1. ASPECT Conference 2016
Pedro Oliveira, MBA-HR, EPBC Case Manager

2. My journey
 Graduated from Royal Roads in 2008
 Already had 11 years of experience in employment
services
 Hired at CVIMS in Nanaimo and worked with Skills
Connect for Immigrants for 4 years
 Felt the need to try HR
 Hired as a a HR Manager at a giant retailer and in charge
of 3 stores for South Vancouver Island
 Back to Case Manager with ICA after a successful career

3. Back in the HR of retail
 Highly competitive environment with hiring done online
 Each store had anything from 220 to 550 employees
 Engagement surveys yearly complete with actions plans
 Shift in the nature of business with a focus on fresh goods
 Competition increased putting pressure on workforce
needs
 Hiring was not longer seasonal but broken down into
“time pods” (May, September, November)
 Minimal time and skill from the team to deal with issues
 All training is done by computer modules

4. Case # 1 – Clients with disabilities
Store #1 - Kevin
 Job coach advocates for
client with autism in his
mid-forties
 Client gets hired
 He gets good support by
the coach during training
 Coach stays with him for
first 3 days of work
Store #2 – Donna
 Job coach advocates for
client, does not disclose
disability
 Job coach guarantees client
is great and she drives her
own car
 Client gets hired for the deli,
coach stays for the training
and 1 day of work

5. Case # 1 – Results
Kevin
 Was only scheduled 4
hours for 2 days
 He would lock himself in
the bathroom and spoke
to the wall
 Would only come out
when payroll manager
personally went to get
him
 No word from Job coach
Donna
 Small communication
issues
 Shy with coworkers and
public
 Great job performance
 Coach on stand by with
“911 calls” to help us with
client

6. Implications for retail giants
 The risk of getting “stuck” with an unmanageable
employee
 3 month probation is not the solution for a disabled
client
 Public relations risk if employee/client is dismissed
 No success if the job coach is not involved
 Frustration all involved
 Jaded attitudes towards hiring employees with
disabilities

7. Case #2 – Massive hiring
 The hiring manager contacts your agency needing at least
12 people for various positions.
 Positions include cashiers, sales associates, and overnight
stockers
 Both part and full time positions
 Above minimum wage
 He needs employees ASAP

8. Case #2 – what was offered
Job postings on the board
Telling the clients about the jobs
An information session for clients but
needed at least 2 to 3 weeks to advertise
the session and book the room in the
resource centre

9. Group discussion results on
challenges for service providers
 We are not placement agencies. The employer can choose them
 Service providers are confined to a certain predisposed time
available to serve the hiring manager
 Is it our problem? If they came up with a hire crunch, we are
providing a free service but they should have been more aware of
their needs
 Job coaches should initiate the networking contact and foster
relationship
 Job coaches could educate the employers on our services during
slow times

10. Implications for service providers
 Slow response may result in employer rethinking our
services for future job opportunities available at their
organization
 Our clients may not get hired / minimal success for them
 Lower placement may result in lower future funding
 Resistance on the part of the employer when Job
Developer / Coach contacts in the future

11. Case #2 - Results
 One client was hired
 Had 3 coaches for clients with disabilities calling me for
clients perfect for positions not available
 Had one job coach showing up without an appointment
speaking to me about a client recovering from a
workplace accident for an hour. The client was great with
computers and needed at least $16/hr.

12. Case #3 – Specialty sales/management
 Recruitment versus hiring
 Looking for specific personalities and attributes
 Not a hiring fair format but rather a targeted invitation for
a group interview of “very few”
 Requested assistance from service providers to think of
specific clients that matched the qualifications
 Jobs started at $16/hr and are full-time

13. Case # 3 – Discussion on possible
implications for service providers
 Would you take the risk?
 What would you do specifically, what steps would you
take?
 What dilemmas would you face?
 Would you be breaking any rules or acts?
 What else would you consider in this request?

14. Discussion – Case # 3
 The risk would be worth the chance on clients getting employment
 Ensure Privacy Act compliance
and
 Network with coworkers within the agency
 Revisit case load / client files – look for clients with the specific skills
 Contact clients for interest on their part. Provide employer contact
information and follow instructions on application process
 If client asks to share resume generate form HR3354E in ICM and
client to sign

15. Going Forward – Possible Strategies
 Prioritizing clients with fairness in mind (but not all clients
will fit the job)
 Use / start a database listing clients and their experience
/skills
 Admin staff could contact clients and facilitate a meeting
between specific client and employers
 Use of Social Media to contact clients (private messaging)

16. Possible Strategies (continuation)
 Learn about the business and screen employers on their
needs
 Educate the employer on our services
 Workshop for employers (through Chamber of Commerce
or other community partnerships) on services, and what
kind of experiences and skills employers can find in our
case loads
 Employer events to recognize hiring and success stories to
attain emotional buy-in.