This document discusses the importance of tapping into the "hidden job market" for finding employment opportunities for clients with disabilities. It provides two success stories of job developers who found jobs for their clients by networking within the community and identifying opportunities not posted publicly. The article stresses that as a job developer, building rapport and observing your community closely is key to devising hidden jobs that match clients' skills.
The why, what and how of Personas.
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This document provides information on finding the right job or internship. It discusses using online job sites, employer websites, newspapers, staffing agencies, and career centers to search for opportunities. Networking, having relevant experience through internships, and following up with employers are also emphasized. Specific career paths that may interest college students, like nursing, teaching, and business administration, are highlighted along with typical education requirements and growth projections for each field.
The document provides an overview of customer journey mapping. It discusses the origins and evolution of customer journey mapping, including early concepts like market myopia and jobs-to-be-done theory. It then defines customer journey mapping, explaining that it is a tool used to capture, visualize, and structure data into a story. The document also discusses how customer journey mapping is used, including for research, design, and measuring continuous learning. It emphasizes that customer journey mapping helps align teams, creates a common language, and allows for both internal and external perspectives.
This document discusses the importance and benefits of prototyping. It provides definitions of prototyping as representations of concepts, hypotheses, and small bets. Prototyping is used to create options, gain user insight, enable trial and error, enable systemic change and intervention, enable validation, and function as proofs of concept. Low and high-fidelity prototyping techniques are examined, including storyboarding, service scenarios, wireframes, MVPs, and more. The document stresses the importance of failing fast through prototyping to accelerate learning.
The document contains testimonials from various individuals praising the CV writing services of Caroline Cordery of Signature CVs. The testimonials describe how Caroline helped craft professional, concise CVs that led to interviews and job offers across different industries. Clients say Caroline provided expert advice, was responsive, and helped highlight their relevant skills and experiences to appeal to employers. They recommend Caroline's services to others looking to improve their CVs.
Virginia Commonwealth University Region III CRP-RCEP Fact Sheetsuzi smith
The document discusses the key roles and strategies of a job coach in supporting individuals with disabilities to find and maintain employment. It outlines that a job coach must understand the skills, interests and support needs of the job seeker through functional community assessments. A job coach also represents the interests of employers and must be prepared to address employer concerns while customizing jobs to meet the needs of both the job seeker and employer. Additionally, a job coach provides ongoing workplace supports, collects performance data to evaluate support effectiveness and fades supports over time as independence increases. The goal is for a job coach to facilitate sustainable employment through customized jobs and flexible, individualized supports.
Complacency is one of the greatest enemies of the mature worker. If you aren’t growing in your role, learning new skills, open to new and better ways of doing things, you can be sure that someone else around you will be. Often people who are caught unaware by a redundancy recognize, too late to save their job, that they have not proactively adapted within their role or have not been attuned to the politics of what was happening around them.
Winning The War On Talent : Candidates As Honored GuestsJulieFreundRoth
The document discusses best practices for recruiting and retaining top talent. It recommends treating candidates as honored guests by respecting their time, making introductions to various team members, providing food and accommodations, focusing fully on the candidate during interviews, understanding their needs and tailoring offers accordingly, maintaining contact after an offer is extended, and making candidates feel uniquely wanted throughout the process. Following these tips can help companies attract and hire the best talent even when competing for candidates.
The why, what and how of Personas.
This 90 minutes session is part of a series of short and focused masterclasses.
The series is meant for people who have little or no experience applying design thinking methods, tools and frameworks.
This is a Masterclass by Arne van Oosterom
This document provides information on finding the right job or internship. It discusses using online job sites, employer websites, newspapers, staffing agencies, and career centers to search for opportunities. Networking, having relevant experience through internships, and following up with employers are also emphasized. Specific career paths that may interest college students, like nursing, teaching, and business administration, are highlighted along with typical education requirements and growth projections for each field.
The document provides an overview of customer journey mapping. It discusses the origins and evolution of customer journey mapping, including early concepts like market myopia and jobs-to-be-done theory. It then defines customer journey mapping, explaining that it is a tool used to capture, visualize, and structure data into a story. The document also discusses how customer journey mapping is used, including for research, design, and measuring continuous learning. It emphasizes that customer journey mapping helps align teams, creates a common language, and allows for both internal and external perspectives.
This document discusses the importance and benefits of prototyping. It provides definitions of prototyping as representations of concepts, hypotheses, and small bets. Prototyping is used to create options, gain user insight, enable trial and error, enable systemic change and intervention, enable validation, and function as proofs of concept. Low and high-fidelity prototyping techniques are examined, including storyboarding, service scenarios, wireframes, MVPs, and more. The document stresses the importance of failing fast through prototyping to accelerate learning.
The document contains testimonials from various individuals praising the CV writing services of Caroline Cordery of Signature CVs. The testimonials describe how Caroline helped craft professional, concise CVs that led to interviews and job offers across different industries. Clients say Caroline provided expert advice, was responsive, and helped highlight their relevant skills and experiences to appeal to employers. They recommend Caroline's services to others looking to improve their CVs.
Virginia Commonwealth University Region III CRP-RCEP Fact Sheetsuzi smith
The document discusses the key roles and strategies of a job coach in supporting individuals with disabilities to find and maintain employment. It outlines that a job coach must understand the skills, interests and support needs of the job seeker through functional community assessments. A job coach also represents the interests of employers and must be prepared to address employer concerns while customizing jobs to meet the needs of both the job seeker and employer. Additionally, a job coach provides ongoing workplace supports, collects performance data to evaluate support effectiveness and fades supports over time as independence increases. The goal is for a job coach to facilitate sustainable employment through customized jobs and flexible, individualized supports.
Complacency is one of the greatest enemies of the mature worker. If you aren’t growing in your role, learning new skills, open to new and better ways of doing things, you can be sure that someone else around you will be. Often people who are caught unaware by a redundancy recognize, too late to save their job, that they have not proactively adapted within their role or have not been attuned to the politics of what was happening around them.
Winning The War On Talent : Candidates As Honored GuestsJulieFreundRoth
The document discusses best practices for recruiting and retaining top talent. It recommends treating candidates as honored guests by respecting their time, making introductions to various team members, providing food and accommodations, focusing fully on the candidate during interviews, understanding their needs and tailoring offers accordingly, maintaining contact after an offer is extended, and making candidates feel uniquely wanted throughout the process. Following these tips can help companies attract and hire the best talent even when competing for candidates.
Tricks for Career Fair Success provides tips for how to prepare for, participate in, and follow up after a career fair. Key tips include researching companies attending, preparing an elevator pitch, bringing resumes and questions to ask employers, collecting business cards, sending thank you letters after the event, and keeping a log to stay organized. The document emphasizes arriving early, making a good impression, showing knowledge of companies, and following up to stand out from other job seekers.
The document provides guidance on conducting a comprehensive job search in 3 main steps: self-exploration to identify career interests, preparing for the job search, and launching the search. It emphasizes exploring both open job markets through websites and closed markets through networking. The document recommends developing a 30-second "pitch", practicing networking, and following up on all applications and contacts.
Here are the key things you should include in your CV:
- Contact details: name, address, phone number, email address. Make sure all contact details are up to date and professional.
- Profile/Summary: A 2-3 sentence overview of your background and qualifications, highlighting your most relevant skills and experience.
- Education: List your educational qualifications with the most recent first. Include the name of the school/college/university, dates attended, qualifications obtained and grades/GPA.
- Work experience: Start with your most recent role and work backwards chronologically. Include job title, company name, dates of employment, your key responsibilities and achievements. Quantify your achievements where possible.
