Cultivating Employer Relationships Part 2 Laura Owens

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Cultivating Employer Relationships Part 2

• Laura Owens
• Dedra Hafner
• Janet Estervig

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Homework/To be discussed later in Presentation

• Make a list of
• Industries/Markets you have been successful with
• Industries/Markets you are struggling with
• What job development strategies have been
  successful/unsuccessful?
• Check Job Developers Handbook for ideas.

3/26/2013
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Discussion

• Why should businesses hire individuals with
  disabilities?
• What are the potential benefits?
• What are you companys assets?
• How does your companys product/service benefit
  the employer?
• What are your consumers assets?

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Business Portfolio

• Brochure
• Fact sheet
• Statistics
• Testimonials/references
• Videos/photos
• Business cards
• Intro letter/follow-up letter
• Other

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Activity

• Business cards are one of the most critical tools
  in job development
• Using the information we discussed last time,
  design you own business card that would pique an
  employers interest to remember you
• Create own tag line to add to the card (e.g.,
  connecting jobs to people and people to jobs)

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Marketing Mix 4 Ps

• Product having what is needed
• Price available at acceptable cost
• Placement/Distribution offering where, when,
  and how its needed
• Promotion making target market aware

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The goal is to make decisions that center the
four Ps on the customers in the Target Market to
create perceived value and positive response.
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3 minute activity

• What are your companys 4 Ps?
• Product/Service
• Price
• Placement/Distribution
• Promotion

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Market Analysis

• What are the target markets in your area and how
  do you identify them?
• Research How do you identify industry trends?
• Make a list of
• Industries/Markets you have been successful with
• Industries/Markets you are struggling with

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FOOD INDUSTRYDiversify your Workforce

• What potential employees can do for you
• Salad bar and food prep
• Portioning food
• Roll silverware, clear and set tables
• Dishwasher and restock supplies
• Refill table condiments
• Fold pizza boxes
• Refill ice machine, make coffee
• Clean and replace tray liners
• Remove trash, clean outside areas
• Server, Cashier, cook

• How Supported Employment can benefit your
  business
• Partnering with employers in seeking qualified
  candidates.
• W.O.R.C., Inc. provides a high level of customer
  service.
• We represent a diverse labor pool.

Pizza Hut hired Craig in 1990 and he works here
5 days per week as one of our longest term
employees. We are proud to have Craig on our
team. Manager, Pizza Hut Sarah was
hired to be our dishwasher and after 3 years,
wanted to learn more so we trained her on food
prep and she eventually wants to be a line cook.
She is a loyal employee for our company.
Owner, Country Cafe
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Target Markets

• Food and Restaurant
• Child Care
• Government/Non-profit
• Health Care
• Hospitality
• Technology/Media
• Manufacturing
• Office

• Transportation
• Trades
• Construction
• Electrical
• Plumbing
• Service
• Retail
• Financial
• Insurance
• Other

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Activity

• Develop your list of target job markets within
  your community with business names under each
• Develop a contact list of employers

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Tracking Contacts

• How do you keep track of employers?
• Tickler file
• Software
• Microsoft Access or Act!
• Binders for areas of the city neighborhoods/zip
  codes
• Calendar to write down when to make a re-contact
  follow up is critical!

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Tracking System

• Business Contact Title Tasks Comments
• AW Pat Horvi, Manager Salad Prep
  Interested call back next week
• NML Insurance Jim Keyes CEO Clerical/Mailroom
  Sent intro letter/call next week
• Appletree CU Lisa Greco President Check
  encoding/ filing interview for internship
• Kanagroo Brand John Hadler,Plant Mgr working
  line Not interested
• Pita Bread boxing packaged call back
  bread in August when students go
  back to school

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Discussion

• What job development strategies have been
  successful/unsuccessful?
• Why have certain strategies been successful?
• Why have certain strategies been unsuccessful?
• What will you do differently?

