Evidence-Based Practices 7
Employment for Individuals with Significant Disabilities
and Supported Employment
Five Evidence-Based Practices
David Hagner
1. Customized Employment
The Dept. Of Labor’s Office of Disability Employment Policy defines customized employment as a flexible process for personalizing the match between the strengths and interests of a job candidate and the business needs of an employer. Two common customization options, job carving and job creation, are explained in the next section. Additional customization options outlined here, often especially suitable to individuals with significant disabilities, are self-employment and resource ownership.
Self-Employment
An individual is assisted to directly produce and sell a good or service rather than pursuing being hired by someone else. This option is useful in a variety of situations, including (a) where an individual’s productivity is likely to be very low, (b) where an individual has difficulty relating to the demands of a “boss”, and (c) where the accommodations needed to sustain employment would be far greater than the “reasonable accommodations” to which an employee is entitled.
Examples:
An individual with schizophrenia only wants to work sporadically; an individual with a significant developmental disability has behaviors that others find very distracting and are difficult to reduce.
Business examples: Raising chickens and selling eggs, making up gift baskets to sell at craft shows; an envelope stuffing/mailing business; taking lunch orders at an office building and delivering lunches.
Resource Ownership
In this customization option, developed by Cary Griffin and Dave Hammis, an individual purchases a piece of equipment (with a PASS Plan, through VR, etc.) and approaches an employer about being hired with the promise of bringing his or her own equipment to the job. Griffin and Hammis explain this as no different in principle than approaching an employer after spending the time and money to obtain a degree or certificate.
Examples:
An individual interested in child care purchased a computer and children’s computer game software and obtained a job in a day care center.
An individual purchased a steam cleaning machine and approached a car wash about adding a steam cleaning option.
An individual learned that a local baker would like to offer espresso but could not afford to purchase the $4,000 espresso-maker. She purchased the machine with VR funds and obtained a position as a “barista” at the bakery.
Background Literature:
Callahan, M., Schumpert, M., & Mast, M. (2002). Self-employment, choice and self-determination. Journal of Vocational Rehabilitation, 17 (2), 75-85.
Doyel, A. (2000). No more job interviews: Self-employment strategies for people with disabilities. St. Augustine FL: TRN Press.
George, K. (1997). Becoming an entrepreneur: What does it take? Accent on Living, 41 (4), 68-70.
Griffin, C. & Hammis, D. (n.d.). Big sign syndrome: The job developer’s small business advantage. Retrieved 12/4/2007 from www.griffinhammis.com/customized_employ.asp
Hagner, D. & Davies, T. (2002). "Doing My Own Thing": Supported self-employment for individuals with cognitive disabilities. Journal of Vocational Rehabilitation, 17 (2), 65-74.
Institute on Rehabilitation Issues (1998). People with disabilities developing self-employment and small business opportunities. Hot Springs AK: Region VI Rehabilitation Continuing Education Program.
Palmer, C., Schriner, K., Getch, Y. & Main, D. (2000). Working for yourself: How people with disabilities choose self-employment. Journal of Applied Rehabilitation Counseling, 31 (3), 30-37.
2. Job Carving and Job Creation
The terms “job carving” and “job creation” are sometimes used interchangeably but they are somewhat different. Both options require an approach to job development that gets “inside” an employer’s decision-making to identify labor needs that might not necessarily ever be posted as job openings. Both are evidence-based options for individuals with more significant disabilities.
Job Carving
This customization method consists of either dividing one existing job position into two, or taking one or two tasks from several job positions and assembling them into a new position. Either way, the new job is especially designed to match the ability level of an employee who is not able to perform the complete list of tasks of the existing job positions at a company, and thus could not fill a job opening in the usual sense, but can perform one or more needed functions.
Examples:
A job developer noticed that experienced auto repair staff had to stop what they were doing every time a part had to be picked up from the supplier. He worked with the owner to carve out a position for a supported employee picking up and delivering parts.
A college admissions office hired an employee to handle all of the photocopying work for the department, freeing up other employees for the more complex tasks.
Job Creation
This option involves identifying either a function that is not currently being performed at a company but would save the company money if it were, or a function that could be added to make more money for a company (beyond the cost of the new employee). The function then becomes a new, created job position.
Examples:
An employee is assigned to inspect all incoming parts before accepting the shipment, to reduce the number of discarded defective parts.
A municipality department of taxation hires an individual to pass check envelopes over a lighted box prior to discarding, because once in a while the automated envelope opener does not remove the check.
A law office cramped for space hires a supported employee to microfilm old files to empty file cabinets and open up more space.
Background Literature:
Buys, N. & Rennie, J. (2001). Developing relationships between vocational rehabilitation agencies and employers. Rehabilitation Counseling Bulletin, 44 (2), 95-103.
Dineen, J. (2003). Job carving: Working with employers to create unique jobs for individuals with very limited abilities. Bellingham WA: Western Washington University Center for Continuing Education in Rehabilitation.
Gilbride, D. & Hagner, D. (2005). People with disabilities in the workplace. In R. Parker, E. Szymanski & R. J. Patterson (Eds.) Rehabilitation counseling: Basics and beyond (pp. 281-306). Austin TX: Pro-Ed.
Grifffin, C. & Targett, P. (2006). Job carving and customized employment. In P. Wehman (Ed.) Life beyond the classroom: Transition strategies for young people with disabilities (4th Ed.) (pp. 289-307). Baltimore MD: Brookes
Luecking, R., Fabian, E., & Tilson, G. (2004). Working relationships: Creating career opportunities for job seekers with disabilities through employer partnerships. Baltimore MD: Brookes.
Nietupski, J. & Hamre-Nietupski, S. (2000). A systematic process for carving supported employment positions for people with severe disabilities. Journal of Developmental and Physical Disabilities, 12, 103-119.