- Sk
Jerry Cook wants to work as a talent agent at a top talent agency. He plans to represent clients from various entertainment industries including actors, writers, directors, athletes, and more. To be successful in the competitive talent agency business, he will need to relocate to Los Angeles or New York. Cook has 20 years of experience in customer service and wants to complete a talent agent training program to gain industry experience and connections. His goals are to double his client base by 2022 and increase his social media connections by 200% by 2021.
What do you ask someone without experience? - A GradTouch SlideshareLewis Charlesworth
In this presentation we explore how companies from a variety of industries approach the topic of graduate recruitment. After speaking to businesses who have successfully hired graduates , via GradTouch, we learned about their individual approaches and what they find works best.
By carrying out interviews with industry leaders, we can compare, contrast, and offer up parallels and differences which will form vital insights for others within the hiring process.
We spoke to a variety of companies, from industries such as Marketing, Media, Retail, Digital, Sales and Recruitment, all of which have demonstrated different motivations and observations.
The presentation will take us from the application stage, right through to the onboarding part of the recruitment process.
It will be viewed specifically in relation to graduate hiring, in circumstances where the candidate has little or no experience.
This document discusses the importance of employee experience and how it relates to customer experience. It argues that companies must first create an engaging employee experience in order to deliver great customer experiences. It provides examples of companies like Zappos that prioritize employee happiness and culture to motivate staff to provide excellent customer service. The document also outlines a program to help companies assess and improve their employee experience through understanding employee needs, defining a differentiated experience, building emotional connections, and continually measuring engagement.
This document discusses the importance of candidate experience in the talent acquisition process. It notes that the candidate experience is shaped by all interactions during recruitment, marketing and hiring. Providing a good candidate experience is important as it can influence whether a candidate ultimately decides to join the organization. Both positive and negative recruiting experiences are often shared with others. The document provides tips for improving candidate experience such as clearly defining job requirements, ensuring interviewers are prepared, communicating frequently with feedback, being respectful and valuing candidates, and personalizing the recruitment process. A good candidate experience can positively market the organization and attract talented applicants.
This document provides tips for finding job opportunities, including starting from entry-level positions, attending job fairs, networking, researching companies, considering government jobs, and using online job searches as a supplemental tactic rather than the primary method. It emphasizes gaining experience from initial jobs, doing research on companies of interest, using job fairs to introduce yourself to recruiters, and expanding your network through various avenues.
The document discusses 15 important customer service skills that every employee needs to provide excellent customer service. It begins by stating that certain core skills are necessary for any employee interacting with customers to avoid poor service issues. The document then lists and describes the 15 most important skills, including patience, attentiveness, clear communication, product knowledge, use of positive language, time management, ability to read customers, and maintaining a calming presence. It provides examples and explanations for each skill.
The document provides guidance on using a sales approach to career success and job hunting. It recommends:
1) Networking extensively by phone to set up in-person meetings, as the phone is the most efficient tool for reaching people.
2) Preparing thoroughly for calls by researching companies and prospects, and having success stories to demonstrate competence.
3) Using a scripted introduction to capture attention, build rapport, and schedule meetings to further discuss skills and the prospect's needs.
Peter Cosgrove provides advice on improving one's chances of finding a job. He emphasizes the importance of preparation, including creating a concise and well-formatted resume, researching companies thoroughly before interviews, and practicing answering common interview questions with the STAR method. Cosgrove also stresses developing one's personal brand and networking to expand one's opportunities.
Christina Morgan discusses the importance of communication in her role as Office Manager. She shares lessons learned over her 16 years of experience in administrative roles. Effective communication is key to building relationships between colleagues, customers, and managers. It is also the most complex yet important aspect for a company's success. Some best practices include listening without interruption, addressing customer issues as your own, apologizing for company mistakes, and following up to ensure understanding. Constant learning, such as keeping skills updated with technology, is also important for administrative professionals to remain valuable communicators.
The document discusses personal marketing through email communication. It emphasizes that professionals need to carefully manage their personal brand and reputation, which are influenced by how they use email. Some key points made include: focusing email use on communicating value and benefits rather than just sending messages; being aware of who sees your emails and how they affect perceptions; and improving writing skills to ensure emails are clear, concise and avoid misunderstandings. The document provides recommendations for more effective email use, including considering other communication methods instead of email if urgent responses are needed.
The document is a magazine issue from OneRecruit that discusses various topics related to recruitment and interviews. It includes articles on why recruitment is a game to win, how skills matter in job interviews, things to avoid in interviews, what HR is, how to dress for interviews, and salary negotiation tips. It also provides summaries of additional articles on topics like creating the perfect cover letter, resume tips, online learning, and questions to ask in an interview. The magazine is intended to provide relevant information to both job seekers and human resources professionals.
The document provides tips for preparing for and attending a career fair. It recommends researching companies that will attend, developing an elevator pitch about your skills and qualifications, updating your resume, and preparing questions to ask employers. At the fair, it advises arriving early, making a good first impression, collecting business cards, and taking advantage of any services offered. Most importantly, it stresses following up after the fair by sending thank you notes and following application instructions.
Interview From an Employer's PerspectiveAzra Maliha
This article focuses on aspects of interviews from an employer's point of view. It discusses different ethics and conducts that should be practiced as an employer during professional interview sessions.
How to Sell Yourself on Interviews, Part One LawCrossing
The interview process begins with your mindset. You must believe you can succeed in order to succeed. In my experience, it isn't necessarily the best and the brightest who are chosen for employment but, rather, the "best fit" for the organization.
The document discusses various aspects of the recruitment process including sourcing candidates, validating candidate profiles, conducting interviews, coordinating the process effectively, negotiating offers, and onboarding new hires. It provides guidance on utilizing different sourcing channels, evaluating candidate qualifications and interest levels, setting up successful interviews, maintaining clear communication, overcoming barriers to negotiation, and implementing onboarding strategies to retain new employees. The overall document offers recruitment experts advice on optimizing each stage of the hiring process.
This document discusses improving diversity in the workplace through supported employment. It begins by shifting the focus from job placement to job development, seeing possibilities for jobs everywhere rather than just existing positions. Employers want reliability, availability, productivity and quality from employees. The personal sphere of influence and networking are important for finding hidden job opportunities beyond just public listings. Developing customized job descriptions by identifying a candidate's skills and an employer's needs can create employment opportunities where none seemed to previously exist.
1. The document describes a day in the life of a marketer intern at a dairy products company. It involves long hours, responding to emails and social media messages, and skipping lunch breaks.
2. As part of their work, the intern conducted surveys and found potential clients like hotels and restaurants for the new store. They had conversations with clients to understand their needs and how the company's products could help.
3. The document outlines best practices for marketers to build trust and credibility with customers, such as connecting solutions to client business needs, acknowledging all relevant information, and understanding different stakeholders in a buying decision.
Dunkin Donuts
My name
Institution
Course
Instructor
Date
Introduction
Consumer Reference
Feasibility Test
Market Scope
Testing and Customer Acceptance
Staffing
Roll Out Plan
CUSTOMER PREFERENCE
Market research and analysis
Competitor strategies
There is need to do market analysis so as to understand further what the customers want. Without market research, products and services offered will be null and void. Market research will also help understand what kind of product the customer and it is not being offered by competitors. It helps the business understand the strategies of competitors. The business will find ways of outperforming competitors based on what the customers prefer.
3
FEASIBILITY TEST
Costs of starting the business
Profit projections
It is important to perform a feasibility test so to find out how much the business will cost. This the point that determines whether it is worth investing in the business. This where a forecast will be made to see projections. How long will it take the business to realize profits.
4
MARKET SCOPE
Customers explore new brands
Implement new technologies
Make informed decisions
Undertaking market scope is to find the rational consumers who are keen on trying to explore new brands in the market. This phase helps in implementing new techniques of how to to do business. It will assist the company in making informed decisions hence reducing customer loss. It enables the company to meet customer demands effectively. Satisfied customers will ensure that the business keep growing.
