1. an existing position that a person can perform either with or without accommodations, or
2. the creation of a position through job carving or an employment proposal.

Marketing activities may involve a collective or an individualized approach. When using an individual. - T Approach, the employment specialist makes business contacts based on a specific job seeker's strengths and interests, while the collective method involves analyzing business needs and then matching this information to the strengths and desires of all job seekers. Successful employment specialists not only explore existing positions but also the viability of creating work opportunities. In both scenarios, any possibilities pursued should capitalize on the strengths and talents of those served.

Brainstorming

brainstorming can generate fresh and creative ideas about potential employment options. This is a very dynamic process which can nourish the job developer's knowledge base of community work opportunities and build upon previously gained information. First, staff identify their customers' skills and potential accommodation needs. For example, some of the Access customers have good visual skills and intellect; however, each was challenged with expressive communication skills and possessed very limited motor skills. Next, the group envisions different types of work activities which might require the use of strong visual and/or intellectual skills, but either might limit or not require the use of expressive communication and physical abilities. This helps formulate an understanding of the various types of work tasks, such as watching, monitoring, and/or checking one thing against another to identify something and perhaps make limited corrections, which should be researched.

List of Industries

Next a list of industries is generated. Each group member selects a category and arranges for an informational interview with one or more business representatives of the sample. The purpose of this meeting is to learn about overall operations as well as whether or not the types of activities which require the use of the previously mentioned skills exist. The primary goal is to gather data that will enhance the group's knowledge on the needs of a particular industry; instead of locating an employment opportunity. Details on existing jobs, as well as identification of select tasks that individuals may be able to do is collected. For instance, during an informational interview with a recruitment company, a staff member learned that a professional was auditing files to be sure they were meeting certification specifications.

The newly obtained information is then presented at the next brainstorming session and followed by a discussion of who may be interested in the type of work and what accommodations may be needed. Afterwards, a series of next steps is generated to refine and further direct marketing activities, such as other businesses which could be queried about similar work activity. New ideas on job possibilities and future directions for business contacts result from brainstorming. Such sessions can be particularly inspirational and give encouragement to staff. Armed with knowledge of the job seeker's talents and an assessment of the differing work activities which exist in the local labor market, the employment specialist is better equipped to communicate with potential employers.

Job Carving

job Carving entails reassigning one or more workers'Job duties to create a job for a new employee. Several strategies can be used when trying to sell this,J concept. One approach involves asking the business representative to investigate how business efficiency could be improved by reassigning some of the marginal job duties of employees to a new hire. The employment specialist suggests that it may be more cost effective to pay an entry level employee to perform tasks that are being done by higher paid workers. Emphasis is placed on how realigning select tasks of one or more employees could contribute to increased efficiency or productivity.

Another angle entails inquiring about company overtime specialist can suggest that the business consider exploring the work scope in order to determine if select tasks could be assigned to a part-time employee. Emphasis is placed on the fact that this could lead to big savings by cutting costs. A final approach is to investigate if there is any activity which always seems to be neglected. However, the work really needs to be accomplished regularly in order to prevent a backlog.

Every workplace is different. Some employers may see value in job creation, while others may not get it immediately. Therefore, the employment specialist must be well prepared by having a clear explanation of what is being offered. Also, the employment specialist is cautioned to avoid the word phrase "job creation". Many employers do not seem to be receptive, and perhaps rightly so, to the idea of "making" work. Perhaps the process of getting a new position is difficult, or this conjures up an ugly image of more work for the overworked. Explanations must be clear and concise, and timing, although unpredictable, is essential. Investigating general labor needs and touring a business can help facilitate discussions related to job creation. Remember, job re-structuring does not need to be a complex process. Actually some of the best results have resulted from informal conversations about personnel needs and a frank discussion of what is being sought.

For example: Mr. Smith, thank you so much for the tour. I noticed that there are several ways that some of the individuals I represent could benefit USA Company. Have you ever given any thought to the idea of job re-structuring? Many businesses have found that this is practical and saves the business money. The idea is to take a look at current staff expectations and to investigate if assigning any of their existing job tasks to another employee would actually improve departmental efficiency. Some companies have found that this makes good business sense, because their higher paid staff are freed up to do what they do best, and a person who really wants an opportunity to work is given it.
 

Sandy is challenged by cerebral palsy that causes unsteady movement in both hands and arms. She had worked for 12 years as a desk clerk in a small local hotel but had to resign, because she was having trouble with her back. Sandy was referred to Project Access in February of 1997, at which time she had been out of work for 8 years. During that time, she had gotten married and bought a house. Sandy had decided to go back to work to contribute to the family income and to increase her sense of purpose. In her person-centered planning meeting, Sandy said that she would like to work in a medium sized office with lots of people.

