Fading Job Site Supports

1
Fading Job Site Supports

• Teresa A. Grossi, Ph.D., Director
• Center on Community Living and Careers
• Indiana Institute on Disability and Community
• Indianas Center for Excellence
• Indiana University
• 2853 East Tenth Street
• Bloomington, Indiana 47408
• Voice [phone]
• E-Mail tgrossi_at_indiana.edu
• www.iidc.indiana.edu/cclc

2
Quality Check . . .. What Do We Need to Make Sure
Happens Before Fading?
3
Are We Being Exclusive, Intrusive, Or Inclusive?
4
Exclusive

• Websters New World Dictionary
• Excluding all others
• Not shared or divided
• Sole (an exclusive right)
• Excluding certain people, as for economic or
  social reasons

5
(No Transcript)
6
Exclusion Activities Examples

• Did not consider the companys typical hiring,
  orientation and training, compensation packages
  or work roles
• Employment specialist is seen as the expert
• Coworkers are not involved in any aspect of the
  employment process
• Employees dont take breaks/lunch with others
• Employees schedules/tasks are very different than
  other workers

7
Intrusive

• Websters New World Dictionary
• To push
• To force (oneself) upon others without being
  asked or welcomed
• To impede anothers progress
• To act as a barrier or obstacle

8
(No Transcript)
9
(No Transcript)
10
Intrusive Examples

• Ignore workplace culture, routines and traditions
• Employment specialist takes total control of all
  training throughout the day.
• Employment specialist remains next individuals
  throughout breaks and lunch
• Employment specialist continues to use physical
  or verbal prompts
• ES does it theirway
• Others????

11
Inclusive

• Websters New World Dictionary
• Taking everything into account
• To be enclosed
• To have as part of a whole contain comprise
• To take into account

12
(No Transcript)
13
(No Transcript)
14
Inclusive Examples

• Fading starts at the onset of the employment
  process
• Watching your physical positioning!
• Utilize coworkers in problem-solving
• Look for opportunities to back away (e.g.,
  coworker is teaching the task or interacting)
• Demystify your role! Explain what you are doing.
• Be overt Ask coworker to model a task or
  assist with training
• Be covert Use the restroom, make a phone call,
  ask for help in demonstrating a task.

ISETT, 2002
15
Inclusive Examples

• Anytime you feel you need to be there, try to
  fine another way create an adaptation, redesign
  a task, use pictures, etc.
• Make sure the individual takes breaks and lunch
  with others. Trainers should leave unless
  absolutely necessary.
• Watch for unwritten rules (e.g., seating during
  lunch)

ISETT, 2002
16
Fading Strategies

• Supervisor and coworkers should be involved right
  from the start
• Fade systematically
• Fade toward the natural cues
• Fade toward the natural supports
• Fade your proximity and accessibility to the
  worker
• Move to less and less intrusive types of
  assistance and prompts
• Increase the amount of time between cues and
  prompts
• Institute self-management strategies and
  self-reinforcement strategies

17
Systematic Fading

• Fade too fast increases in worker errors
  longer training time
• Fade too slowly fosters worker dependence
  longer training time
• Non-systematic in consistent worker performance
  longer training time.

18
Some Guidelines For Fading and Follow-along

• 1. Establish a regular schedule of contact with
  the employee and employer. The employment
  specialist will establish a regular schedule of
  contact (e.g., in person, telephone) based on the
  needs of the employee and employer. Work
  performance, social interactions, and
  satisfaction should be assessed.
• 2. Assess the work performance. How well the
  employee is performing and keeping up with
  company standards is vital for job maintenance. A
  number of factors can be impacting the employees
  performance such as not performing all the steps
  in the task analysis as designed, inefficient use
  of work space, distractions, and the speed of
  performance.
• Grossi, Schaaf, Steigerwald, Mank (2002)

19
Some Guidelines . . .

• 3. Assess job satisfaction from the employee and
  the employer. Regular contact with both the
  employee with a disability and the employer will
  determine satisfaction with the work and the
  performance.
• Develop a long-term support plan. There are a
  number of factors that can influence the
  stability of job. A long-term support plan
  should include strategies that ensure present and
  future supports to ensure job success. This
  comprehensive plan should address areas that may
  result in a job loss such as behavior or health
  needs, preferences, retraining needs for changing
  job duties, co-workers changing, transportation,
  family change, resident change.

