning Portfolio/visual resume development Job development and negotiation, based on needs analysis and job seeker conditions Job site analysis, accommodations, support Marc Gold & Associates 2

3 The essence of discovery Discovery: to gain insight or knowledge of something previously unseen or unknown; to notice or realize; to make known, reveal, disclose 3

4 The Iceberg Analogy of Discovery What we usually know about the people we try to assist just the tip of the iceberg We need to know much more 4

5 The role of discovery Discovery provides, in a non-traditional, common-sense form, the information needed to determine the strengths, needs, and interests* of any person with complex life issues. This is accomplished by simply addressing the question, Who is this person? * From DOL/ODEP definition Marc Gold & Associates 5

6 Who is this person? A rich description of the person Marc Gold & Associates 6

7 Discovery Discovery provides the foundation information for individuals that is then used to customize a position with an employer, develop a matched work experience, identify targeted further training or learning. Marc Gold & Associates 7

8 Beyond Asking Asking works for some of the people some of the time. But Different people ask and get different answers. People often tell us what they think we want to hear. The same person can ask at different times and get different answers. Too often, people simply do not have an accurate, thoughtful sound bite with which to answer such a question as important as What do you want to do?. Marc Gold & Associates 8

9 Discovery and Traditional Procedures Discovery seeks to identify already-existing information rather than developing information solely for the purposes of evaluation or diagnosis. Identifying a direction for employment is based on a translation of typical activities of the person s life rather than on a comparison of the individual with others or with standards. Marc Gold & Associates 9

10 Discovery and Traditional Procedures The discovery process focuses more on ecological validity than predictive validity. It is more important that the direction to employment makes sense in relation to a person's life than to attempt to predict success based on test performance. The information of discovery is used only as a guide for matching and customization and may not used to systematically exclude a person from employment. Marc Gold & Associates 10

11 Discovery and Traditional Procedures By implementing discovery, we try to identify the real complexities faced by the individual and attempt to negotiate and match employment that fits, rather than putting the burden of resolving complexities solely on the individual. The profile strategy seeks to empower and involve applicants, their families and friends rather than exclude them. Natural, common sense approaches to employment are given priority over strategies which rely solely on professional judgment and service. Marc Gold & Associates 11

12 Need for Discovery Discovery is often assumed, we think what we see is what they ve got. Information on an individual is often disjointed, different people have different parts of the puzzle. Marc Gold & Associates 12

13 We are all like pieces in a complex jig-saw puzzle Co-workers Self-concept Educators Parents Old friends Extended family/relatives Close friends Siblings Professionals in our lives Who is this person? Community members

14 Discovery finds the pieces and puts them together This is who I am

15 Need for Discovery Complexity is like a fog, obscuring the best of who people are. Discovery shows us the impact of life complexity on work. When we discover rather than presume and diagnose, a useful description of a person starts to emerge. Discovery shows possibilities and leads to things a person is motivated to do rather than to fears, negativity and deficits. Marc Gold & Associates 15

16 Discovery is A process that involves getting to know people, or helping them get to know themselves, before we help them plan Spending time with applicants, instead of testing or evaluating them, as a means of finding out who they are The best way to find out the best that people have to offer A common-sense strategy to determine complexities and preferences Marc Gold & Associates 16

17 Discovery is A way to identify the unique contributions offered by those who might not compete as well as others Enhanced when we get to know people in settings where they are most who they are Not a plan, but the foundation of employment planning, that seeks to customize outcomes Compatible with self-determination and customer choice Marc Gold & Associates 17

18 Discovery allows us to determine who the applicant is, their complexities, and potential contributions to employers. Education Responsibilities Hobbies Discovery Process Transportation Interest Areas Complexities Self-Image Marc Gold & Associates 18 Challenges Skills

19 Recognize common threads Description of the person from several perspectives recognizing sameness of behaviors such as how a person communicates with a stranger or a familiar person. Marc Gold & Associates 19

20 Discovery = Translation The finesse of discovery is to identify typical aspects of life and to translate those activities into Conditions for success, Interests toward employment and potential Contributions to be offered to employers. Discovery is essentially an activity of translation.

