Research & Training Center on Community Living Direct Support Professional Recruitment Toolkit User s Guide

Transcription

1 RTC Research & Training Center on Community Living Direct Support Professional Recruitment Toolkit User s Guide

2 Contents Purpose 1 How to Use the DSP Recruitment Toolkit 1 Target Marketing 1 The Four Recruitment Tools 1 Developing Your Recruitment Plan 2 16 Simple Questions Worksheet 3 Developing a Recruitment Plan Worksheet 4 Customizing the Templates 5 Where to Promote Your Agency 7 For More Information 8 User s Agreement 9 The Research & Training Center on Community Living 9 More Tools for Recruiting, Training, and Retaining Frontline Staff 10

3 Purpose Finding Direct Support Professionals (DSPs) who are competent and who will stay on the job is the greatest challenge faced by employers today. The Direct Support Professional (DSP) Recruitment Toolkit is designed to help individuals, families, consortiums, and organizations attract, recruit, and retain quality staff into direct support roles. The toolkit does this by providing information on seven target groups, four recruitment tools with samples, worksheets to help agencies develop their own recruitment plan, and templates you can customize. How to Use the DSP Recruitment Toolkit 1. Review toolkit content. 2. Develop recruitment plan that meets your agency s unique needs. 3. Customize templates with your agency s promotional material. 4. Disseminate to targeted groups of people. Target Marketing There are two recruitment sources from which employers can draw when attracting prospective employees: 1. Inside sources include current employees, student interns, board members, family members, and individuals receiving supports and their families. 2. Outside sources include newspaper ads, radio announcements, and community job postings. Outside sources have traditionally been human service providers first choice when filling vacant DSP positions. These recruitment methods have frequently been generic and flat, resulting in a poor pool of applicants. The DSP Recruitment Toolkit is designed to change that approach by providing tools to create an exciting, dynamic recruitment plan for human service agencies, resulting in a large pool of qualified applicants. One key to designing a successful recruitment plan is to target your message to specific audiences that we call target niche groups. The DSP Recruitment Toolkit has identified seven target niche groups for the recruitment of DSPs: 1. Students 2. Immigrants (Spanish-speaking) 3. Displaced workers 4. Seniors and retired people 5. Stay-at-home moms and dads 6. Gen-Y ers 7. Faith-based communities The Four Recruitment Tools To assist you in reaching the seven target niche groups, the DSP Recruitment Toolkit provides four tools brochures, flyers, newspaper ads, and recruitment cards. Each tool is unique and can be used differently to attract quality applicants (See samples in your toolkit folder). The enclosed CD- Rom provides templates for these tools in Microsoft Word and Adobe PageMaker format which you can customize. 1. Brochures A tri-fold brochure is often used to disseminate a large amount of information in a relatively small amount of space. The various brochures in this toolkit include a slogan (something catchy that is meaningful and reaches the person you want to contact), details of the position or job opportunity that are of particular interest to that target niche group, and a clear description of what a DSP is and what they do. There is also an area for specific information about your organization and its contact information. Be careful not to insert too much information in the brochure as it will become crowded and overwhelming. On the back of the brochure is a single panel on which additional information can be added. We highly recommend you not add additional information to any other area of the brochure. Brochures can be handed out (i.e., at a job fair), simply placed in a stand for interested persons to take one and review at their leisure, or used in a direct mailing campaign. 2. Flyers A flyer is an effective marketing tool used to catch someone s attention and provide a minimal amount of information. Flyers are intended to have minimal User s Guide 1