5
CUSTOMER ACCEPTANCE
The ultimate goal for every study is to answer key questions and provide up-to-date and reliable information to support the client’s strategic business planning.
Pricing strategies
The best way for a business to penetrate the market is if the customers accept the products and services that are being offered by the business. Here the business will set prices that are favorable to the customers. Not too high to push away consumers and not too low to avoid making losses.
6
DUNKIN’S STAFFING
Employ qualified employees
Employees who share the visions of the business
Clearly state roles of each employee
Services will not perform themselves. A business needs employees to attend to customers. A business needs qualified employees who relate easily to customers and work faster to meet the requests of customers. Good employees will the reason customers keep coming to buy from the business. If the area is full youths, the business needs youths who can easily understand the demands of customers.
7
ROLL OUT
Identify your niche and make sure the uniqueness of your product stands out.
Brand the product well in order to attract new customers as well.
Perform a SWOT analysis and monitor your products’ life cycle.
After all factors have been considered and observed, it is time to roll out the business. The best to win customers when the business becomes operational is to .
Employers Say Skills Are LackingIn Candidates And New Hires.docxSALU18
Employers Say Skills Are Lacking
In Candidates And New Hires
Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle
lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't
don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired.
frequently mentioned include: Adaptability. Change is constant. We all have to adapt -
Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you
hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly
don't", "it ain't right", "he and me bounce back after set-backs, you
went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~
and it will keep someone from getting Problem solving and critical
a job or a promotion. thinking. Employers want employees-.
Businesswriting. With Twitter and who can innovate, analyze situations,
texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With
of shortcutting and taking liberties less people and fewer resources,
with generally accepted writing rules. employees have to be self-directed,
But, whether it's a letter, memo, work independently as well as in
e-mail, phone message, or a report, teams, and think on their feet.
employers expect employees to write, ~ These skills seem common
proof, and distribute proper, clear, sense. But they are not transferring
and error-free messages. into the workplace. Some of these
Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to
bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential.
being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates
have value. and skill gaps for employees is the Office Proficiency Assessment
Interpersonal skills. Today's workplace requires teamwork
- with people above and below your rank, people inside and ... see Skills Lacking on page 3
Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For
more than 25 years, she was the Manager of Education and Professional Development for the
International Association of Administrative Professionals (IMP) and now serves as the Chief
Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who
provide training to organizations. She was the Admin Support Advisor on Monster, and had columns
in Office
Solution
s and OfficePro magazines. She was also the General Editor for The Complete
Office Handbook. Susan has worked with business educators and corporations to prepare office
professionals to excel in their roles. She has also worked with educators to develop a business/
administrative curriculum used throughout the U.S. and Can ...
Tricks for Career Fair Success provides tips for how to prepare for, participate in, and follow up after a career fair. Key tips include researching companies attending, preparing an elevator pitch, bringing resumes and questions to ask employers, collecting business cards, sending thank you letters after the event, and keeping a log to stay organized. The document emphasizes arriving early, making a good impression, showing knowledge of companies, and following up to stand out from other job seekers.
The document provides guidance on conducting a comprehensive job search in 3 main steps: self-exploration to identify career interests, preparing for the job search, and launching the search. It emphasizes exploring both open job markets through websites and closed markets through networking. The document recommends developing a 30-second "pitch", practicing networking, and following up on all applications and contacts.
Here are the key things you should include in your CV:
- Contact details: name, address, phone number, email address. Make sure all contact details are up to date and professional.
- Profile/Summary: A 2-3 sentence overview of your background and qualifications, highlighting your most relevant skills and experience.
- Education: List your educational qualifications with the most recent first. Include the name of the school/college/university, dates attended, qualifications obtained and grades/GPA.
- Work experience: Start with your most recent role and work backwards chronologically. Include job title, company name, dates of employment, your key responsibilities and achievements. Quantify your achievements where possible.
- Sk
Jerry Cook wants to work as a talent agent at a top talent agency. He plans to represent clients from various entertainment industries including actors, writers, directors, athletes, and more. To be successful in the competitive talent agency business, he will need to relocate to Los Angeles or New York. Cook has 20 years of experience in customer service and wants to complete a talent agent training program to gain industry experience and connections. His goals are to double his client base by 2022 and increase his social media connections by 200% by 2021.
What do you ask someone without experience? - A GradTouch SlideshareLewis Charlesworth
In this presentation we explore how companies from a variety of industries approach the topic of graduate recruitment. After speaking to businesses who have successfully hired graduates , via GradTouch, we learned about their individual approaches and what they find works best.
By carrying out interviews with industry leaders, we can compare, contrast, and offer up parallels and differences which will form vital insights for others within the hiring process.
We spoke to a variety of companies, from industries such as Marketing, Media, Retail, Digital, Sales and Recruitment, all of which have demonstrated different motivations and observations.
The presentation will take us from the application stage, right through to the onboarding part of the recruitment process.
It will be viewed specifically in relation to graduate hiring, in circumstances where the candidate has little or no experience.
This document discusses the importance of employee experience and how it relates to customer experience. It argues that companies must first create an engaging employee experience in order to deliver great customer experiences. It provides examples of companies like Zappos that prioritize employee happiness and culture to motivate staff to provide excellent customer service. The document also outlines a program to help companies assess and improve their employee experience through understanding employee needs, defining a differentiated experience, building emotional connections, and continually measuring engagement.
This document discusses the importance of candidate experience in the talent acquisition process. It notes that the candidate experience is shaped by all interactions during recruitment, marketing and hiring. Providing a good candidate experience is important as it can influence whether a candidate ultimately decides to join the organization. Both positive and negative recruiting experiences are often shared with others. The document provides tips for improving candidate experience such as clearly defining job requirements, ensuring interviewers are prepared, communicating frequently with feedback, being respectful and valuing candidates, and personalizing the recruitment process. A good candidate experience can positively market the organization and attract talented applicants.
This document provides tips for finding job opportunities, including starting from entry-level positions, attending job fairs, networking, researching companies, considering government jobs, and using online job searches as a supplemental tactic rather than the primary method. It emphasizes gaining experience from initial jobs, doing research on companies of interest, using job fairs to introduce yourself to recruiters, and expanding your network through various avenues.
The document discusses 15 important customer service skills that every employee needs to provide excellent customer service. It begins by stating that certain core skills are necessary for any employee interacting with customers to avoid poor service issues. The document then lists and describes the 15 most important skills, including patience, attentiveness, clear communication, product knowledge, use of positive language, time management, ability to read customers, and maintaining a calming presence. It provides examples and explanations for each skill.
The document provides guidance on using a sales approach to career success and job hunting. It recommends:
1) Networking extensively by phone to set up in-person meetings, as the phone is the most efficient tool for reaching people.
2) Preparing thoroughly for calls by researching companies and prospects, and having success stories to demonstrate competence.
3) Using a scripted introduction to capture attention, build rapport, and schedule meetings to further discuss skills and the prospect's needs.
Peter Cosgrove provides advice on improving one's chances of finding a job. He emphasizes the importance of preparation, including creating a concise and well-formatted resume, researching companies thoroughly before interviews, and practicing answering common interview questions with the STAR method. Cosgrove also stresses developing one's personal brand and networking to expand one's opportunities.
Christina Morgan discusses the importance of communication in her role as Office Manager. She shares lessons learned over her 16 years of experience in administrative roles. Effective communication is key to building relationships between colleagues, customers, and managers. It is also the most complex yet important aspect for a company's success. Some best practices include listening without interruption, addressing customer issues as your own, apologizing for company mistakes, and following up to ensure understanding. Constant learning, such as keeping skills updated with technology, is also important for administrative professionals to remain valuable communicators.