Job Search:

Sandy was involved throughout the job development process and was proactive in finding her position. She interviewed with a local college for a receptionist position and also looked into many area banks. Sandy and her employment specialist discussed each position and its benefits and limitations. This allowed her to make informed decisions about what position to explore further.

Sandy was offered and accepted a position in the lock box area of a bank. She viewed this as an opportunity to get her foot in the door and move into different departments of the bank. This job required her to open and collate incoming mail according to its contents. Sandy had a difficult time opening the envelopes manually so a jig was built by the rehabilitation engineer that allowed her to slide the letter onto a piece of metal and pop it open using a lever. This allowed her to complete the task using only one hand.

Even after the introduction of the "jig", Sandy still had difficulty with her production rate. After watching her use the jig, it was noted that she was adding extra steps in manipulating the work materials. A new task analysis was written that reduced the movements needed to complete the task thus reducing the time needed to finish one letter. Sandy also was required to number the envelopes that came in without checks. Instead of keeping a written tally, Sandy used a counter which was mounted on piece of wood. All she had to do was push down the counter button. Even with the technology, Sandy's production was a concern to her employers, and she was asked to resign her position.

A month after leaving the bank, Sandy was offered a position at VCU's student identification center. This position offered varied tasks and an opportunity to interact with people on a larger scale. She was hired as a customer service representative and a camera operator. The camera is operated through a computer, so it was relatively easy task to do; however Sandy had never used a computer. She spent the first week learning to operate the computer, while the employment specialist performed the other Case Study Example: Sandy functions of the job. After that week, she was comfortable enough to begin adding other tasks.

Accommodations:

Several accommodations had to be made to ensure that Sandy could perform her job independently. The first accommodation was to extend the focus knobs on the camera. This reduced the reach and made them easier for Sandy to manipulate. Next, an office chair that swiveled was purchased to make getting up and down easier. The chair also had arms to increase her stability. Finally, fine motor skills, such as writing, take Sandy a great deal of time to complete. In order to increase her speed in keeping track of who she photographed, a typewriter was obtained. Finally, a trackball was purchased to replace a standard mouse.

In The second portion of Sandy's job is to perform customer service duties. Sandy found these duties to be much more challenging. She had been out of work for so long that she had forgotten how to problem solve, this position required her to think on her feet. She used cheat sheets to remind her how to operate the office machinery, such as the encoder and the cash register. She also received a great deal of support from coworkers.

Community Support:

The next problem that she faced was in manipulating money. Sandy used a small tray to assist in carrying the money back and forth to the register. This worked especially well when large amounts of change were involved. She also had to balance her drawer both before and after her work shifts. She was able to complete this task without assistive technology, but it was very hard on her muscles. In order to make the job less cumbersome, she needed a currency counter. The cost, $1,200, was seen as prohibitive. The employment specialist was able to arrange for the donation of a used currency counter from Crestar Bank. The name of the Coordinator of Disability Services at Crestar was obtained from a colleague. The first call was made to ask for information on used or less expensive counters that could be purchased.

The coordinator replied that she would need to look into the availability of the counters, but they may be able to donate one. A call back one week later revealed that Crestar had a number of surplus counters that were acquired from a recent merger with another local bank. They would be happy to donate one to Sandy. This technology made all the difference in Sandy's confidence on her job. Additionally, she is able to count her drawer in the allotted time without great stress to her hands.

Sandy has been employed for approximately four months. She loves her job and is making many new friends. She has proven to be an asset to her employer.

The project employs two mentors who have been successfully competitively employed to train project participants to access community supports and to become self-advocates. Contacts with project customers include as-needed individual or group counseling sessions and monthly support meetings. Some of the goals include the following:
1.encouraging customers to gain control over their environments,
2.developing a deeper understanding of the importance of self-advocacy,
3.Emphasizing the importance of making responsible decisions based on sound values,
4.encouraging customers to reach out to fellow peers and others in need
5. initiating the development of comrnunity-based services and appropriate community interactions

Developing a deeper understanding of the importance of self-advocacy in the lives of persons facing severe physical challenges is how the mentoring program has been most weful to Rosita B. "I feel better about speaking my mind to others," she stresses. Rosita recently joined forces to persuade local politicians to relocate voting booths. She and other individuals with disabilities live in a large accessible apartment complex. "We only wanted them to make it easy for us to get out and vote," she added.

Dayle, Rosita, and others who reside at the apartments asked for the assistance of one of the project mentors to find lift vehicles to bring residents to the voting locations. The effort was very successful, and more than 13 citizens with disabilities were able to vote. In the past, the only option we've had has been the absentee vote, recalls, Dayle. "It is great to know that other approaches such as volunteer transportation can be obtained." Dayle expresses the feelings of many that believe that "visibility" of citizens with disabilities is a critical step toward self-esteem and community support.