4 information and should not be cluttered and overwhelming. Typically a slogan, brief statement that you are offering employment, and agency contact information is sufficient. Flyers are valuable when used as a posting on bulletin boards, handed out at community events, or posted in places frequented by the target niche groups you are trying to reach (i.e., a coffee shop). 3. Newspaper Ads A newspaper ad can reach a large number of people with relatively little effort. These ads can be costly, however, especially if they are generic and unappealing to the reader. Newspaper ads should be appealing to the group you are trying to reach. One size fits all isn t appropriate in recruiting DSPs! Consider the needs and interest of the people you wish to reach. Consider placing ads in print media other than newspaper classified ads. The target niche group that you are interested in may have their own publication such as a Spanishlanguage newspaper, or a local community bulletin as seen in community centers. 4. Recruitment Cards This type of recruitment tool may be new to you, but it is an effective way to reach people. A recruitment card is essentially a business card with agency employment contact information on it, as well as a recruitment slogan. These cards are helpful for personal recruiting in a variety of settings. Examples include: if you are in the grocery store and overhear the cashier manage a difficult situation with an angry customer, you may hand him/her your recruitment card as you leave and compliment them on their handling of the situation. Tell them that you have open positions and could use good employees like them. Invite them to call you. Or, you may hear strangers complain about their job but express that they have no choices or other places to go, you may approach them and give them a recruitment card. Tell them that you have openings and would be willing to talk to them about a position. Think about all of the employees you have at your organization. If they are content and satisfied in their position, they would be the perfect people to hand out these cards because they can speak to what they do firsthand. These are not just for administrators! Developing Your Recruitment Plan Now that you ve reviewed the content, it s time to develop your own recruitment plan. First, there are a number of things that you must identify about your organization. These things include: Your vacancy rate. What you know about the positions that frequently turn over. What you know about the employees in these positions who stay with your organization and where they came from. What your organization s current marketing approaches are. The reasons employees leave your organization. You also must identify things about your community and potential employee recruitment pool, such as who is looking for work, where people look for job announcements, and which groups of potential employees you should start looking at to fill open positions. Next, review the 16 Simple Questions Worksheet and Developing a Recruitment Plan Worksheet on the following two pages to help you think about the effectiveness of your current recruitment plan. By answering these questions, your organization will gain the critical answers to your organization s recruitment and marketing needs. 2 Direct Support Professional Recruitment Toolkit

5 16 Simple Questions Worksheet 1. What is your current agency vacancy rate? 2. Where do these vacancies exist within the organization? What positions, shifts, program locations, program type (e.g., vocational, residential group living, in-home). 3. What is rate of pay for the most frequently open position within your agency and how does this compare to the rate of pay for positions that rarely are vacant? 4. What are the benefits provided for the most frequently open position within your agency and how does this compare to the benefits provided for positions that rarely are vacant? 5. What are the characteristics of the people who receive services in the locations where there are frequent and large numbers of vacancies? 6. What is the average tenure of the supervisor in the locations where you have the most frequent and greatest numbers of vacancies? 7. Look for tenure benchmarks of all of your employees. What are the characteristics (e.g. age, gender, geographic location, race/ethnicity, family situation, education, experience at time of hire) of the people who stay one year? Two years? More then two years? Target these types of people as new hires. 8. How do people (potential new hires) learn about your agency or organization? 9. What are your current advertising strategies specifically used to find new recruits (e.g., newspapers, employee referral bonuses, schools, volunteer connections, family members of people who receive services from your organization, Web site postings, flyers, local workforce development centers, radio advertisements, television ads, internships)? 10. What recruitment sources yield the most employees who walk in the door to fill out an application? Who actually gets hired? Who actually stays in their positions for 6 months? A year? Two years? Basically this is getting at the following: of all the places you find workers, which source gives you the most employees who hire on AND stick around? 11. What are your annual costs for advertising vacant positions? Break this down by source. 12. How do you market your overall agency? By this we mean general marketing about what your organization does so that the community develops name recognition about your organization? (Please describe print materials, community service announcements, newspaper ads, radio announcements, events planning.) What are your average annual costs for marketing your agency as a whole? 13. What are the reasons your employees give you upon exit as to why they are leaving your organization? 14. In your community, what are the characteristics of people who are looking for work (e.g., level of education, first language spoken, race/ethnicity, geographic location, primary mode of transportation (car vs. public transportation), age)? 15. What are the groups of people your organization is currently not reaching who could provide a new source of recruits? 16. Where do people looking for work in your community go to learn about job openings (e.g., high school guidance counselors, college/tech college placement offices, unemployment office)? User s Guide 3