21 Ideal Characteristics of Work Creating a vision of where the job seeker would be at their best Ideal is used to see the job seeker at their best The community is then considered through the lens of the job seeker Marc Gold and Associates

22 Characteristics of an Ideal Job Section 2: Ask the individual, with assistance as necessary from family members and educational personnel, to describe characteristics of his/her ideal job. Write on the flip chart the key information that is given. Define the ideal job in terms of the applicant s: Interests Conditions Contributions 22

23 Characteristics of an Ideal Job Interests give direction toward a certain type of industry or career These should be stated in the broadest possible manner, allowable by the applicant. Use the 16 Career Clusters from the National Career Preferences might include: working around other men, office work or working in a retail setting. Do not confuse work preferences with preferentiallystated conditions. 23

24 Characteristics of an Ideal Job Conditions are features that have been identified as essential to the success of any job to be developed for the applicant. e.g. days of work, pay, benefits, location of the job, inside/outside work, time of day, hours per week, supports needed, etc. 24

25 Characteristics of an Ideal Job Contributions refer to the individual s characteristics that will be offered to employers. These might include: Personality characteristics Skills Credentials Experiences Recommendations 25

26 Discovery facts Average hours required for Discovery = 20 hours (range hrs) Average time frame for Discovery = 4 weeks (range 3 6 wks) We recommend a team effort of 2 3 members while learning discovery Marc Gold & Associates 26

27 The Who of Discovery The person of concern Their family and loved ones Close and trusted friends Neighbors with good relationships Professionals who care Counselors Teachers Case managers Service providers Marc Gold & Associates 27

28 The Where of Discovery Home/Living Context: Discovery starts where relationships start where we live Neighborhood Local Community Ethnic group/peer group School One-stop center Church Places where the person is most who they are Marc Gold & Associates 28

29 The What of Discovery: Identifying the best aspects of the person Routines Relationships Responsibilities Challenges Associations Friendships Shops and Services Tasks Solutions Connections Education Location Life performance Community inventory Marc Gold & Associates 29

30 20 Steps to Successful Discovery The following steps will provide you with a tool to organize the interactions necessary for discovery. We recommend that you use the Discovery Log as a data form to take you through the sequence of activities. 30

31 1. Getting Started Explain Customized Employment, Discovery process, and Vocational Profile to job seeker and family in an office environment. 31

32 2. Paperwork aspects Complete identification information from Discovery Intake Form as a part of Step 1, before visiting the home. Have family confirm that information is complete and accurate. Avoid sensitive issues at this point. Build a relationship first. 32

33 3. Outcome of process Determine the outcome for this individual of the Discovery Process work experience, customized, negotiated job, micro-business, open job. Be sure to explain each possible outcome. 33

34 4. Scheduling initial visit to home Schedule an initial meeting with job seeker and family at the job seeker s home (or alternate location if family or job seeker is not comfortable inviting you to their home). This is a critical aspect of discovery and an explanation of why may be necessary. 34

35 Step 5. Benefits discussion Use this time to discuss the status of their various benefits they receive as an aspect of public assistance. Discuss targets for income and hours necessary to meet DPA requirements. Schedule additional benefits discussions that might be necessary. 35

36 Procedural note While gathering information during Discovery, capture the person s skills, contributions, and performance of job tasks we strongly recommend that you take observational/interview notes and digital pictures to assist in the development of a narrative or visual profile information and for their Representational Portfolio. 36

37 Step 6. Scoping out the neighborhood Before or immediately after the visit to the job seeker s home, tour the neighborhood and observe surroundings, safety, businesses, culture, transportation, services near the home, etc. Make an initial list of businesses near the individual s home. 37

38 Step 7. First visit to the home Meet with job seeker and family for ¾ - 1 ½ hours in their home interview the job seeker and family about their routines inquire about community activities, shopping, clubs, etc. if the job seeker is willing, have them show you around their home discuss household chores and family responsibilities and what they do for recreational activities observe interactions, living context, indications of interests, current skills 38

