William Anthony, 1990 Employment sequence Why do people leave a job? They dont like it they quit They cant perform well They quit They get fired They cant get along with others They dont like their supervisor Their supervisor doesnt like them They find a better job They get ill or the impact of their disability increases The job didnt fit!!
Keeping a job Accommodations Negotiation of benefits Promotions Job retention Natural supports Money management Recovery/relapse issues
Potential Accommodation Issues - cognitive Difficulty sustaining concentration Difficulty ignoring or blocking unrelated stimuli Difficulty multi-tasking Inability to set goals in order to complete task in a timely manner Strategies Directions through one person Utilize post it notes Break down into smaller steps, set goals Consider room dividers Checklists, reminders to prioritize tasks Chunk information Utilize self-management skills De-stress work environment Potential Accommodation Issues - social Problems talking with supervisors/coworkers Difficulty initiating contact Difficulty maintaining relationships Inappropriate response to corrective or negative feedback Strategies Practice and role play social interactions Teach alternatives to deal with stress Provide after hour supports to allow consumer to debrief Model appropriate behavior Look for jobs that dont require spontaneous social interaction Potential Accommodation Issues - physical Decrease in stamina Non-exacting physical movements (due to tremors/atakia) Need for frequent breaks - Excessive thirst Hypersensitive to sun/heat Restlessness Drowsiness or impaired memory Mobility/sensory issues Strategies Structure job to accommodate peak performance times Jobs should take into account cyclical nature of illness Assess environmental issues - noise, odor Modify schedule for breaks, dr. appointments consider part time job try outs Consider medication issues Categories of Natural Supports Training supports
Organizational Supports
Social Supports Any assistance, relationships or interactions that allow a person to secure or maintain a community job.. In ways that correspond to the typical work routines and social interactions of other employees (Rogan, Hagner, & Murphy, 1993) Natural supports Why use natural supports? Support from supervisor/co-workers prevents social distance Assists in the development of naturally-occurring relationships Encourages integration & stability Doesnt have to be faded Its available to everyone Examples of natural supports Relationships co-worker supervisor bus driver cafeteria worker family member EAP counselor occupational nurse Environmental buzzer on machine break bell watch that beeps post it notes calendar stripe on floor checklist Natural support strategies Information gathering social characteristics and preferences work-related skills types of supports currently used potential sources of connections & support Job development determine essential skills analyze work-related tasks assess work culture note supports & possible accommodations Job coaching vs. Consulting Traditional job coaching coach trains employee coach interacts with employee makes adaptations alters training handles problematic issues Consulting Supervisor trains employee co-workers interact with employee offers ideas offers strategies supervisor solves problems Supported Employment and Peers Supported employees mentored by co-workers had more peer interactions with co-workers without disabilities than supported employees trained directly by job coaches. (Lee, Story & Anderson, 1997)
Ways to teach Forward chaining Backward chaining Massed trials Shaping Match to sample
Self-management skills Self-monitoring awareness of performance criteria and standards self-evaluation self-prompting self-reinforcing Creating an independent worker Assess consumer traits and supports Train consumer in self-management skills Assess workplace culture Perform a good job match Train supervisor in providing instruction Final tips Demystify your expertise Emphasize ability, not disability Create opportunities for interaction Match employees to the culture, not just to work skills Involve the consumer Train the supervisor/co-workers, no the consumer Final Warning If it feels like youre jumping through hoops, it probably isnt a good job match!