The document discusses personal marketing through email communication. It emphasizes that professionals need to carefully manage their personal brand and reputation, which are influenced by how they use email. Some key points made include: focusing email use on communicating value and benefits rather than just sending messages; being aware of who sees your emails and how they affect perceptions; and improving writing skills to ensure emails are clear, concise and avoid misunderstandings. The document provides recommendations for more effective email use, including considering other communication methods instead of email if urgent responses are needed.
The document is a magazine issue from OneRecruit that discusses various topics related to recruitment and interviews. It includes articles on why recruitment is a game to win, how skills matter in job interviews, things to avoid in interviews, what HR is, how to dress for interviews, and salary negotiation tips. It also provides summaries of additional articles on topics like creating the perfect cover letter, resume tips, online learning, and questions to ask in an interview. The magazine is intended to provide relevant information to both job seekers and human resources professionals.
The document provides tips for preparing for and attending a career fair. It recommends researching companies that will attend, developing an elevator pitch about your skills and qualifications, updating your resume, and preparing questions to ask employers. At the fair, it advises arriving early, making a good first impression, collecting business cards, and taking advantage of any services offered. Most importantly, it stresses following up after the fair by sending thank you notes and following application instructions.
Interview From an Employer's PerspectiveAzra Maliha
This article focuses on aspects of interviews from an employer's point of view. It discusses different ethics and conducts that should be practiced as an employer during professional interview sessions.
How to Sell Yourself on Interviews, Part One LawCrossing
The interview process begins with your mindset. You must believe you can succeed in order to succeed. In my experience, it isn't necessarily the best and the brightest who are chosen for employment but, rather, the "best fit" for the organization.
The document discusses various aspects of the recruitment process including sourcing candidates, validating candidate profiles, conducting interviews, coordinating the process effectively, negotiating offers, and onboarding new hires. It provides guidance on utilizing different sourcing channels, evaluating candidate qualifications and interest levels, setting up successful interviews, maintaining clear communication, overcoming barriers to negotiation, and implementing onboarding strategies to retain new employees. The overall document offers recruitment experts advice on optimizing each stage of the hiring process.
This document discusses improving diversity in the workplace through supported employment. It begins by shifting the focus from job placement to job development, seeing possibilities for jobs everywhere rather than just existing positions. Employers want reliability, availability, productivity and quality from employees. The personal sphere of influence and networking are important for finding hidden job opportunities beyond just public listings. Developing customized job descriptions by identifying a candidate's skills and an employer's needs can create employment opportunities where none seemed to previously exist.
1. The document describes a day in the life of a marketer intern at a dairy products company. It involves long hours, responding to emails and social media messages, and skipping lunch breaks.
2. As part of their work, the intern conducted surveys and found potential clients like hotels and restaurants for the new store. They had conversations with clients to understand their needs and how the company's products could help.
3. The document outlines best practices for marketers to build trust and credibility with customers, such as connecting solutions to client business needs, acknowledging all relevant information, and understanding different stakeholders in a buying decision.
Dunkin Donuts
My name
Institution
Course
Instructor
Date
Introduction
Consumer Reference
Feasibility Test
Market Scope
Testing and Customer Acceptance
Staffing
Roll Out Plan
CUSTOMER PREFERENCE
Market research and analysis
Competitor strategies
There is need to do market analysis so as to understand further what the customers want. Without market research, products and services offered will be null and void. Market research will also help understand what kind of product the customer and it is not being offered by competitors. It helps the business understand the strategies of competitors. The business will find ways of outperforming competitors based on what the customers prefer.
3
FEASIBILITY TEST
Costs of starting the business
Profit projections
It is important to perform a feasibility test so to find out how much the business will cost. This the point that determines whether it is worth investing in the business. This where a forecast will be made to see projections. How long will it take the business to realize profits.
4
MARKET SCOPE
Customers explore new brands
Implement new technologies
Make informed decisions
Undertaking market scope is to find the rational consumers who are keen on trying to explore new brands in the market. This phase helps in implementing new techniques of how to to do business. It will assist the company in making informed decisions hence reducing customer loss. It enables the company to meet customer demands effectively. Satisfied customers will ensure that the business keep growing.
5
CUSTOMER ACCEPTANCE
The ultimate goal for every study is to answer key questions and provide up-to-date and reliable information to support the client’s strategic business planning.
Pricing strategies
The best way for a business to penetrate the market is if the customers accept the products and services that are being offered by the business. Here the business will set prices that are favorable to the customers. Not too high to push away consumers and not too low to avoid making losses.
6
DUNKIN’S STAFFING
Employ qualified employees
Employees who share the visions of the business
Clearly state roles of each employee
Services will not perform themselves. A business needs employees to attend to customers. A business needs qualified employees who relate easily to customers and work faster to meet the requests of customers. Good employees will the reason customers keep coming to buy from the business. If the area is full youths, the business needs youths who can easily understand the demands of customers.
7
ROLL OUT
Identify your niche and make sure the uniqueness of your product stands out.
Brand the product well in order to attract new customers as well.
Perform a SWOT analysis and monitor your products’ life cycle.
After all factors have been considered and observed, it is time to roll out the business. The best to win customers when the business becomes operational is to .
Employers Say Skills Are LackingIn Candidates And New Hires.docxSALU18
Employers Say Skills Are Lacking
In Candidates And New Hires
Today, more than ever before, employers say job candidates are outside the company. If you can't accept feedback, handle
lacking basic skills. They may have a degree or a diploma, but emotions, resolve conflict, and work well with others, you won't
don't measure up to workplace standards. Several skills areas be hired and if on the job, could be fired.
frequently mentioned include: Adaptability. Change is constant. We all have to adapt -
Speaking skills. Many of us have grown lax and don't even to new things, new people, new ways, new technologies. If you
hear ourselves use phrases like, "he ,---------------------, can't adapt and if you don't quickly
don't", "it ain't right", "he and me bounce back after set-backs, you
went" and so on. But others do hear it r.~'iIt--,\ won't last long.\tc'3~
and it will keep someone from getting Problem solving and critical
a job or a promotion. thinking. Employers want employees-.
Businesswriting. With Twitter and who can innovate, analyze situations,
texting, it's easv-to-tall into-the -trap - - and find-solutions-to problems. With
of shortcutting and taking liberties less people and fewer resources,
with generally accepted writing rules. employees have to be self-directed,
But, whether it's a letter, memo, work independently as well as in
e-mail, phone message, or a report, teams, and think on their feet.
employers expect employees to write, ~ These skills seem common
proof, and distribute proper, clear, sense. But they are not transferring
and error-free messages. into the workplace. Some of these
Understanding numbers. Everyone is responsible for the skills can be measured, some observed, others are harder to
bottom line and the bottom line is defined by numbers. Without assess. But all of them are essential.
being well-grounded in simple and complex math, you won't One excellent program for assessing skills of job candidates
have value. and skill gaps for employees is the Office Proficiency Assessment
Interpersonal skills. Today's workplace requires teamwork
- with people above and below your rank, people inside and ... see Skills Lacking on page 3
Susan Fenner, Ph.D. has made a career out of following workplace and workforce trends. For
more than 25 years, she was the Manager of Education and Professional Development for the
International Association of Administrative Professionals (IMP) and now serves as the Chief
Learning Architect for Speakers you Need (SyN), a consortium of subject-matter experts who
provide training to organizations. She was the Admin Support Advisor on Monster, and had columns
in Office
Solution
s and OfficePro magazines. She was also the General Editor for The Complete
Office Handbook. Susan has worked with business educators and corporations to prepare office
professionals to excel in their roles. She has also worked with educators to develop a business/
administrative curriculum used throughout the U.S. and Can ...