6 Developing a Recruitment Plan Worksheet Directions: Use this worksheet to guide the development of a recruitment plan for the organization. For each step, questions are listed to guide the process. Step 1: Identify the needs and perceptions of current employees and potential new hires. What are the demographics of current employees? How do current employees perceive this organization? What do the current employees like/dislike about this organization? What is important to current employees? Step 2: Craft an identity. What does this organization want to be known for by its employees? Do the current logo and marketing materials effectively communicate the mission and vision of the organization? Do they clearly communicate its identity? How have current DSPs been involved in crafting the organization s identity? Step 3: Create or update the organization s mission statement. Does the mission statement clearly reflect the vision of the organization? How are the mission and vision communicated in marketing activities? Step 4: Identify and remove barriers to attracting high-quality recruits. What inconsistencies exist between the articulated mission and vision, and actual employment practices in this organization? What do current employees say about barriers and problems? What do leavers say about reasons for leaving? Step 5: Package the image. What name, logo, color, and slogan will be used to communicate the image? How long has it been since the name, logo, color, and slogan have been updated? Step 6: Spread the word. What are the five key messages the organization wants to convey? How can various people in the organization be involved in spreading the word? Step 7: Enhance visibility. Is the organization marketing careers in human services, not just specific jobs? Is the organization using a range of different mediums to communicate about careers and jobs that are available? What three to five new strategies can be used this year to enhance the visibility of this organization? How can this organization work together with other human service organizations to promote careers in human services? Step 8: Monitor and update plan as needed. What process can be used to ensure that the marketing plan is updated regularly? What should be monitored and how? 4 Direct Support Professional Recruitment Toolkit

7 Customizing the Templates Once your agency has developed a recruitment plan, you are ready to customize the templates. As mentioned previously, in your toolkit there is a CD- Rom with templates of each of the seven target niche group brochures, flyers, newspaper ads, and recruitment cards. The templates are in Microsoft Word format as well as Adobe PageMaker. These templates are ready for you to customize with your agency s promotional material (logo, mission statement, contact information, etc.). Template Specifications Font: All templates use the font Arial. Changing the font is not recommended. If needed, you can purchase Arial at or any other font Web sites. Styles: Style palettes have been carefully designed for both versions of the templates. It is not recommended that you adjust the styles unless you are very experienced in layout and design. Color: The templates are designed using two colors, red (PMS 202) and black. If you are unable to print your materials in color, change the red to black. You may also change red to another color if you wish. Paper: The brochure, flyers, and recruitment card samples in your toolkit are printed on 80# Productolith Dull Text. Any good quality white paper will work well for these products. Photos: The photos are embedded in the Microsoft Word templates. Photos for the PageMaker templates are saved in the photos folder and are in.eps and.tiff format. Mac users will prefer.eps, while PC users will most likely prefer.tiff files. NOTE: You only have permission to use the toolkit photos with toolkit products. All other use is prohibited. Printing For best results, use of a professional printer is recommended. A photocopy service can also provide good results. If you are printing large quantities, it is often cheaper to use a traditional printer. If you choose to use a professional printer you will most likely use the Adobe PageMaker templates. Be aware that the photos are stored independently from the PageMaker brochures and flyers. It will be important to give all of those files to the printer. Note: If you don t have PageMaker on your computer, your printer can help you customize your templates for an hourly fee. If you plan to create your recruitment materials in house, it is likely that you will use the Microsoft Word templates. Be aware that the photos in the Word templates are not designed to bleed off of the page as the samples do in your toolkit folder. Inserting Your Logo Before you insert your logo, make sure the graphic is in a format that works best with the template you are using. Microsoft Word typically likes.bmp files. Other file types that might work are.eps,.tiff, and.jpg depending the type of computer you use. Adobe PageMaker usually likes.eps and.tiff files best. To change the format of a graphic, you must use a software program like Adobe Photoshop, Adobe Illustrator, Macromedia Freehand, or CorelDraw. The resolution of the graphic should be at least 300 dpi (dots per inch). It s important to know that you can t add resolution to a graphic using the programs like the ones mentioned above (you can only take resolution away). If your graphic isn t high enough resolution (or quality), try to find out who originally created the artwork and ask them for a high-resolution version. Note: A graphic copied from the Web does not work well for print because it has a very low resolution of 72 dpi. Using Microsoft Word Each template indicates where you should insert your agency logo (see page 6). To insert your logo: Highlight the words Your logo here. Select Insert. Select Picture. Select From File. Browse computer for logo. Select Insert. User s Guide 5

