1. careers
2. job search

Discovery Staging Record Cover Sheet
Date:
Counselor:
Provider information:
Jobseeker:
The following cumulative DSR Discovery Staging Record
is for Dates of Service from
to
.
This time was spent identifying information recorded in Stage(s)
.
Billable Hours
Authorization Code(s)
Griffin&Hammis+Associates+LLC++2011+
Updated 9-14-2011
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Stage One: Home & Neighborhood Observations
Discovery Staging Record
Instructions: This form is used to stage, structure, capture and record the major events of Discovery.
The recorder(s) should pay particular attention to how the tasks are typically performed, any
accommodations, technology, supports, or specialized training strategies that should be employed.
Handwritten discovery notes should be used in the field during the discovery activity with
information summarized here. NOTE: The DSR is a flexible document, changing as
situations change. Feel free to update it when needed, but be sure to insert any
new/updated information into the form fields WITHOUT overwriting or erasing the
original information you entered. That way the DSR will keep a record of the original
activities and in chronological order, the newest changes. Here is how to insert: return to
the beginning of the section where the new information will be added. Place the curser
above the existing information and type in the new date followed by the newest discovery
information. The old information should stay in place. A quality DSR has more verbs than
adjectives. It describes the development and observations of activities.
Name:
Date started
Date completed:
Family Contacts:
Phone
-
ext.
E-mail:
Person(s) completing Discovery Record:
Additional Contact Information:
Team Members and Responsibilities:
Consultants/Experts to Contact:
Comments/Considerations:
Stage One: Home & Neighborhood Observation
This section includes “relevant” information not only from interviews and conversations but from your observations.
Who will ensure this stage is completed?
By what date?
Preliminary step: review records, files, assessments to establish current issues, cautions, training, etc.,
that may be of relevance:
Initial Interviews: Begin with the individual’s home and/or family home (if residing there).
Date:
Recap of Information (attach field notes, pictures):
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage One: Home & Neighborhood Observations
Observations of home, bedroom, property, belongings that seem relevant:
Specific chores & tasks performed at home:
Hobbies, Sports, Collections, Interests noticed during home visit:
Family/friend/community activities individual engages in and regularity:
Neighborhood Mapping (resources, employers, transportation options, neighbors of interest,
activities, civic engagement):
Talents, interests, skills, and tasks observable/revealed:
Activities, situations, & locations that need to be avoided:
Stage Two: Others to be Interviewed
1. Name:
Relationship/role:
Person responsible:
What was learned?
2. Name:
Relationship/role:
Person responsible:
What was learned?
3. Name:
Relationship/role:
Person responsible:
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
What was learned?
4. Name:
Relationship/role:
Person responsible:
What was learned?
5. Name:
Relationship/role:
Person responsible:
What was learned?
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
By this date:
Date accomplished
By this date:
Date accomplished
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Stage Two: Others to be Interviewed
6. Name:
Relationship/role:
Person responsible:
What was learned?
7. Name:
Relationship/role:
Person responsible:
What was learned?
8. Name:
Relationship/role:
Person responsible:
What was learned?
9. Name:
Relationship/role:
Person responsible:
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
What was learned?
10. Name:
Relationship/role:
Person responsible:
What was learned?
11. Name:
Relationship/role:
Person responsible:
What was learned?
12. Name:
Relationship/role:
Person responsible:
What was learned?
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
Patterns Emerging: (Tasks, Interests, Talents & Skills):
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Two: Others to be Interviewed
Request Benefits Planning Query (BPQY) from SSA:
Date Requested:
Information Learned:
PASS Potential (or other Work Incentives to investigate):
Stage Two: Discovery Visits
Identify five places where this individual can be observed in activities that give context to their
Interests, Talents & Skills – TAKE PHOTOS.
1.
2.
3.
4.
Person responsible:
By this date:
Date accomplished
Person responsible:
By this date:
Date accomplished
Person responsible:
By this date:
Date accomplished
Person responsible:
By this date:
Date accomplished
Person responsible:
By this date:
Date accomplished
5.