The document discusses how advertising has become too sterile and detached from consumers. It argues that focus groups, research reports, and agency briefs reduce consumers to simplistic profiles that don't reflect the complexity of human behavior. As a result, advertising campaigns developed from these sterile inputs fail to meaningfully connect with consumers. The document advocates for a more empathetic approach that understands consumers' perspectives and experiences to create effective advertising.
EmploymentScape Chief Executive Officer, A. Harrison Barnes believes that communicating our value is something we all must do to get jobs and also to keep our jobs. One of the biggest mistakes people make when interviewing for jobs (or in their current jobs) is failing to communicate their value frequently and in detail. It's extremely important that you communicate with your company and supervisors at all times.
The candidate is seeking a role in advertising or public relations utilizing their degree in media and journalism. They have work experience researching and writing for magazines as well as strong communication, leadership, and computer skills. The candidate emphasizes their passion for creative writing and using advertising and PR effectively.
The document is a whitepaper that discusses the problem of "sterile advertising" and provides suggestions for making advertising more effective. [1] It argues that while research, briefs, and following best practices are important, they often result in advertising that is too impersonal and fails to connect with consumers. [2] The key is for agencies to develop greater empathy for consumers by getting out into the world and directly engaging with people. [3] Agencies need a culture that focuses on understanding consumers as emotional beings rather than just data points.
The document is a whitepaper that discusses the problem of "sterile advertising" and provides suggestions for making advertising more effective. It argues that while research, data analysis, and following best practices are important, they often result in advertising that is too impersonal and fails to connect with consumers on an emotional level. The whitepaper suggests that agencies need to develop a deeper empathy for consumers by getting out into the field, engaging directly with people, and hiring staff with backgrounds in fields like psychology. It also advocates embracing some degree of messiness and individuality in the creative process to develop ideas that truly resonate with audiences.
This document summarizes feedback from clients who have used Nancy Roberts' DISC Wizard hiring process and assessments. It includes quotes from multiple clients praising the accuracy and success they experienced in hiring using Roberts' tools and approach. One quote describes how an assessment accurately predicted a candidate would become frustrated and quit. Another discusses how an assessment proved more accurate than a headhunter in evaluating a candidate. The feedback highlights the benefits clients have experienced in making better hiring decisions and achieving stronger job fits using Roberts' pre-employment assessments and benchmarking system.
Lessons from the coffee shop to boost sales and seal dealsGUY FLEMMING
Steve spent 40 years in successful sales and now shares his expertise at a local coffee shop. His secret to sales success is to "ask for the order" but also "let me tell you a story" - storytelling creates an emotional connection that makes "the ask" more personal and relevant. The author advocates using stories, examples, and anecdotes to engage listeners and explain how products and services help people in a way that resonates emotionally rather than just listing attributes. Some strategies discussed include asking "so what" to explain significance, putting information in context with analogies, speaking with confidence, tailoring the message to the audience, and being fully present when communicating.
This document provides an overview of the role of salespeople and the field of selling. It discusses what selling is, why learning about selling is important even for non-sales roles, and the role of personal selling in firms. Personal selling involves uncovering customer needs and providing long-term benefits to both parties, not just making a sale. It also discusses the changing nature of sales roles and how salespeople add value for customers. Salespeople play various roles like relationship managers, account managers, and information providers. The document emphasizes that selling principles are useful for many occupations and interactions beyond just sales jobs.
4 Ways to Take Your Company from Good to AwesomeLogMeIn
1) The document discusses 4 ways for a company to go from good to awesome, including situational awesome, occupational awesome, and divisional awesome.
2) Situational awesome refers to awesome moments that occur in everyday interactions and attitudes, like a hotel employee sending photos of a child's lost toy enjoying activities to make the parents feel better.
3) Occupational awesome refers to leveraging employee roles and daily interactions with customers to positively impact branding, like a retail employee passionately introducing customers to products.
4) Divisional awesome occurs when awesome customer experiences are provided consistently across a company's divisions and touchpoints rather than just in isolated incidents.
Career Management and Job Search Troubleshooting 101/201 (part 1 of 2 part se...Greg David
Career management and job search TROUBLESHOOTING 101/201---The resume, online professional profiles, and driving job search activity.
Learn the painful mistakes nearly all job seekers make that they are unaware of which significantly lengthens their job search timeline. Learn the ‘best practices’ of proper resume and online professional profile design and construction, applying online, and connecting to people who can help you land. This event will dramatically improve your job search results, help you learn all the seemingly little things that prevent you from being hired quickly, and will allow you to radically shorten the length of your overall job search. Part 1 in a 2 part series.
The document discusses four ways to motivate and manage employees effectively. It recommends hiring a diverse group of people from different backgrounds to bring new perspectives. It also suggests being flexible about work-life balance and allowing employees to pursue outside interests and education. The document advises building up employees by recognizing their strengths and letting them take on more responsibilities. Finally, it proposes thinking creatively about motivation, such as through fun incentives or by appealing to a higher purpose beyond just profits.
Larsen Globalization is a staffing company dedicated to the localization industry since 2000. Founded in London UK and expanded through the Americas Region in 2006.
Currently we have active offices in Europe and US with experience placing hundreds of language professionals all over the world. We work for clients in Asia, South America, North America and throughout the European Union.
Our clients are both buyer-side companies across various industries
and LSPs.
We mainly focus on retained executive search or contingent full-time permanent placement. Occasionally we do contract staffing as well.
This presentation was part of the American Translators Association (ATA) conference in Scottsdale, AZ and outlines tips and tricks to help Language Service Providers (LSP) hire top talent and maximize their workforce.
The candidate is seeking a role in journalism or public relations to build on their media and journalism degree and internship experience. They have strong writing, research, and communication skills from their university magazine work and internships at magazines. Their degree, internships, and work experience have provided them with skills in journalism, marketing, PR, and teamwork.
The document provides advice for recruiters on best practices when recruiting candidates. It discusses the importance of selling your services to clients and candidates, using various tools and platforms to source talent, building relationships with candidates, listening to clients' needs, following up consistently, being honest and transparent, asking questions to avoid surprises, and focusing on candidates' strengths rather than weaknesses. The overall message is that recruiters should market themselves effectively, cultivate strong relationships, properly understand requirements, and highlight what candidates can offer an employer.
Moving from NOW to NEXT in the Marketing of Insights FortuneCMO, LLC
Insights Marketing Day | #IMD15 | 9-21-15 | by Steven Cook
Every business vertical today is experiencing rapid disruption of business models, value propositions, products and services & customer expectations. The Market Research industry is similarly facing big changes. It is more important than ever for insights businesses to understand & use state-of-the-art marketing & brand building approaches to better engage with customers, prospects & strategic partners.
What You Should Expect from Your Advertising Agency Account ExecutivesCarlton Associates Inc
The role of the account executive (AE) in advertising agencies is changing and many current AEs are underperforming. To maximize AEs' contributions, agencies should define the ideal 21st century AE. This includes assessing AEs' basic human characteristics like intelligence and curiosity. It also involves defining seven key responsibilities like having a business mindset, diagnostic skills, and understanding non-traditional media. Both AEs and agency leadership must work to develop the necessary skills and ensure AEs fulfill strategic rather than just tactical roles. Properly configured, the AE position can provide professional rewards while helping clients and agencies succeed.
What You Should Expect from Your Advertising Agency Account Executives
jtprnov10apse
1. continued on Page 2
Choose Work Tour Under Way
DOL Announces Continued Funding
for Youth Center
Make Time to Create a
‘Personal Brand’
Supporting Employment Choices:
Lessons Learned — Part I
Success Story: Curtis T.
Lack Career Direction?
