Agenda. Learning Outcomes. DSW Workforce Challenges and Intervention Strategies. November 10, Lori Sedlezky MSW John Sauer MSW, MEd

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1 DSW Workforce Challenges and Intervention Strategies November 10, 2009 Lori Sedlezky MSW John Sauer MSW, MEd Research and Training Center (RTC), Institute on Community, University of Minnesota Agenda Learning Outcomes Background Workforce Challenges/Intervention Strategies/Resources Part I Nov. 10 Marketing, Recruitment, Selection Orientation, Socialization, Mentoring Workforce Challenges/Intervention Strategies/Resources Part II Nov. 24 Training, Education and Credentialing Recognition and Organizational Participation Membership and Networking Question and Answer Conclusion and Evaluation Learning Outcomes By the end of the webinar, participants will be able to: Discuss at least one workforce challenge, intervention strategy and resource for each of the following: marketing, recruitment, selection, and orientation. Identify how these strategies relate to current workforce development strategies in North Dakota. Use the information and discussion to participate in developing a statewide DSW workforce development strategic plan. 1

2 A synthesis of direct service workforce demographics and challenges across intellectual/ developmental disabilities, aging, physical disabilities, and behavioral health November, 2008 Prepared by National Direct Service Workforce Resource Center Amy Hewitt, MSW, PhD, senior research associate; Sheryl Larson, PhD, FAAIDD senior research associate, Research and Training Center on Community Living, Institute on Community Integration, University of Minnesota Steve Edelstein, JD, national policy director; Dorie Seavey, PhD, director of policy research PHI Michael A. Hoge, PhD, senior science and policy advisor, John Morris, MSW, executive director The Annapolis Coalition on the Behavioral Health Workforce Direct Support Workers Play a vital role in the lives of people with I/DD, mental health needs, substance abuse challenges, and senior care needs. Assist people in a wide range of possible activities coordinating healthcare making friends finding work transportation taking medications learning new skills paying bills developing rehabilitation/treatment plans Typically are non-licensed with limited post-secondary education No clear career path Evolution of Support/Service Models and Guiding Principals All sectors have roots in medical model All at various stages of moving away from model Where doctors and medical personnel make all decisions All at various stages of moving toward community support model Person-centered Individual acts as primary director of own services 2

3 Trends Across Sectors Deinstitutionalization Community based settings Smaller in size Increase in variety and difference in places Geographic dispersion of service delivery location Implications DSW roles requiring greater skill, judgment, and accountability Greater autonomy and responsibility More independent problem-solving, decision-making Need for adequate supervision and co-worker interaction Source: Hewitt, Larson, Edelstein, Seavey, Hoge and Morris (DSW Resource Center), in press DSW Workforce In 2016 there will be more DSWs (4 million) in the U.S. than Teacher K-12 (3.8 million) Law enforcement and public safety (3.6 million) Fast food workers (3.5 million) Registered nurses (3.1 million) Source: Dorie Seavey, PHI

4 Direct Care Workers in North Dakota Lewin North Dakota Fact Sheet, 2009 Workforce Challenges Demographics Wages and Benefits Status and Image Demographic Trends in ND 4

5 North Dakota Medicaid enrollees 74,300 residents (12% of population) in FY05. Disabled enrollees 10,200 in FY05. Nursing home care accounted for 53.9% of long term care spending in FY07. Home/personal care accounted for 25.6% of long term care spending in FY individuals supported in ICFs/MR, 1 state serving 127 people and 63 private serving 466. Wages and Benefits Low wage Family of four lives below poverty line Most are non-benefited positions When benefits are offered they are not utilized because of affordability $10 hour - $400 week and average out of pocket insurance premium is $300 for family coverage North Dakota Median Hourly Wages 5

6 Status and Image Need for Committed Stakeholder Action Recruitment and Retention Strategies Designed to Attract and Retain Qualified Direct Support Professionals. Education, Training and Career Development Including Consistent Approaches to Staff Certification Collection and Analyses of Workforce Data and Statistics Improving the Status and Public Awareness of the Direct Support Profession Developing and Improving Training and Practices of Mentors and Supervisors of Direct Support Professionals ND Workforce Development Strategies Pipeline Talent Mapping On-line Registry QSP Association I/DD Training and Education 6

7 Interventions Part I: Recruitment and Retention Strategies Finding and Welcoming New Employees Recruitment and marketing Marketing Toolkit Inside recruitment sources Marketing campaigns Selection and hiring Structured interviews Realistic Job Previews Orientation and Socialization Part II: Recruitment and Retention Strategies Education and Training DSW Competencies Credentialing and Career Paths Supervisors Recognition & Status Organizational Participation Membership Networking 7