Observations
Note your observations for each location, date, the specific tasks engaged in, and specific supports
needed:
1. Location:
Date:
Tasks:
Supports Needed:
2. Location:
Date:
Tasks:
Supports Needed:
3. Location:
Date:
Tasks:
Supports Needed:
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Two: Discovery Visits
4. Location:
Date:
Tasks:
Supports Needed:
5. Location:
Date:
Tasks:
Supports Needed:
6. Location:
Date:
Tasks:
Supports Needed:
7. Location:
Date:
Tasks:
Supports Needed:
8. Location:
Date:
Tasks:
Supports Needed:
9. Location:
Date:
Tasks:
Supports Needed:
10. Location:
Date:
Tasks:
Supports Needed:
Summary of supports needed during these activities (be specific):
What environments & activities need to be avoided and why?
What places, skills and activities need more exploration?
Where/when will this exploration occur?
Who is responsible?
Report on follow-up exploration (Report each follow up activity with the date and descriptive
narrative. Include what was learned, who participated, and the name of the person responsible for
the activity):
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Three: Vocational Themes
Stage Three: Vocational Themes
(not job descriptions or business ideas)
Emerging themes that meld Tasks, Interests, Talents, and Skills:
1.
2.
3.
Identify 3 places for each theme where people with similar themes work:
Theme 1:
1.
2.
3.
Theme 2:
1.
2.
3.
Theme 3:
1.
2.
3.
Select 2 places and arrange informational interviews.
1.
2.
Person responsible:
By this date:
Date accomplished
Person responsible:
By this date:
Date accomplished
Interview dates and notes:
1.
2.
3.
Which themes seem strongest?
New interests/talents revealed?
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Three: Vocational Themes
Arrange further informational interviews and/or short (up to ½ a day) work experiences at the
following places:
1. Location:
Person responsible:
Observations:
2. Location:
Person responsible:
Observations:
3. Location:
Person responsible:
Observations:
4. Location:
Person responsible:
Observations:
5. Location:
Person responsible:
Observations:
6. Location:
Person responsible:
Observations:
7. Location:
Person responsible:
Observations:
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
By this date:
Date accomplished
Stage Three: Vocational Profile
Summarize findings from Discovery and include the following in your description.
1. Interests, Talents, Skills, Tasks as observed; best ecological fit; best learning
mode/methodology; places/situations to avoid; personal resources (benefits, family support,
savings, transportation); most endearing/engaging qualities; exploitable skills:
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Three: Vocational Profile
2. Ideal Conditions of Employment::
3. What “off the job” support will be needed and who will provide?
4. How will this person stay in contact with their friends, and who will ensure this?
5. How will this person get to and from work?
6. What is this person’s ideal work schedule (days and hours) and why?
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Four: Job/Business Development Plan
Stage Four: Job/Business Development Plan
List of Twenty Places where people with similar Vocational Themes Work:
Theme 1:
Theme 2:
Theme 3:
1.
1.
1.
2.
2.
2.
3.
3.
3.
4.
4.
4.
5.
5.
5.
6.
6.
6.
7.
7.
7.
8.
8.
8.
9.
9.
9.
10.
10.
10.
11.
11.
11.
12.
12.
12.
13.
13.
13.
14.
14.
14.
15.
15.
15.
16.
16.
16.
17.
17.
17.
18.
18.
18.
19.
19.
19.
20.
20.
20.
Note: Create representational portfolios, picture books, resumes, and other tools for job
development as needed.
Person responsible:
By what date:
Date completed:
Describe the job development tool (attach or submit with this DSR):
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Four: Informational Interview
Stage Four: Informational Interview
Utilizing information gained during Discovery and summarized in this DSR, select 3 or 4 businesses
from the list above and arrange Informational Interviews for job development
1. Business Name:
Person responsible:
By this Date:
Contact person and title:
Phone:
-
Date completed:
ext.
e-mail:
Notes:
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Notes:
2. Business Name:
Person responsible:
By this Date:
Contact person and title:
Phone:
-
Date Completed:
ext.
e-mail:
Notes:
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Notes:
3. Business Name:
Person responsible:
By this Date:
Contact person and title:
Phone:
-
Date Completed:
ext.