These Tips May Help
Resouces
Fast Facts
Programs Fueling Green Jobs
Effort
INSERTS
APSE Connections: Enough with
the Employer Awareness Already!
by Richard Luecking
Featured Inside
A
great deal of attention is
being paid to what is referred
to as the “hidden job market,”
especially as it relates to specialized
industries. It makes sense that if you
are a rocket scientist seeking employ-
ment, then you will hobnob and net-
work with other individuals who are
also part of the rocket science industry,
keeping your eyes and ears open for
possible employment opportunities in
this field.
But what about employment
specialists who work with individuals
with disabilities, especially those
with developmental or cognitive
disabilities?
As a former job developer, I didn’t
necessarily want to hobnob and net-
work with other individuals with dis-
abilities on behalf of my clients.
Instead, I wanted my clients to inte-
grate and work in environments where
disability was not the focal point of the
employee base. I wanted them to work
in the same environment as those rock-
et scientists, as it were, performing
work that was worthwhile and unique-
ly tailored to their skills.
Even in this day and age of
craigslist job postings, there are still
companies that do not advertise open-
ings. This is the “hidden” or “invisi-
ble” job market I enjoyed tapping into
as a job developer working with my
clients with disabilities.
How the ‘Hidden Market’Works
Let’s examine why a company may
choose to not advertise or post a job
November 2010 Visit JTPR’s website at www.impact-publications.com JTPR 1
for professionals who support employment for people with disabilities
JOB TRAINING &
PLACEMENT REPORT
Volume 34, No. 11
November 2010
34 years
of service
Why the ‘Hidden Job Market’ is So Important
By Merrie D. Heath
opening. Some business owners and
managers may only have a vague idea
about a job — they aren’t clear on an
actual job description.
Second, given the tough economy
and sheer number of individuals look-
ing for work, even mid-size companies
get overwhelmed with applicants and
inquiries. These companies may prefer
to rely on word of mouth to advertise
the position, as opposed to an online
and/or print classified.
Third, consider that small business-
es make up the majority of the
employers in any given area. These
firms often don’t like to advertise
because they would rather hire some-
one they know either directly or
through someone who does; someone
they trust, and someone who has the
abilities that they need.
From a job developer’s perspective
this is a good thing! I don’t like taking
my client from place to place, putting
in application after application, walk-
ing into big box places with no warm
bodies to speak to about the skills and
abilities of my client. I would much
rather tap into the “hidden” job market,
make friends, and network with
decision makers from various compa-
nies, putting my client out there as a
viable candidate.
‘Hidden Market’Success Story
One of my most cherished “hidden”
job market stories occurred years ago,
just as the economy began to slide in
the rural community where I worked.
My client was a young lady with
traumatic brain injury due to a stroke.
She got upset easily, and was very vul-
nerable and drawn to animals. She
could barely remember where she
lived, but she could recite details of
virtually every Animal Planet episode
she saw on television.
Her work skills were very limited.
Due to her vulnerability, I ruled out the
obvious employment options such as
the local humane society and the big
chain pet stores. I scoured the usual
job listings for any opportunities that
could be considered for her. Plus, I
had to factor in her lack of transporta-
3. November 2010 Visit JTPR’s website at www.impact-publications.com JTPR 3
T
he Social Security
Administration’s Office of
Employment Support
Programs recently announced the
launch of its Choose Work Tour —
a series of Ticket to Work training
sessions designed to help providers
in their efforts to grow resources
for greater service capacity.
The first Choose Work event
kicked off in Phoenix, AZ where
providers of vocational and
employment support services
joined government agencies and
people with disabilities to partici-
pate in educational sessions.
Sessions incorporated training,
peer-peer panel discussions, best
‘Hidden Job Market’ cont’d from Page 2
This month’s
cover article by
Merrie Heath is a
perfect example of
how a subscriber’s story idea
(stemming from a reader survey)
can end up in print.
Merrie suggested that JTPR
publish a story about the “hidden
job market.” While we’re happy
to pursue story suggestions on our
own, I first asked Merrie — as I
sometimes do — if she’d be inter-
esting in writing the article.
Readers should always bear in
mind that expressing an interest in
writing about a specific topic for
Editor’s Notebook
JTPR, doesn’t mean you have to
write it at that particular time!
We’re happy to work with readers
on a time frame that will work for
them. We just ask that you keep
us informed about when to
expect the article, and if you
have any additional questions
about writing it.
Thanks Merrie for coming
through! Until next month.
Mike Jacquart, Editor
(715) 258-2448
mike.jacquart@impacttrainingcenter.net
practices, inspiring personal sto-
ries, and/or community partnership
networking. Sessions included:
Work Incentive Seminar
Event (WISE), which educated
beneficiaries about Work
Incentives and the potential advan-
tages of participating in the Ticket
program.
Ticket 101: A Ticket to
Work Overview, which offered
guidance on what beneficiaries
need to know, payment structure
for Employment Networks (ENs),
and how to become an EN.
Work Incentives 101, which
highlighted the various work
incentives (including health care
coverage) that provide a safety net
for beneficiaries as they transition
to work and self-sufficiency.
EN Business Models (and
EN Administration) sessions,
which offered valuable insight
from experienced Employment
Networks who shared successes
and lessons learned about partici-
pating in the Ticket program.
Networking luncheon,
which featured two beneficiary
speakers, Terri G. and Victor Q.,
who shared their personal experi-
ences about unemployment, the
Ticket program, with having
choices, and the feelings that
accompany finding a path to
self-sufficiency.
Inspirational stories that feature
real people are at the heart of the
Choose Work campaign.
For more information, visit
www.CESSI.net/TTW and click on
the “Choose Work Tour” icon!
Source: SSA Ticket to Work Recruitment
and Outreach, CESSI, a Division of Axiom
In the News
Choose Work Tour Under Way
I have worked with job developers
who know their client; and understand
the right position exists for him or her.
Consequently, they reach out, look
past the usual classified ads or post-
ings, and never leave a stone unturned
in exploring companies, positions, and
people. This is where the “hidden job
market” comes into play.
To find the right position for your
client — network; make multiple
contacts throughout the community;
and put yourself at the right place, at
the right time, and with the right
client. You will “see” the “unseen”
employment opportunities. This is not
rocket science!
Merrie D. Heath is the director of
Mission Services of Goodwill Industries
of Northern Arizona. She is a former
vocational rehabilitation counselor and
job developer/job coach, also in Arizona.
4. 4 JTPR Visit JTPR’s website at www.impact-publications.com November 2010
In the News
DOL Announces
Continued Funding for Youth Center
T
he U.S. Department of
Labor’s Office of Disability
Employment Policy recently
announced that it will exercise the
second option year of its cooperative
agreement with the Institute for
Educational Leadership and award
an additional $999,926 to continue
funding the Youth Technical
Assistance Center through the
National Collaborative on
Workforce and Disability for Youth.
“Focusing on transition-age youth
is an important part of addressing
the under-representation of people
with disabilities in the labor force,”
said Kathleen Martinez, assistant
secretary of labor for the Office of
Disability Employment Policy.
“Many youth with disabilities still
don’t have access to age-appropriate
experiences, especially when it
comes to work. We are working to
change this at ODEP.”
NCWD/Youth focuses its techni-
cal assistance efforts on state and
local workforce development sys-
tems and assists them in better serv-
ing youth with disabilities.
NCWD/Youth and its partners,
including experts in disability, edu-
cation, employment, and workforce
development, strive to ensure that
policy makers, youth service profes-
sionals, educators, families and
youth receive cutting edge informa-
tion on the connection between edu-
cation, employment and independent
living.
In September 2007, the Labor
Department competitively awarded
IEL a 24-month cooperative agree-
Employment Trends
Make Time to Create a ‘Personal Brand’
ment for $1,850,000 with three
option years to manage a consor-
tium for developing effective prac-
tices and policies to enhance
employment opportunities for youth
with disabilities.