39 Step 8. Interviewing persons who know the job seeker Ask for names of individuals, both personal and professionals who the individual/family feels know the person the best. With the job seeker s permission and following the visit to the home, meet with and interview with these people (professional service staff, counselors, case managers, extended family members, friends, neighbors, etc.) to obtain more information about the job seeker s interests, support needs, successful support strategies, and performance in various activities, as well as to identify connections. 39

40 Step 9. Observation of activities From the information gathered, identify several typical life activities that the job seeker participates in successfully (in a favorite community activity, at church, shopping at a familiar store, etc.) and observe the job seeker as they engage in these activities to determine their performance, interests, connections and other important perspectives. 40

41 Need More? Use Steps 10 & 11 If more information and perspective is needed, we recommend that preparations be made for observational opportunities in two unique types of activities familiar and novel. These opportunities provide additional insight for seeing individuals at their best. 41

42 Step 10. Participation in familiar activity Ask the individual and family to determine a context and an activity outside the home in which the individual is at their best and most familiar. Accompany the individual as he/she participates in this activity to determine skills, relationships, supports, best dimensions of performance, etc. 42

43 Step 11. Participation in a novel activity Based on the job seeker s interests, determine an unfamiliar activity that they haven t tried before or a place they haven t gone before and participate in this activity with them. Observe to obtain more information about support needs, reactions, attention to natural cues, etc. 43

44 Step 12. Return visits to home Return to job seeker s home for additional information, unstructured conversation, observation, and further interviews. 1 or 2 additional visits are recommended. These return visits are often more informal and can be longer, if approved by the job seeker and family. 44

45 Step 13. Review of information Review files, memorabilia and records of past and current activities services. Focus on files that reflect an optimistic, successbased perspective and avoid those that dwell on negatives. Seek out both professional and personal information for review, including old photos. 45

46 Step 14. Recording information Record information obtained throughout Discovery in interview notes and observation notes as well as with digital photos. Be descriptive and positive in your note writing. Take notes following all discovery interactions. Take pictures, with permission. 46

47 Step 15. Gather all information for Profile Gather all written information and notes, including records, prior to writing the profile. Collect photos, records, social histories, scrapbooks, and other memorabilia that might be useful for developing the profile documents. 47

48 Step 16. Develop the Profile Documents Discovery Interview Intake Form Profile document Plan Preparation Summary These document can be developed throughout the discovery process or at the end. 48

49 Step 17. Disseminate Profile Provide a copy of draft Profile and Plan Prep Summary to the job seeker and family for their review, suggestions and approval. There should be an opportunity for the job seeker/family to make edits prior to the Customized Planning Meeting. 49

50 Step 18. Schedule Planning Meeting Schedule a Customized Planning Meeting with input and assistance from the job seeker/family within two weeks of the completion of the profile. 50

51 Step 19. Hold CE Planning Meeting Hold a Customized Planning Meeting to develop a plan for job development. This meeting should be held between 1-2 weeks after Discovery and Profile are completed. 51

52 Step 20. Develop a Visual Resume Develop a representational portfolio for the job seeker using visual and narrative information developed during discovery and the Customized Planning Meeting. 52

53 The Tools of Facilitated Discovery The tools of facilitated discovery can be intuitive and informal, but they are also the time-honored tools of qualitative researchers: interview and conversation, observation and time together, review of existing information and organization of newly discovered information. 53

54 Strategies for Facilitated Discovery Conversation Interview Time together Participation with the applicant in activities both familiar and novel Finally, Review of records Observation 54

55 Additional Strategies for Facilitated Discovery When above strategies are not sufficient: Structured situational assessments or discrepancy analyses Targeted evaluations to answer specific questions 55

56 The Discovery Relationship Discovery requires a different unique relationship with the individuals with whom we are working. Change may be required. Discovery involves establishing a balanced, optimistic relationship. Personnel who often have to be skeptical and even punitive may have to rethink a new role for discovery. 56

57 Discovery requires staff to be Balanced, not hierarchical Optimistic, not skeptical Respectful, not arrogant Humble, not presumptuous Insightful, not superficial Interested, not blasé Involved, not removed 57

58 Jenni moves at her own pace.

59 Talking with Jenni Jenni communicates in short sentences. She takes a few minutes to get her thoughts put together and to express herself. People that know her understand what she says. New people may have to ask her to repeat herself. Given time, she will repeat herself and others will understand her. She repeats herself frequently.