8 Marketing Purpose and Outcomes Letting people know a vacancy exists Getting as many qualified people as possible to apply for the open position Creating a pool of applicants from which to draw upon when a vacancy occurs Giving potential applicants a realistic picture of the CHS industry, your organization or a group of organizations, and job opportunities Niche Group Marketing Gen X and Y rs Faith communities Retirees Students Displaced workers Stay at home parents Marketing and Recruitment Campaigns Delaware recruitment video Direct Support Professional Recruitment Video Voice of DSPs and selfadvocates Typical expectations and work from various perspectives PA model Radio/television ads DE Marketing Materials Lewin TA project,

9 Marketing Campaign Alaska Multi-media Outreach efforts Career Fair Posters/Brochures MidHudson Coalition What is Recruitment? Recruitment is the process used by the organization to communicate with potential applicants that a position is available, and describe the position so the potential applicant has an accurate understanding of the job (Wanous, 1992) 9

10 Effective Recruitment Strategies Referral Bonus Inside Sources Internships/Volunteer Examples of Recruitment Sources Inside sources current employees people receiving services and their families or friends volunteers staff friends service coordinators or case managers board members people such as consultants Outside sources newspaper advertisements Internet ads Fliers regarding open positions job boards and placement offices in high schools and colleges Selection Definition The process used to assure a good match between The APPLICANT with the right Competencies and Skills Attitudes and Values Interest in and Commitment to do the job AND The ORGANIZATION with its Job Requirements and Expectations Culture and Climate Investment with employees 10

11 Effective Selection Strategies Structured/Behavioral interviews Realistic Job Previews Structured observations Cognitive ability tests Writing exercises English proficiency tests Interview with DSPs Interview with individuals and family members Structured or Behavioral Interviewing Helps interviewer gather information to use in making a decision about hiring a candidate Each applicant answers the same set of questions Questions ask applicants to describe experiences that relate to important job behaviors Questions address important behaviors that distinguish excellent performers from poor performers Situational questions get at a person s attitudes Score the answers based on a predetermined behaviorally anchored scale of how excellent versus poor performers handle this type of situation. Realistic Job Previews: A definition Presenting factual, balanced information to job applicants about the position and the organization before and as close as possible to making a job offer 11

12 Characteristics of Effective RJP s Present the RJP early in the application process before a job offer is made Make the purpose of the RJP clear to applicant Include viewpoints of individuals receiving supports and their family members Use actual observations of DSPs on the job Include information about how current employees view their jobs Balance positive and challenging parts of the job to reflect actual work requirements and experience Direct Support: A realistic job preview RJP Photo Scrapbooks 12

13 dungarvin/rjp What s it like to work for Michael Larson: An RJP Realistic Job Preview: A presentation designed to let you know what it s like to work as a direct support professional for me. 13

14 Orientation Welcoming New DSWs The Purpose of Orientation To help new workers feel confident and comfortable about having made the correct choice of employment and to help them begin to develop a positive connection to the organization and the specific position. Key Components of Good Orientations Separate out skill building activities from orientation activities. Help the person feel comfortable in the environment. (What are the rules? Where is the phone? etc.) Keep the focus on welcoming the new employee and helping the employee fit in and feel comfortable. Provide information about the agency s mission, vision, philosophies and values. Help the new DSW connect with other staff and learn the culture of the organization and work unit. 14

15 ORIENTATION STRATEGIES Use New Staff Survey (aka 30 day or New Hire ) to determine How Well organization has been meeting the expectations of the new employee and how satisfied the employee is with the new job. Create a set of WELCOME gifts and activities to help new worker feel More Comfortable and Less Stressful, and to Socialize the employee into Your Culture. Develop a Job Shadowing Program for New Employee for One or Two weeks (or longer if needed) Design and Develop a Mentoring Program to help New DSP connect better to Job Expectations, Work Site Informal and Formal Practices and Organization Culture Mentoring: A definition Mentoring is defined as a method of teaching and learning through a deliberate pairing of a more skilled or experienced person with a lesser-skilled or experienced one. The goal of this partnership is to help the mentee feel supported, welcome and to support their growth and development in specific competencies. Taylor, Sauer et al: PEP Curriculum (2001) Peer Empowerment Program The Peer Empowerment Program (PEP): A Complete Toolkit for Planning and Implementing Mentoring Programs Within Community-Based Human Services Organizations A planning guide and curriculum for supervisors and agency staff focusing on socialization and skill development for all employees. Program Coordinator Guide, Facilitator Guide and Learner Guide 15

16 National Resources to Address Workforce Challenges National Alliance for Direct Support Professionals Making a World of Difference in Peoples Lives DSW Resource Center Web site 16

17 General Technical Assistance On-line searchable database Information, resources, and advice from a diverse and experienced team Toll free number Available to state or local governments, notfor-profit organizations, employers, or professionals in the field DSP Workforce Web Sites - direct support workforce issues in community human services CMS funded national center on direct support worker issues in health and community human services - behavioral health, paraprofessional and professional workforce issues as well as rural national association for direct support professionals - Improving the quality of eldercare and disability services by improving the jobs of direct-care workers Questions? Lori Sedlezky sedl0003@umn.edu John Sauer sauer006@umn.edu 17