The other members of the con-
sortium include the National
Association of Workforce
Development Professionals in
Washington, DC; the PACER
Center in Minneapolis, Minn.; the
Center on Education and Work at
the University of Wisconsin-
Madison; and the University of
Minnesota’s Institute for
Community Integration.
Source: ODEP. To find out more about
the NCWD Youth National Technical
Assistance Center visit
www.ncwd-youth.info.
E
veryone has a personal brand.
The problem is that 98% of
people don’t understand what
personal branding is, so they fail to
use it in their job hunt and career,
says Evelyn Salvador, author of
Step-by-Step Cover Letters (JIST
Publishing).
Salvador notes this is unfortunate
because personal branding is what
sells candidates to hiring managers,
wins job interviews, and increases
salary potential.
“Personal branding helps you
establish a successful, credible iden-
tity that gives hiring managers
insight into your value proposition
and return on investment, making it
cost effective for employers to select
and hire you,” explains Salvador.
She says there are five critical
components to consider:
Assets and features: These
are the qualities, attributes, skills
and know-how you possess that can
be valuable or useful to a prospec-
tive employer.
Benefits: These are ways in
which your assets help employers.
Benefits might include any type of
assistance, advantage or contribution
to the employer’s mission, objec-
tives and/or bottom line.
Competitive edge: This is the
clear advantage that you have over
other candidates by way of certain
unique strengths or aspects that make
you stand out from others in your
profession. It is your individual “mar-
keting mix” of assets and benefits.
Value proposition: This is the
total worth of all of the benefits you
can offer an employer in exchange
for salary by way of promised deliv-
erables backed by matching achieve-
ments. Employers seek candidates
whose value is higher than the cost
of paying them.
Return on investment (ROI):
This is a measurement of your con-
tributions (and expected future
value) to an employer.
Salvador stresses the importance of
conveying these components in
résumés, cover letters, interviews, and
other aspects of the job search.
5. November 2010 Visit JTPR’s website at www.impact-publications.com JTPR 5
L
ittle is known about the
factors that influence
employment-related
choice-making for individuals
with intellectual and developmen-
tal disabilities (IDD).
As a result, research staff from
the Institute for Community
Inclusion interviewed 16 individu-
als with IDD at four community
rehabilitation providers (CRPs)
throughout Massachusetts, along
with their family members and
employment professionals.
The goal was to understand
what factors influenced employ-
ment choices, and how preferences
compared with perceptions of the
employment services and opportu-
nities available.
The purpose of this article is to
present the study’s major findings
and practical suggestions for
employment professionals.
Findings
Findings showed a collection of
people and factors considered
influential in employment-related
decision-making for individuals
with IDD. Family, school-based
staff, the CRP, the job developer,
and personal preferences each
played a role at certain points in
participants’ lives and in the deci-
sions they made.
The role of family in the
formative years:
Family members served as
role models for employment
throughout the individual’s child-
hood and adolescent years by
instilling the belief that work was
an expectation for adulthood.
Participants reported that
individuals were influenced by
watching their siblings and parents
go to work. They learned that
work leads to independence and
the means to support themselves
and their families.
The role of school based staff and
early employment experiences:
Teachers and other high-
school staff provided the first
exposure to work that often set the
individual on a particular employ-
ment path.
These early employment
experiences shaped individuals’
thoughts about employment, influ-
encing preferences, career plan-
ning, and self-confidence related
to work.
The role of the CRP’s culture:
The CRP’s culture (com-
prised of its mix of services and
philosophy about job readiness)
affected the way staff perceives
and offers employment options.
Individuals were more likely to be
working or actively considering
employment when supported by a
CRP with a strong focus on inte-
grated employment.
Staff from CRPs that offered
a mix of services (community
employment, sheltered workshops,
enclaves etc) directed job develop-
ment resources only to individuals
who wanted to work in the com-
munity. There was no expectation
for someone to leave the sheltered
workshop. These staff also
believed that individuals needed to
meet prerequisites to be consid-
ered job-ready.
On the contrary, staff from
the CRP that provided only sup-
ports for community-based
employment directed all resources
to job development and job coach-
ing. They held the belief that all
people were ready to work.
The role of the job developer:
The job developer emerged
as the most influential person dur-
ing the job search process, often
directing decision-making about
employment choices and some-
times persuading individuals to
keep less satisfying jobs or
remain at the workshop until the
job developer could find better
job matches.
Individuals and family mem-
bers often viewed their job devel-
oper as responsible for finding
employment, and thus were only
minimally engaged in the actual
process of finding a job.
The role of personal reasons
for work:
Individuals’ personal reasons
for work also influenced employ-
ment-related decision-making.
These personal reasons
included earning money, produc-
tivity, the admiration of others,
and the quality of social relation-
ships.
NEXT MONTH: Practical rec-
ommendations will be presented.
For more information about this study,
contact Jennifer Bose at 617-287-4353 or
Jennifer.Bose@umb.edu.
In the News
Supporting Employment Choices:
Lessons Learned — Part I
By Jennifer Bose
6. 6 JTPR Visit JTPR’s website at www.impact-publications.com November 2010
C
urtis T.
worked in
an apart-
ment building for
people with
mental health
disorders. When he was sidelined
with bipolar disorder, Curtis
stopped working and went on
Social Security Disability
Insurance (SSDI).
As he received treatment and
considered a return to work, Curtis
worried about whether anxiety
would interfere with his employ-
ment in the future. Would he be
able to concentrate and focus for
extended periods of time? Curtis’
confidence in himself and the
value he could add to a workplace
had been shaken.
Curtis learned about Social
Security’s Work Incentives,
including the Ticket to Work pro-
gram, when he received informa-
tion in the mail. Because he was
between 18 and 64 and receiving
SSDI or SSI, Curtis was a
“Ticket Holder” (i.e. he was
eligible to participate in the Ticket
to Work program).
Ticket to Work provides support
for Americans with disabilities
who want to work by funding
employment service providers that
help Ticket Holders prepare for,
find or maintain employment.
Curtis assigned his Ticket to the
Tulare County Office of Education
(TCOE). TCOE is an Employment
Network (EN) with SSA’s Ticket
to Work program. Linda Singleton,
Karen Davidson, and the staff at
TCOE addressed many of Curtis’
concerns about returning to work.
“It was a relief to know I would
have a safety net while I began the
long road back toward stable
employment,” Curtis says. “I was
released from the anxiety of wor-
rying about losing control of my
benefit choices, and
could focus on building career
goals again.”
Supports associated with the
Ticket program offered Curtis the
1:1 guidance he needed to succeed
over an extended period of time.
Moreover, the flexibility and
support associated with Ticket
to Work and Work Incentives
allowed Curtis to become
independent again.
As his income level rose, Curtis
stopped receiving SSDI cash pay-
ments and Medicare. However, he
knew that these services could be
available again in the future,
should he be eligible for them.
Because the impact of entering
the workforce is different for each
individual, it is important to make
informed decisions with the help
of a Certified Work Incentives
Coordinator (CWIC) or other
knowledgeable advisors, as Curtis
did. (Visit the “Resources Map” at
www.choosework.net.)
Work Incentive Seminar Events
(WISE) are a good place to begin.
These are free seminars designed
to help job seekers and family
learn about how returning to
work could affect benefits.
They are held across the country,
and online.
Curtis has enjoyed successful
employment at the Blue Sky
Wellness Center, a non-profit orga-
nization devoted to assisting others
who live with mental disabilities
return to a healthy, social lifestyle.
Promoted to supervisor, he
manages staff, peer support
groups, and has now added stand-
up comedy to the therapeutic
regime at the center. Curtis’ gigs
are at Blue Sky, and plans are
under way to bring his act to other
stages in the area. Curtis is grate-
ful for the courage and self-esteem
that have been restored.