60 Evaluative/Judgmental Communication Skills: Jenni is inappropriate in that she interrupts others when they are speaking. She talks too slowly and carries a conversation on for a long time. She doesn t understand the personal space around people. Jenni unable to follow the conversation. She can t talk to strangers.

61 Routine Chart Sets up discovery activities People to interview Tasks to observe: skill/complexity, interest Place to go with to observe Recognize important activities to build work around Responsibilities

62 Discovery with Routines Recognize possible conditions for success Fatigue points Time at their best Available time to work Time they do not want to miss *** Free time activity may lead to interests Possible connectors for employment

63 Robust description Identify the task being performed Describe the individual s performance of the task Describe necessary supports, accommodations and solutions Note potential connections and contributions by and with others Gage the individual s interest in their performance of the task in descriptive terms

64 Rich Description Performance of the student Pace to do a task Consistency of the task Supports used in the tasks Equipment people support Correctness of the task

65 Descriptive note taking during observation A touch of Jenni

66 Capturing discovery through the use of a written or visual profile Positive paper for persons with significant complexities Marc Gold and Associates 66

67 What is a Profile? A Profile is a descriptive picture of a person with a disability developed through the process of discovery. A Profile involves the development of: positive and useful information, a format that delineates the information and a resource to be used in planning. A Profile provides an opportunity to see possibilities for the individual. 67

68 What is a Profile? A Profile Document provides an alternative format to the traditional evaluation reports that test and compare persons with complexities to general standards and to others. A Profile document allows service providers and funding agencies to see possibilities. 68

69 What is a Profile? A Profile is a document that represents the best and most meaningful aspects of a person s life. A Profile is the foundation --the information source-- for all personcentered, person-directed plans. A Profile is not a plan, but rather the meaningful comprehensive write up the discovery component of any effective plan. 69

70 Why do a Profile? To discover all relevant aspects of the job seeker s life, including the complexity of their disability. To capture the array of skills that are used in job development or further skill development. To describe the person after many experiences with them in a variety of their settings. To translate the job seeker s conditions, interests and potential contributions for employment. 70

71 Why do a Profile? To describe the job seeker in a manner which prepares the job developer to effectively negotiate personalized job descriptions with employers. To provide the foundation for employment planning by putting together the puzzle pieces in a manner so that the job seeker can be understood by all who participate in the planning process. 71

72 Information to Discover Community Connections Description of the Job Seeker Summary of information from a work perspective; the Characteristics of a customized Working Situation Interests that motivate the person Conditions that create success (social and physical environment, times, safety, communication, situations to avoid) Contributions to a situation

73 Discovery: A Process not a Form A process that allows information to be learned without summarizing or concluding characteristics until complete and verified by the person Results in a capacity description of the person Basic understanding that the discovered information and the job seeker drives the employment plan It looks different and is approached differently with each person 73 micallahan@aol.com norciva@gmail.com

74 Employment Plan Translation of the who is the Job Seeker to an employment perspective of the Job Seeker. A blue print of the ideal characteristics of employment: conditions, preferences, contributions, 74

75 Outcomes of the Meeting: Targeted task for the employer Specific businesses that meet the interests, conditions, and possibly need the Tasks Offered The terms of negotiation for the employment proposal A script for job development 75

76 Discovery Reflections Before we wrap up our discussions on Discovery, let s reflect on how this process led us to customized employment opportunities for individuals with the most significant disabilities.

77 We discovered that Jenni enjoyed opening Christmas presents. This lead us to her first job. Marc Gold & Associates 77

78 James loved live-action cop shows and he has a unique skill for organizing materials Marc Gold & Associates 78

79 We learned that Marci was present when her body was still and that she was still when hearing music. Marc Gold & Associates 79

80 Discovery leads to an Outcome Employment, targeted training, work experiences, service learning, classes, professional group participation even living situations. Marc Gold & Associates 80

81 We discovered Katherine made and served coffee at all family gatherings Marc Gold & Associates 81

82 We discovered the men in Robert s family were all woodworkers Marc Gold & Associates 82