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Basic Prospecting Methods

• Cold/Warm Calls
• Introductory Letters
• 5-Minute Survey
• Networking (which we talked about last time)

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Call Example

• My name is Jane Doe and Im an Employment
  Consultant with CEO, an organization that
  connects qualified applicants to employer needs
  in the Milwaukee area. I know you may not have
  any job openings right now, but many businesses
  have used our services to hire successfully. Do
  you have a minute to talk or have I caught you at
  a bad time? The reason for my call today is that
  in order to be successful, I need to better
  understand the business industry needs. Id
  like to schedule an appointment to talk about the
  types of employment needs you might have in the
  next three months. Ill see you at 100 next
  Thursday the 24th at your office. Thank you so
  much for your time. See you then.

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Ways to Cure the Common Cold Call

• Put yourself in front of people who can say yes
  to you, and deliver value
• Write an article
• Give a speech
• Send an e-idea of the week
• Hold a free seminar
• Network at business functions

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Top Down Vs. Bottom Up

• Start at the top

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Introductory Letters

• Introduction
• As part of a growing company, Im sure you
  understand the importance of attracting and
  retaining quality employees
• In a competitive business world, every aspect of
  business is vital to success. One asset will
  count more than all others combined your
  employees
• Write an introduction

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Introductory Letters

• Body
• CEO is a for-profit company that works with
  local business to identify current and future
  human resource needs by matching qualified
  candidates to meet those needs OR
• CEO is a new member of the XYZ chamber of
  commerce and would like the opportunity to
  connect with other members of the chamber
• Write a body for your letter

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Introductory Letters

• Closing
• I would like to meet with you briefly to learn
  more about your business and describe how our
  services may benefit your company. I will contact
  you next week to arrange a meeting.
• P.S. I look forward to learning more about your
  company!
• Write a closing to your letter

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Employer Meeting
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Employer Meeting

• Alleviate fear of the unknown
• Set agenda
• Lower defenses
• Create a comfort zone
• Style of dress
• Firm handshake
• Observation
• Use a visual format
• Speak in business terms
• Creative conversation
• Demonstrate your expertise, use examples
• Emphasize benefits (turn features into benefits)
• Remember, your time is valuable too!

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Choose your words carefully

• Be sure everything you say is tied to what
  prospect says
• Express enthusiasm for the potential in working
  together
• Use we only to mean you and me Ms. Prospect
  not me and all my colleagues and company
• Listen for objections/fear/past experiences or
  concerns

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Three dumbest questions

• Third dumbest
• Have you ever heard of us?
• Second dumbest
• Can you tell me a little bit about your
  company?
• Dumbest
• What will it take to get your business?

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Employer Questions

• Employer Specifics
• What is your mission statement or the purpose of
  your organization?
• I understand that you docan you explain it in
  more detail?
• What is the structure of your organization?
• How did your business get started?
• How many departments are there? What does each
  do?
• How would you describe the atmosphere of your
  business?
• What are the avenues for advancement at your
  company?
• Do you promote from within?
• What is your hiring process?
• What do you do/make?
• How long has your company existed?
• How many employees does your company have?
• Who makes the hiring decisions in your company?
• What are the routine tasks in your company?
• Do you see your company growing in the future?
• Will you be moving in the future?
• What are the demographics of your employees?

• Job Specifics
• What vacancies/job openings do you have available
  at this time?
• When is your busy season?
• Do you offer seasonal work?
• What benefits do you offer for part-time
  employees?
• Do any of your employees work flexible schedules?
• Do any of your employees split shifts?
• Do people get together after work?
• Are you on a bus route?
• Are carpools available?
• Do your jobs have specific time frames for
  completion? Ex by end of the day
• What is your policy on overtime?
• How often do your employees get breaks/lunches?
• What is your pay rate?
• What kinds of training and orientation are
  required for your employees?
• How many people work in a workspace?
• Do you have unions?
• Describe the working environments at your
  business. Ex hot, cold, noise, etc.