8 Tuition Bills Higher than Expected? Need a flexible and fun way to make extra cash AND gain work experience that really builds a resume? As a Direct Support Professional you will enjoy a meaningful job that helps meet your educational goals. We have flexible schedules and immediate openings. Start today! Your logo goes here Here is a cover sample of the outside of the brochure. There is a place to insert your logo in the lower left corner. Consider Becoming a Direct Support Professional Open yourself up to a world of opportunity! Use your skills and develop new ones. Flexible schedules and immediate openings available. What is a Direct Support Professional? Direct Support Professionals (DSPs) assist others who need extra help in order to be self-sufficient. DSPs provide this support to people at home, in job training or places of employment, or in their neighborhoods and communities. Individuals have different types of needs from medical and physical support, to assistance in daily living. Working as a DSP requires special skills, knowledge, and ethical judgment. Brief classroom training followed by on the job training is offered to all DSPs. In addition, you need to have the ability and desire to create long-term, trusting and respectful relationships. Entry level work in direct support usually requires a high school diploma and a driver s license. A criminal background check will be completed and certain crimes will make you ineligible for work as a DSP. I really love my job. I know there s not a great deal of money in being a DSP, but to know that someone really truly loves you is very satisfying. And, at the end of the day when I close the door and go home, I feel great. Not a lot of people can say that about jobs. Work for Your Organization Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diemnonummy nibh euismod tincidunt ut lacreet dolore magna aliguam eratvolutpat. Ut wisis enim ad minim veniam, quis nostrud exerci tution ullamcorper suscipit lobortis nisl ut aliquip ex ea commodo consequat. Duis te feugifacilisi. Illum dolore eu feugiat nulla facilisis at vero eros et accumsan et iusto odio dignissim qui blandit praesent luptatum. Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diem nonummy nibh. Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diem non ummy nibh euis mod tincidunt volutpat. Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diem nonummy nibh. Sed diem non ummy nibh euis mod tincidunt volutpat. Contact us at Your Organization Contact Person Contact Person Title Address City, State, Zip Phone: Fax: Web: Insert your agency name Insert your agency information (room for approximately 100 words) Insert your agency contact information. Move red box up or down as necessary. Here is a sample of the inside of the brochure where your agency promotional information will be added. 6 Direct Support Professional Recruitment Toolkit

9 Using Adobe PageMaker Remove Your logo here text and box. Enter the File menu, select Place. Browse computer for logo. Select OK. To size logo proportionally, use the arrow while holding down the shift key. Inserting Agency Promotion Information Staff recruitment and agency promotion go hand in hand. To get the best pool of qualified applicants, you have to promote your agency as a great place to work. Each brochure has a section for information about your agency. There is room for about 100 words. In this area, you should include information about: Your agency, or yourself (if using self-directed supports). How long your agency has been providing services to individuals receiving supports, or how long you have self-directed your supports. What types of supports and services your organization provides (if appropriate). Your organizational or personal mission and/or vision statement. To insert your information, highlight the placement text and type, or copy and paste in text from another document. Changing the Existing Text The text for each target niche group was developed to reach and attract each group in a unique and targeted way according to their interests and needs for employment. Although the text is meant to be used as it is written, you certainly have the option of customizing it. It would be wise, for example, to add information about tuition benefits to the materials aimed at the Student target niche group. NOTE: Copy template files to your computer before you begin working. Where to Promote Your Agency Once you have customized your materials, you are ready to disseminate them to your target niche groups. Faith-Based Organizations Synagogues, mosques, temples, spiritual centers, and holiday events. Take a moment and speak to the leader of the particular community you are targeting and ask them what they think is the best way to use your materials. They may allow you to place something in their religious bulletin or mailing, speak at a service or gathering, or post brochures or flyers in their building(s). Gen Y ers Web sites (i.e., Monster.com), schools, (secondary and post-secondary), coffee shops, hangouts, and shopping malls. This group may appreciate the creative approach to your recruitment. Reach them where they live: on the computer, with their friends, or by hanging out! Seniors Senior centers, senior publications, senior Web sites, community centers, volunteer organizations, churches, and senior apartment/condo communities. Many seniors or retired persons have time, energy, and tremendous gifts and skills to share. Contact the director of a community center and ask them how they reach their senior population, or contact a local chapter of the American Association of Retired Persons (AARP). These folks are the best equipped to help you reach this population in your immediate area. Stay-at-Home Moms and Dads Family publications, community centers, neighborhood newspapers, child-friendly community events and places, grocery stores, schools, and churches. Do you or parents you know participate in a play group? What a perfect place to start spreading the word. Also, consider any place where parents gather or where they perform basic functions in their lives. You may contact your local elementary school principle and ask to speak at a PTO meeting, post flyers at the grocery store bulletin board, or leave some flyers at the local laundromat. Target parent publications. Be creative! User s Guide 7