e-mail:
Notes:
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
Notes:
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Stage Four: Informational Interview
4. Business Name:
Person responsible:
By this Date:
Contact person and title:
Phone:
-
Date Completed:
ext.
e-mail:
Notes:
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Notes:
5. Business Name:
Person responsible:
By this Date:
Contact person and title:
Phone:
-
Date Completed:
ext.
e-mail:
Notes:
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Notes:
6. Business Name:
Person responsible:
By this Date:
Contact person and title:
Phone:
-
Date Completed:
ext.
e-mail:
Notes:
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Notes:
7. Business Name:
Person responsible:
Contact person and title:
Phone:
-
By this Date:
Date Completed:
ext.
e-mail:
Notes:
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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Stage Four: Informational Interview
Information Learned:
Follow up (what, who and by when):
Negotiation Notes:
Date:
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
Notes:
Page+13
Final Approvals
DSR Final Approvals
NOTE: From this point forward you will continue to use the format described in Stage 4 to report
all job development activities for wage employment. For self-employment or business-within-abusiness you will report through narrative case notes, submission of a business plan, and any
negotiations for documenting job development.
DSR Final Approvals Signatures in this section are done when the jobseeker and others decide this
DSR answers the question “Who is this person?”, and all Team members agree to the direction of
the plan.
Participant Signature:
Date:
Conservator/Care Provider Signature:
Date:
Vocational Specialist Signature:
Date:
Voc Manager Signature:
Date:
Griffin&Hammis+Associates+LLC++2011+
Updated 9-10-2011
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5/14/13&
Ohio Employment First
Conference
Linking Discovery and
Customized Employment
Patty Cassidy, M.Ed.
Senior Associate
Griffin-Hammis Associates, LLC
What we will cover:
Review of Customized Employment Strategies, Techniques,
and Outcomes, (Focus on Discovery):
  Steps and Stages of Discovering Personal Genius
  Designing Discovery Activities That Illuminates Skills, not
Just Interests
  Developing The 3 Vocational Themes
  Conducting Informational Interviews
  From Discovery to Job Development: The Lists of 20
What is Customized Employment?
  Stands of the Shoulders of Supported Employment
  Not a Service or Program
. . . It is an Approach
  Not Group-Based
  Not Labor Market-Driven
  Not looking for that “Dream Job”
  Not Vocational Evaluation & Testing
  Not Interest Inventories
1&
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What is Customized Employment?
  Customized employment means
individualizing the employment relationship
between employees and employers in
ways that meet the needs of both.
  -- The United States Department of Labor, Office of
Disability and Employment Policy
What is Customized Employment?
  Especially effective for Individuals with High or
Complex Support Needs
  Applicable to anyone, with any disability (or
without) seeking employment
  Circumvents the Comparison of Applicants made
in Competitive Hiring
  Relies on natural relationships, supports, training
What is Customized Employment?
o 
Individualization required: must be one person at
a time
o 
Requires negotiation of job duties and/or
employer expectations
o 
Employment development is determined by the
individual, not openings or market demand
o 
Identifies the Ideal Conditions of Employment
using Discovery
2&
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What is Customized Employment?
“ May include employment developed through
job carving, self-employment or
entrepreneurial initiatives, or other job
development or restructuring strategies that
result in job responsibilities being customized
and individually negotiated to fit the needs of
individuals with a disability.”
Federal Register, June 26, 2002, Vol. 67.
No. 123 pp 43154 -43149)
What are not Customized
Employment practices:
•  Vocational Assessments, Interest Inventories,
•  Paper and Pencil Tests
•  Resume Writing
•  Filling Out Applications
•  Interview Skills Training
•  Group Employment
•  Market-Based Job Development
“Placement” Services
Guiding Values
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Problems with Traditional Approaches
o Starts with employment demand, and reacts
to labor market;
o Makes allowances for congregate or group
employment options;
o Selects the most skilled applicants, leaving
behind those with more complex lives.