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Meeting Tips

• Selling is about the other person, not you
• When your prospect asks about you or your
  service, dont launch into a big story. Be brief.
• Keep conversation dialogues from becoming
  monologues
• The key to the MIND is what comes from the MOUTH
• Be sure you are talking with the decision maker
  or the person authorized to make the decision

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Fine Tuning your Presentation

• Review the materials we passed out at our last
  training
• 18 Ideas for Fine Tuning your Presentation
• Features and Benefits to the employer
• Responding to Four Employer Types
• 12 Ideas to expand your Employer base

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Employer Meeting

• Order pad close (we have 3 candidates right now
  interested in working in this field)
• Choice-Question close (Offer menu of choices,
  i.e. meet with Dept Mgrs, tour, interview, bring
  in candidate)
• Impending event close (remind them that college
  students will be leaving in Aug and they will
  need staff)
• Additional value close (benefits to getting
  involved with your services)

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Activity

• Role play employer meeting
• One of you will be the employer and the other a
  job developer
• Observer document what works and what does not

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After the meeting

• Follow through thank you messages
• Make sure to send a thank you note or letter
• Follow up is ongoing, monitor and document your
  follow up

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Involving the Consumer

• Selling themselves
• First impressions
• Point of view
• Accessibility

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Tips

• Dress Code
• Momentum
• Persistence
• Follow through
• Show interest in the business
• Always leave the door open

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ECOLOGICAL INVENTORY

• Environment
• location of the work site or potential work area.
  Such as an Office Building, Wendy's, Warehouse,
  etc.
• Sub-Environment
• An area within the environment that has a
  separate unique function. Such as bathroom, copy
  area, dining room, loading dock, etc.
• Activities
• The specific events that occur in the given
  sub-environment. Such as cleaning the bathroom,
  making copies, cleaning tables, unloading truck,
  etc.
• Tasks
• Includes the specific steps necessary to engage
  in the activity. This list of tasks should be
  very general. Such as open copier, place
  original face down on glass, close cover, select
  number of copies, press start, remove original,
  remove copies.
• Environmental Conditions
• Indicate the general conditions such as noise,
  lighting, pace, physical space, accessibility,
  rest room location and break time options.

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Ecological Inventory Form

• Name of Business/Contact Person/Tel
• Type of Business____________________
• Sub Environment 1__________________
• Activities _________________________
• ________________________
• Tasks __________________
• __________________

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Employer Incentives

• On-the-Job Training funds
• Work Opportunity tax credit
• DVR Internships, WEP, Job Trials
• Additional training quality control
• Job modifications assistive technology
• Community recognition
• Others

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Fair Labor Standards Act

• Private businesses must
• Pay wages
• Pay for all hours worked
• Compare productivity to other employers
• Maintain data on quality production
• Volunteers can only volunteer for non-profit
  organizations and government agencies
• Students can work in private business in non-paid
  internships for academic credit

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Types of Labor Standards

• Standard wage per hour
• Outsourcing on-site
• Independent contracts
• Outsourcing off-site
• Self-employment

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Know the Issues
Know your Business Partners
Know Yourselves
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Workforce Challenges
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Business Leadership Network

• A national organization that supports development
  and expansion of chapters across the country. It
  is the only national disability organization led
  by business for business.
• Originally established in 1994 through the
  Presidents Committee on Employment with People
  with Disabilities (PCEPD) with a national
  business advisory board chaired by Tom Donohue,
  the President of the US Chamber of Commerce.
• http//www.usbln.org/
• http//dwd.wisconsin.gov/dwd/newsreleases/2000/373
  a_536.htm

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Other Business Networks

• Business Relations (CSAVR)
• A national VR and Corporate Business Network
• Partnership initiative that is similar to the BLN
  effort
• http//www.rehabnetwork.org/busrel
• Fond du Lac Business Connection
• Business Advisory Groups

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Business Advisory Group

• Who? This group represents a variety of business
  sectors and disciplines. This group also
  represents members who themselves are connected
  to a network of employees within a specific job
  market or career.

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Business Advisory Group

• What? The Business Advisory Group provides
  supported employees and those who support them
  with inside information regarding career choices.
  The Business Advisory Group can provide
  introductions to employers and are experts in the
  career of interest. They are not typically
  approached about providing employment for the
  supported employee but rather to bring their
  information to the discussion and brainstorming
  session. They are being asked to contribute
  their knowledge and expertise. Many of the
  members may learn more about supported employment
  and be intrigued enough to initiate the contact.
  Your relationship will probably change as a
  result of using a B.A.G. member as an employer.