10 Students Classroom instructors, community and technical colleges and universities, high school career days, campus job fairs, campus human resources and financial aid offices, school newspapers, and student Web sites. Sometimes having a booth at a job fair just isn t enough. You need to reach the students who are specifically interested in the work that you do. Try to make contact with an instructor in human service courses, or talk to current employees that are in school and ask them to introduce you to those instructors. Suggest that you make a presentation in their course about working with individuals with disabilities, or being an individual with a disability that uses supports. This isn t strictly recruitment; you should also take the opportunity to educate these young adults. You can, however, disseminate information about your agency, the work opportunities that you have, and professional experience you can offer and leave recruitment cards in case students are looking for employment. Displaced Workers Workforce centers, job fairs, one-stop centers, local markets and business near and around major industry where layoffs have occurred, and unions. Take some time and research which businesses in your immediate and surrounding areas have recently experienced layoffs. Contact their human resources personnel and offer your assistance in new career opportunities. Perhaps they will allow you to speak at an employee gathering or distribute printed materials through their communication system. Also take the time to get to know staff in your local workforce center. If you know them and can make personal phone calls to them when you have openings, they are more likely to give your positions attention. By getting to know them and having them know you, you also have a better chance that they will refer qualified and quality applicants to you. Spanish Speaking Cultural centers, community centers, Spanish newspapers, Web sites, and Spanish radio stations. A diverse workforce creates richness in your employment community, as well as in the lives of those receiving supports. You must, however, be prepared to appreciate, respect, and train individuals from various cultures as well. When considering recruitment in the Hispanic community, be aware of your agency s linguistic capacity. Do not disseminate materials in Spanish and then fail to have someone that can speak Spanish available to answer employment-related calls or drop-in applicants. Recruiting within the Hispanic community can be very effective, however, make sure that you communicate early on whether or not the applicant must be able to speak English due to consumer needs. For More Information If you have questions about the DSP Recruitment Toolkit, would like to order more copies, or would like to inquire about the RTC s customizing services, please contact: Research & Training Center on Community Living University of Minnesota 204 Pattee Hall, 150 Pillsbury Dr SE Minneapolis, MN Phone: Fax: Web: 8 Direct Support Professional Recruitment Toolkit