“I have far more self-esteem
and confidence,” he says. “I am
doing something I really have pas-
sion for, and the people I work
with are top-notch. This program
is so unique and is so needed.”
Source: SSA Ticket to Work Recruitment
and Outreach, CESSI, a Division
of Axiom.
Success Story
Curtis T.
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E 5 0 2 St a t e R o a d 5 4
Waupaca, WI 54981
1 2M o n t h l y
E 5 0 2 St a t e R o a d 5 4 , Wa u p a c a , W I 5 4 9 8 1
I m p a c t P u b l i c a t i o n s , I n c .
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November 2010 Visit JTPR’s website at www.impact-publications.com JTPR 7
I
n the wake of burdensome col-
lege loans and a job market
that’s been tough for grads to
navigate, parents are feeling a
tremendous amount of pressure to
help their children achieve a sense
of career direction.
Yet, many parents don’t under-
stand how to help their children,
without alienating them or making
all of the college and career deci-
sions themselves.
In her book Parent’s Guide to
College and Careers: How to Help,
Not Hover, Barbara Cooke explains
that a parent’s role (and that of an
employment professional for that
matter) is to be a resource and to
point him or her to other resources
available that will move the youth
forward into adult life. She offers the
following advice:
Encourage the youth to con-
duct informational interviews.
“Talking to others already working
in a particular occupation or industry
helps validate or reject an initial
career idea,” Cook states. She adds
that informational interviews also
lead to other ideas for career explo-
ration, and expand self-understand-
ing by holding up a “mirror” of an
adult who is working in a career day
to day.
Introduce the youth to
career interest inventories.These
are brief questionnaires available in
print and online versions that can
help an individual identify interests,
values, and other work-related pref-
erences. A job developer, other
employment specialist or career
counselor may assist.
Prompt the youth to research
the job market. Any individual
needs to research the job market for
a major before, not after, choosing a
major. Make sure that expectations
are grounded in the realities of the
job market.
Have youth write a 30-sec-
ond want ad. To help someone
uncover the type of work he or she
would enjoy doing, have him or her
write a brief paragraph outlining the
skills he or she enjoys using and the
values important to him or her. After
the child has written this description,
have him or her ask others what type
of job that sounds like. This may
help a youth identify jobs and indus-
tries that coincide with his or her
skills, interests, and values.
Keep a positive attitude.
Maintaining a positive attitude will
help prevent fears from creating ten-
sion and adding more pressure to an
already difficult and confusing time
in your child’s life.
Cooke notes that with the right
foundation of education and work
experience, and confidence in his or
her skills and networking abilities,
any youth will have the tools needed
to find his or her way — even in
uncertain times.
More guidance can be found in
Parent’s Guide to College and
Careers: How to Help, Not Hover,
available at www.amazon.com,
major bookstores and from the pub-
lisher (www.jist.com or
1-800-648-JIST).
Job Training and Placement Report is published monthly. For subscription information contact: Job Training and Placement Report, E502 State Rd. 54, Waupaca,
WI 54981. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding
that the publisher is not engaged in rendering legal, accounting, or other professional services. If legal advice or other expert assistance is required, the services
of a competent professional should be sought. (From a Declaration of Principles jointly adopted by a committee of the American Bar Association and a Committee
of Publishers.) Job Training and Placement Report does not necessarily endorse any products or services mentioned.
Quick Ideas
Lack Career Direction?
These Tips May Help
—Resources—
e-Resumes: Everything You
Need to Know About Using
Electronic Resumes to Tap into
Today's Hot Job Market, by
Susan Britton Whitcomb and Pat
Kendall, McGraw-Hill,
mcgraw-hill.com. Nearly 70% of
employers use the Web for job
posting or recruiting. The authors
show how tocreate, post, attach
and send the perfect e-resume for
the job.
8. 8 JTPR Visit JTPR’s website at www.impact-publications.com November 2010
F
rom e-waste solutions to sus-
tainability partnerships,
Goodwill Industries®
is building
on its history of clothing and textile
recycling with innovative programs
that meet green job needs in communi-
ties nationwide.
Program participants are putting e-
waste to good use in Goodwill
Industries of San Francisco, San Mateo
and Martin Counties’e-cycling pro-
gram — recycling and refurbishing
more than 2.5 million pounds of com-
puters and other electronics each year.
In response to the community’s
recycling and employment needs, the
agency signed on to the Reconnect
program, a partnership between
Dell and Goodwill, in 2005. (To
find out more, visit
http://reconnectpartnership.com).
“In 2003, the state of California
passed e-waste legislation, banning
electronics from landfills,” explains
Director of Environmental Business
Kim Fox. “By providing these services
to our community, we’ve been able
to create jobs in our salvage depart-
ment, as well as in our recycling and
reuse business.”
Eighty percent of the current
employees obtained their positions at
Goodwill after completing the
agency’s transitional jobs training,
which combines basic computer skills
with hands-on training in sorting, dis-
mantling, and packaging shipments of
recycled or refurbished electronics.
In addition to these opportunities,
job seekers enrolled in the Goodwill’s
six-month IT technician training pro-
gram may apply for a paid, 120-hour
green electronics reuse internship at
the Goodwill’s e-waste facility or at an
outside company.
“The course and internship provide
a foundation for a lot of different
career paths. We expose [individuals]
to different green-sector certificates
and advanced training they can take
after they complete the program,” Fox
notes.
In the fall of 2009, the County of
San Mateo took note of the
Goodwill’s successes and included the
e-cycling program in its winning pro-
posal for a Workforce Investment Act-
funded California Green Jobs Corps
award. In 2010, 17 youth from fami-
lies with low incomes, ages 18-24,
were selected to participate in the IT
technician training and green electron-
ics reuse internship program.
“We have a responsibility to make
sure we’re training in green industries
that are growing in our local area,”
Fox maintains. “Computer recycling,
refurbishing, and repair are a big ser-
vice area in California, and we expect
business will need increasing numbers
of workers with that skill set.”
Partnership Proves Key
A new green jobs training program
at Goodwill Industries of Greater
Grand Rapids (Grandville, MI) proves
there’s strength in numbers when it
comes to preparing job seekers for
sustainable careers.
As a central partner in Grand
Rapids Community College’s
(GRCC’s) $4 million federally funded
Green Pathways Job Opportunity
Program, the Grand Rapids Goodwill
is joining forces with key community
agencies to provide education and
training to 1,080 participants in target-
ed green occupations.
“We knew there was a need for
green jobs within the community,” says
Vice President of Community Relations
Jill Wallace. “After working with
GRCC on a previous green construc-
tion project, we knew that we needed
to continue to incorporate the education
component into future training.”
The Green Pathways program pro-
vides classroom and hands-on training
in five green industries:
Energy efficient building
construction and retrofit;
Renewable energy;
Energy efficiency;
Green facilities management;
and
Advanced battery manufactur-
ing.
Target participants include unem-
ployed workers, people without high
school diplomas, and individuals with
criminal backgrounds.
“We are focusing on people who
have no skills training, no place to go,
and who want to better themselves but
don’t know how to do so on their
own,” Wallace notes.
Participants in the Green Pathways
program start with the fundamentals
— completing training on employabil-
ity skills, building résumés, dressing
for success, and other job essentials.
Once comfortable with basic work
skills, individuals pursue a formalized
green vocational or certification train-
ing at GRCC.
After individuals complete their
education, the Goodwill provides
them with transitional work experi-
ence in their field of study, with the
ultimate goal of placing them in per-
manent, full-time green jobs within
the community.
Source: Reprinted/excerpted with permis-
sion from “Working!” a publication of
Goodwill Industries International
(www.goodwill.org).
Program Models
Programs Fueling Green Jobs Efforts
Participants
disassemble
computer
equipment
at the San
Francisco
Goodwill.