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Business Advisory Group

• Using a B.A.G. This group can be gathered
  together for just one meeting or several with the
  purpose of understanding the job possibilities
  for the supported employee. They can also
  provide their expertise and knowledge regarding
  educational requirements, physical requirements
  of specific jobs, job carving opportunities
  within this field and contacts within the
  community who hire individuals with these skills.
  Asking employees that are currently doing the
  work being investigated gives great insight to
  what skills are needed to be successful in this
  career field.

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Business Advisory Group

• A Typical B.A.G.
• A typical Business Advisory Group meeting would
  consist of individuals that were asked to come
  because of their expert knowledge of a particular
  field, for example, graphic art. The team would
  invite people they know who work in this field
  and from a variety of businesses and educational
  institutions. Ideally you will have members from
  the technical college, local graphic art
  businesses and large corporations that have their
  own graphic art department. This would give you
  the variety of possible employment opportunities
  in this field. A list of questions would be
  developed by the person with a disability and
  their support team. A one or 1 ½ hour meeting is
  scheduled and if it is a one time meeting, that
  would be the only time you would ask them to
  consult. Few people who enjoy their work will
  turn down the opportunity to offer free advice,
  but their time is limited so be respectful of the
  parameters of the meeting time.

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Business Advisory Group

• Advantages What this offers is the ability for
  the support team to look at careers that they
  have no previous experience in or do not know the
  skills necessary to be successful in this field.
  The job developer also may not know the job
  market for this particular career nor the contact
  people in their community. The Business Advisory
  Group can help provide that expertise. This
  group can also be consulted on a more regular
  basis, once every two months, to consult for a
  number of supported employees or follow along a
  specific individual toward their successful job
  placement.

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Know the Issues

• Know the national, state and local human resource
  issues
• Know national, state, and local labor market
  trends
• What are the demand occupations?
• What are the skill requirements?
• What career opportunities are available?

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State of Wisconsin Employment Profiles

• 406,776 small businesses in Wi in 2004
• 104,206 Women Owned
• 18,500 Minority Owned
• 13,000 New Businesses
• 12,500 Closed
• Businesses less than 500 employees numbered
  113,600 with 1.2 million employees (54 of WI
  workforce)
• http//www.smallbusiness.com/wiki/Wisconsin_profil
  e

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Wisconsin Profiles

• Top 10 Industries in Wisconsin
• Educational Services
• Food and Beverage
• Administrative and Support Services
• Hospitals
• Health Care Services
• Professional and Technical Services
• Government
• Nursing and Residential Care Facilities
• Trades and Contractors
• Fabricated Metal Manufacturing
• http//dwd.wisconsin.gov/oea/county_profiles/curre
  nt.htm

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Wisconsin Top 10 Private Employers with 1000
Employees

• Wal-Mart Associates
• Menards
• Kohls Department Stores
• Kohler Company
• Walgreens
• Target Corporation
• Marshfield Clinic
• Lands End Mail Order
• Shopko
• United Parcel Service (UPS)

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Harrys Crystal Ball Says

• Over the next 10-15 years, 76 million baby
  boomers will retire, while there will only be 46
  million new workers from Generations X and Y
  entering the labor force.
• Wisconsin has 48 of its population between 25-59
  but will reduce to 42 in 2030.

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Job Development in the 21st Century

• http//www.youtube.com/watch?vpMcfrLYDm2U

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Losing People Costs !
Separation costs
Lost company knowledge
Training Costs
Recruitment costs
Up-front hiring costs
Lost productivity
New employee services
Lost customers
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Why is this Important?

• Turnover costs are estimated to be anywhere from
  50 to 150 of an employees annual pay, so.
• A 15,000 (7.21 per hour) job may cost an
  employer anywhere from 7,500 to 22,500 in lost
  time, money and business per turnover

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Understand Business Needs

• Industry outlook, expectations for future
• Business workplace culture and environment
• Job conditions
• Days, Hours, Shifts, Independent or Team
• Wages Benefits (compared with other industries)
• Skill Requirements, Anticipated Changes in the
  industry
• Growth/Career Opportunities
• Employers rate and cost of turnover
• Bottom-line concerns and impact

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Build Partnerships

• Identify
• Individual employers
• Target markets (retail, healthcare, etc.)
• Clusters (a hospital, its partners, and their
  local suppliers), or
• Geographic area (a 1 mile radius from an
  individuals home)