11 User s Agreement This is a user s agreement between you, as the User, and Research and Training Center (RTC), Institute on Community Integration (ICI), at the University of Minnesota. The following terms and conditions govern your use of the Direct Support Professional Recruitment Toolkit. You are granted nonexclusive, nontransferable use of this tool kit for your internal use of the Direct Support Professional Recruitment Toolkit CD and supporting materials. It is not to be used to provide the marketing tools or services herein to any third party. Although customization of the tools is expected and encouraged, you may not publish, broadcast, sell or otherwise redistribute photographic media from this CD for any purpose other than how the photos are currently portrayed within the materials. 1. All right, title and interest (including all intellectual property rights) in the CD-rom and supporting materials (in both print and machine-readable forms) belong to the RTC. You acquire no proprietary interest in any of the marketing and recruitment materials, or copies thereof. 2. You may not use the CD-rom or supportive materials retrieved from the Direct Support Professional Recruitment Toolkit in any fashion that infringes proprietary interests therein, including any intellectual property right. 3. RTC IS NOT ENGAGED IN RENDERING LEGAL, HUMAN RESOURCE OR OTHER PROFESSIONAL SERVICES. IF LEGAL OR OTHER EXPERT ASSIS- TANCE IS REQUIRED, THE SERVICES OF A COM- PETENT PROFESSIONAL PERSON SHOULD BE SOUGHT. 4. Disclaimer of Warranty. THE Direct Support Professional Recruitment Toolkit CD-ROM AND SUPPORTIVE MATERIALS ARE PROVIDED AS IS WITHOUT WARRANTY OF ANY KIND. FURTHER, THE RTC DOES NOT WARRANT, GUARANTEE, OR MAKE ANY REPRESENTATIONS REGARDING THE USE, OR THE RESULTS OF THE USE, OF THE SOFTWARE OR THE MATERIALS IN TERMS OF CORRECTNESS, ACCURACY, RELI- ABILITY, OR OTHERWISE. YOU ASSUME THE ENTIRE RISK AS TO THE RESULTS AND PERFOR- MANCE OBTAINED FROM THE Direct Support Professional Recruitment Toolkit CD-ROM AND SUPPORTIVE MATERIALS. The Research & Training Center on Community Living The Research & Training Center on Community Living (RTC) is dedicated to improving the lives of individuals with disabilities by helping to provide a high-quality and respected direct support workforce. The recruitment and retention of qualified staff is crucial in this endeavor. The Direct Support Professional Recruitment Toolkit was developed for that purpose. The RTC offers several other tools designed to recruit, train, and retain quality staff College of Direct Support (CDS) Partnerships for Success: Curricula for Supervisors, Managers, and Administrative Staff College of Frontline Supervisors (CFS) Frontline Initiative Newsletter, a product of the National Association of Direct Support Professionals (NADSP) NADSP Code of Ethics brochures, posters, and wallet cards NADSP Moving Mountains Commitment For more information about these useful tools, please see the back of this booklet. By using the material contained in the Direct Support Professional Recruitment Toolkit, you agree to the terms and conditions of the Direct Support Professional Recruitment Toolkit User s Agreement. The Direct Support Professional Recruitment Toolkit was produced with support by the National Institute on Disability and Rehabilitation Research, U.S. Department of Education, by a grant (Cooperative Agreement No. H133G980082) awarded to the Research & Training Center on Community Living housed at the Institute on Community Integration (UCEDD), College of Education and Human Development, University of Minnesota. The University of Minnesota is an equal opportunity educator and employer. This document is available in alternate formats upon request. 8-04/.5M User s Guide 9

12 More Tools for Recruiting, Training, and Retaining Frontline Staff To order, visit Direct Support: A Realistic Job Preview (video) A realistic job preview (RJP) is a recruitment strategy used to give potential employees detailed and balanced information about job expectations, the employer, and the worksite so they can make an informed decision about accepting a job offer from the employer. RJPs provide both positive and challenging aspects of the job that potential staff are unlikely to know. This RJP video illustrates the real, everyday work of direct support professionals. Partnerships for Success: Curricula for Supervisors, Managers, and Administrative Staff This three-part curriculum series is designed to prepare frontline supervisors to successfully address the challenges of recruiting, training, and retaining quality frontline staff. The materials have been developed to be facilitated by staff trainers within agencies, and may be presented to groups or used in individualized training. The Peer Empowerment Program (PEP): A Complete Toolkit for Planning and Implementing Mentoring Programs Within Community-Based Human Services Organizations Removing the Revolving Door: Strategies to Address Recruitment and Retention Challenges The Power of Diversity: Supporting the Immigrant Workforce College of Direct Support The College of Direct Support (CDS) provides high-quality, thorough, on-demand training for people in direct support roles. It is accessible anytime and anywhere that multimedia Internet-ready computers are available. Whenever and wherever they participate, learners receive the same consistent, high-quality training that has undergone rigorous review by nationally recognized content and training experts. College of Frontline Supervision The College of Frontline Supervision (CFS) is a Internet-based selfpaced training program that is designed to help frontline supervisors find and keep high quality DSPs. Content is also useful to anyone who hires, trains, and terminates DSPs, including family members or individuals with disabilities. National Association of Direct Support Professionals (NADSP) The NADSP is a coalition of organizations and individuals committed to strengthening the quality of human service support by strengthening the direct support workforce. The following NADSP-sponsord products are available through the RTC: Frontline Initiative Quarterly newsletter that is for and about DSPs, and addresses their concerns. Code or Ethics The Code of Ethics is a straightforward and relevant guide for DSPs as they resolve the ethical dilemmas they face every day, and encourages them to achieve the highest ideals of the profession. Moving Mountains Commitment A poster describing a set of workforce principles to encourage organizations and individuals to adopt policies and practices that result in a competent, committed direct support workforce.