3. Facilitating Natural Supports – General Model
This family of options is designed to provide support to an employee in the workplace in a more sophisticated way than traditional “job coaching”. A consultation approach is used with an employer to enhance and access whatever potential for support is built into the company. Direct agency support is used sparingly, to fill gaps where natural support is unavailable.
Consultation can take numerous forms including (a) “training the trainer” of the supported employee, (b) analyzing the workplace culture to ensure that employees fit in with social customs that develop mutual support bonds, (c) “bridge-building” to make personal connections to coworkers, and (d) consulting with managers and human resource personnel on modifications, accommodations and personnel management strategies.
Examples:
A coworker shows the supported employee how to distribute mail within the office, with the employment specialist stopping by towards the end of the day to de-brief and talk about any difficulties experienced.
An employment specialist coaches the supported employee to bring pictures of his dog in to work and show them to coworkers at lunch – the next day a coworker brings in pictures of her dog.
A manager concerned about an employee’s work quality is assisted to create a checklist for the supported employee to follow in creating information packets.
Background Literature:
Butterworth, J., Whitney-Thomas, J. & Shaw, D. (1997). The changing role of community based instruction: Strategies for facilitating workplace supports. Journal of Vocational Rehabilitation, 8, 9-20.
Hagner, D. (2000). Coffee breaks and birthday cakes: Evaluating workplace cultures to develop natural supports for employees with disabilities. St. Augustine FL: TRN Press.
Lee, M., Storey, K., Anderson, J., Goetz, L. & Zivolich, S. (1997). The effect of mentoring versus job coach instruction on integration in supported employment settings. Journal of the Association for Persons with Severe Handicaps, 22 (3), 151-158.
Ohtake, Y., & Chadsey, J. (2003). Facilitation strategies used by job coaches in supported employment settings: A preliminary investigation. Research and Practice for Persons with Severe Disabilities, 28, 214-227.
Rogan, P., Banks, B. & Howard, M., (2000). Workplace supports in practice: As little as possible, as much as necessary. Focus on Autism and Other Developmental Disabilities, 15 (1), 2-11.
Trach, J., Beatty, S. & Shelden, D. (1998). Employers’ and service providers’ perspectives regarding natural supports in the work environment. Rehabilitation Counseling Bulletin, 41, 293-312.
Unger, D., Parent, W., Gibson, K., Kane-Johnson, K. & Kregel, J. (1998). An analysis of the activities of employment specialists in a natural support approach to supported employment. Focus on Autism and Other Developmental Disabilities, 13 (1), 27-38.
4. Facilitating Natural Supports – Specialized Options
Two specialized forms of intervention to develop natural supports in the workplace have been validated for use with employees with more significant disabilities. These are paid coworker support and on-site support teams.
Paid Coworker Support
In this option, the supported employment agency fills a job position at a community employment site with two employees: A supported employee with a very significant disability who is able to do a piece of the job with support, and a non-disabled employee who performs the rest of the job and also provides the needed support. The employment service agency uses its supported employment funding to contract with the employer for the difference between the salary ordinarily paid to one employee and the cost of the two employees.
Example:
Two employees enter data for a book publisher. The nondisabled coworker arranges the workstation and inserts a card into each book indicating the data to be entered. The supported employee enters the data on the cards and stacks the books.
On-Site Support Teams
This option was developed in the psychiatric rehabilitation field for individuals who need significant support on the job. The employment specialist develops a “workplace map” of significant people at a worksite who can impact the success of a supported employee, and then convenes this group as a support circle. Interventions can include providing a training session, facilitating a group brainstorming session, or meeting with circle members individually to clarify what support can be expected and how it should be requested.
Example:
An individual experiencing fatigue on the job due to severe depression was assisted to create a workplace map of those affected by changes in his routine. The employment specialist provided a general training session and the employee then met with one adversely affected individual to negotiate mutual expectations.
Background Literature:
Gates, L., Akabas, S. & Oran-Sabia, V. (1998). Relationship accommodations involving the work group: Improving work prognosis for persons with mental health conditions. Psychiatric Rehabilitation Journal, 21, 264-272.
Hood, E., Test, D., Spooner, F. & Steele, R. (1996). Paid co-worker support for individuals with severe and multiple disabilities. Education and Training in Mental Retardation and Developmental Disabilities, 31, 251-265.
5. Networking
Based on overwhelming evidence that individuals without disabilities most frequently find employment through their informal networks of social contacts, networking approaches assist individuals with disabilities to make use of this same mechanism for job development. Strategies include network “mapping”, enlisting informal supports in making employer contacts, often in connection with implementing person-centered plans, developing relationships through informational interviewing, and a variety of forms of assistance aimed at enriching social ties.
Examples: An individual interested in construction work obtains a job with the city through the family’s connection with a city councilor.
A job developer notes that the owners of the motel where his parents stay when they visit town are very “laid back,” and approaches them about hiring a consumer who needs that type of employment setting.
Background Literature:
Carey, A., Potts, B., Bryan, D., & Shanker, J. (2004). Networking towards employment: Experiences of people who use augmentative and alternative communication. Research and Practice for Persons with Severe Disabilities, 29 (1), 40-52.
Eisenmann, L. (2007). Social networks and careers of young adults with developmental disabilities. Intellectual and Developmental Disability, 45 (3), 199-208.
Hagner, D., McGahie, K., & Cloutier, H. (2001). A model career assistance process for individuals with severe disabilities. Journal of Employment Counseling, 38, 197-206.
Hoff. D., Gandolfo, C., Gold, M. & Jordan, M. (2000). Demystifying job development: Field-based approaches to job development for people with disabilities. St. Augustine FL: TRN Press.