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Professionalism

• Dont promise more than you can deliver
• Provide clear and reliable points of contact
• Explain clearly the role of the Job Trainer and
  your agency
• Follow through on promises made
• Be professional in your dress and follow all
  employer standards and rules (parking, security,
  work norms, dress code, etc)

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21st Century Jobs

• Self-employed Independent Contractors
• On-Call Workers
• Temporary Contingent Workers

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21st Century Jobs

• On-site Outsourcing
• Off-site Outsourcing
• Home-sourcing
• Reverse Outsourcing

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On-site Outsourcing

• Many staffing agencies are using this model to
  promote efficiency in the workplace by filling
  entry-level positions of a company with employees
  from the staffing agency. In these settings it is
  difficult to identify which employees are
  employed by the company and which are employed by
  the staffing agency. They are performing similar
  jobs in the same environment, but contracted
  positions are supervised by the staffing agency.
  
• Another variation of on-site outsourcing is that
  some companies are finding a niche by providing a
  service to another company at the other companys
  business. For example, a manufacturer of shelving
  contracts with another company to maintain an
  inventory of nuts and bolts in strategic
  locations throughout the manufacturing plant. The
  object is to increase the efficiency of the plant
  by contracting with another company with
  expertise in hardware fittings.

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Off-site Outsourcing

• Companies routinely contract with other firms for
  products or services and increasingly look to
  outsourcing certain jobs that can be performed
  more effectively by outsiders.
• Four individuals with disabilities work as a team
  to complete graphic enhancements. A local company
  that produces childrens books frequently
  out-sources computer graphics work to local
  artists. The entire process of graphic
  enhancement of book covers is typically completed
  by one graphic artist. The job development plan
  in this case was to develop a team of individuals
  with disabilities who could be trained to use
  graphic software to enhance the text and graphics
  on book covers. The work was separated into
  specific functions and tasks. This team worked
  collectively to complete all of the tasks based
  on each individuals respective area of expertise
  and preferences. For example, one employee was
  good with math calculations and could lay out the
  size of the book on a template. Another worker
  was good at adding additional graphics to the
  covers while another worker focused on setting
  the text. The final stage of the work was
  completed by another worker who provided
  touch-ups and proofing of the covers. The
  completed book covers had to equal the quality of
  the work of the workers without disabilities. The
  team worked together to complete the tasks, but
  each team member worked at a different location.
  All of the work was transferred between members
  using digital technology. This model of off-site
  outsourcing was developed through careful
  planning with the local publisher. Yet, it is
  conceivable that this team of artists could
  complete the same type of work for other
  publishers around the world. Employment
  opportunities for individuals with disabilities
  no longer necessarily need to be limited to a
  local geographic location.

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Home-sourcing
Home reservationists doing 100 of the
reservations for JetBlue Airways Corp. The home
reservationists works 25 hrs/wk along with 4
hrs/month at corporate office for training.
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Reverse Outsourcing

• Perform work for a foreign company that is
  itself, in the employment of a U.S. business
• 150-180 FTE New Positions
• Proofing data input by China company

http//www.lakotamall.com/lakotaexpress/
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21st Century Jobs

• E-Commerce and On-Line Auctions
• E-Consignment
• Computer Resale
• Green Technology

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Universal AccessSmall businesses acting like big
companies
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www.andale.com
E-Consignments
www.exsellera.com
www.eauctionplace.com
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Computers Recycling
A technology recycling business

• 60 million computers were retired in the U.S. in
  2003

• Erases data on hard drive components that are
  reusable

• www.cascade-assets.com

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Micro Enterprise

• Self Employment Options
• Starting a small business
• http//www.selfemploymentnetwork.com/
• http//www.artworking.org

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Our fate can be different, but only if we start
thinking and acting and being different! -
Thomas Friedman The World is Flat
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Next Meeting

• Read Job Development Handbook
• We will begin talking about job support
• Teaching versus coaching
• Analyzing the job
• Facilitating natural supports and identifying
  accommodations

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Homework

• Conduct an ecological inventory at a local
  business
• Hotel
• Gas Station
• Healthcare industry
• Store in mall
• Local restaurant
• http//massworks.org/index.php?optioncom_content
  taskviewid113Itemid1