20
Some Guidelines

• 5. Expand and/or monitor natural supports. Since
  the workplace is constantly changing, monitoring
  the naturally occurring workplace supports to
  assist the employee in developing social
  relationships and competency may result in
  increased job retention.
• 6. Facilitate job changes or career
  advancements. Adult employment is more than
  obtaining a job, but about identifying and
  pursuing a career. Career interests and goals
  should be assessed continuously.
• 7. Assess social interactions and integration.
  Social integration and interactions in the
  workplace are as critical to the employees
  success as mastering the job duties. Social
  integration is more than just physical proximity.
  Employees must be able to fit in and
  participate within the workplace culture.

21
DATA COLLECTION METHODS
22
Data Collection

• Provides record of the workers performance
• Assists with objective evaluation of performance
• Shows areas for fading and for continued training
• Calls attention to areas that may need different
  training methods, adaptations, self-management
  systems
• Can be used as a reinforcement tool for the
  worker
• Can be shared with employer and co-workers to ask
  for assistance, feedback, new ideas
• Serves as an accountability tool to funders,
  management, individuals and families

23
Data Collection

• Data collection should be meaningful, simple
  to use, easy to read, and easy to interpret
• Probe Data used to find out how the worker is
  doing without any intervention, prompts, or
  reinforcement
• Trial Data used when training 1-1 to indicate
  where a worker is having difficulty in performing
  specific steps

24
(No Transcript)
25
Sample Data Collection Forms

• Student Name Mark Environment Class/Work
  tasks
• Given the prompt whats next? or what should
  you be doing?, Xan will check his schedule and
  perform the activity.
• TASK
  
•  Requests assistance when needed 6/ 6/
  6/ 6/ 6/ 6/
• Completes assigned tasks within 5/ 5/
  5/ 5/ 5/ 5/
• time schedule
• Sets up work area
  4/ 4/ 4/ 4/ 4/ 4/
• Goes to designated work area 3/
  3/ 3/ 3/ 3/ 3/
• Gather materials/supplies 2/
  2/ 2/ 2/ 2/ 2/
• 1. Checks schedule
  1/ 1/ 1/ 1/ 1/ 1/
• Total Correct
• Amount of Time Allotted
• Amount of Time to Complete Task

26
Data Summary for Work Site Vaughn Park Church
of Christ Task Labels on Brochures and Stacking
27
SELF-MANAGEMENT STRATEGIES

• A. Stimulus Control Techniques For SM
• B. Antecedent Cue Regulation
• C. Self-Monitoring
• D. Self-Evaluation
• E. Self-Instruction

28
The Curse of Good Enough

• If 99 is Good Enough then. . .
• 12 newborns go to the wrong parents/day
• 18,322 mishandled mail items/hour
• 2,000,000 documents lost/year by IRS
• 2.5 million books shipped miscovered/year
• 20,000 incorrect drug scripts/year
• 880,000 credit cards are wrongly magnetized

29
Good Enough in SE means

• A job match is less than perfect
• An employer is less than invested
• An employee is less than contributing
• A wage is less than typical
• A safety issue is less than secured against
• A support structure is less than sturdy
• A work file is less than accurate

30
The Best of Best Practice

• The job is a match between consumer and job site
  analysesesp. non-negotiables
• The job is extraordinarily typical
• The relationships are interdependent
• The language reflects equity and capacity
• The strategies flow from the assessment
• The job is one youd like for a loved one

31
The Best of Best Practice Cont.

• The job is non-seasonal, in a stable or growing
  industry and allows for evolution
• The job has enhancing features
• The expectations of performance are clearly
  defined and stable
• The employer is committed to diversity
• The coach has probe data and ongoing
  communication with job site
• The coach tries to find other ways to fund
  extensive supports like attendant care,
  transportation.

32
Trans-Cen, Inc. Survey Says

• Employers value SE providers that
• Educate
• Are knowledgeable (business need/supports)
• Make frequent contact/follow-up
• Get to know the Company
• Understand job requirements
• Really know applicants abilities/strengths
• Responds quickly

33

• Cartoon References
• Flying by the Seat of Your Pants. (1999).
  Michael Giangreco and Kevin Ruelle. Peytral
  Publications, Inc.