Thanks to Janet Stevely
An Economic Development Approach
o Creating win/win employment opportunities;
o Many job seekers with disabilities can
capture resources from various sources (VR,
PASS, IDAs);
o Employers hire people when its good business
(i.e., producing profit);
o Using resources to help businesses generate
profit produces employment opportunities.
Customized Employment
o Paid, competitive work
o Integrated settings
o On-going Support
o Based on the principle of zero exclusion
o Based on principle of partial participation
4&
5/14/13&
Customized Employment
o Starts with Discovery where multiple employment
directions, vocational interests and skills are
revealed and can guide job creation (not just wage
jobs).
o Focuses on that one person;
o Commensurate wages only;
o Recognizes other potential outcomes/strategies
(e.g., self employment, resource ownership,
business within a business)
Possible Customized Employment
Outcomes:
 Wage Employment:
• Job Carving
• Job Creation
 Resource Ownership
 Microenterprise / Self Employment
 Business-within-a-Business
Stories
Griffin-Hammis Associates, LLC
5&
5/14/13&
Effective Discovery Practices
That Work:
Discovering Personal
Genius
Discovering Personal Genius:
Going Where the Career Makes Sense
ICEBERGS: PEOPLE AND JOBS
Discovery Directs All
Planning
 Discovery
work.
begins with the premise that everyone can
 Discovery
is the basis of employment planning and
development.
 Exploration
to learn:
More about person, and
More about community
6&
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Discovery Directs All Job
Development
• Individualization
person at a time
required: must be one
• Requires
negotiation of job duties and/or
employer expectations
• Employment
development is determined by
the individual, not openings or market demand
Discovering Personal Genius:
Going Where the Career Makes Sense
Discovering Personal Genius
(DPG) is one form of Discovery
process promoted by GriffinHammis and Associates.
DPG is an active and robust
series of activities, observations,
and clarifications in getting to
know a job seeker with
disabilities.
Use Discovery, Not the
“Dream Job” …
Griffin&Hammis+Associates+
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Stages of Discovery
1.  Home&&&Neighborhood&Visits&(Smooth'Listening)'
2.  Interviewing&Others&
3.  Discovery&AcDviDes:&Skill&&&Task&ObservaDon&in&
MulDple&Environments&
4.  InformaDonal&Interviews&used&in&DPG&
5.  “Divining”&the&VocaDonal&Themes&
6.  Discovery&Staging&Record&(DSR)&or&Voc&Profile:&&
7.  Career&Plan&Development&with&the&Lists&of&20&
Process: What do we do???
• Seven basic phases, recorded on DPG
• 20-65 hours
• 4-8 weeks
• Formulate descriptive paragraphs
• Answers the basic question: “Who is this
individual?”
• 3 Solid Vocational Themes
Discovering Personal Genius: Going Where
the Career Makes Sense
• 
Discovery&is&a&structured&Process&
• 
We&are&not&here&to&ask&“What&job&or&business&would&
be&best?”&
• 
The&more&folks&involved,&the&more&diversity&of&
acDviDes&&&locaDons&
• 
The&more&acDviDes&&&locaDons,&the&more&diversity&of&
thought&
• 
The&best&way&to&get&a&great&idea&is&to&get&lots&of&ideas&
8&
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DPG/Discovery
  Foundation for all customized outcomes
  Starts from premise that ALL can work
 Answers
question of what work will be
best not if work is possible
  Exploration to learn:
1.  More about person, and
2. More about community
An Information Gathering Process
  Answers the questions:
  Who
is this person?
  What
are the ideal conditions for employment?
  What
themes will drive the job development?
Griffin-Hammis Associates, LLC
DPG: Stage One
  The Home Visit
  Observation of tasks and activities
  Neighborhood exploration
  Interviews with family, friends, staff… people
who know the person well
  Financial review (for resource planning)
Griffin-Hammis Associates, LLC
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Interests
  Important in terms of linking to motivation
  Ultimately person must be “interested” and like
what they do (other factors influence)
  Initial identification frequently general and
somewhat universal
  Pizza, animals, shopping
  May not involve underlying skills set
Skills
  Overt … Covert
  Tasks, hobbies, chores
  By
choice vs. assigned/required/negotiated
  Activities at home and in community
  Making
models vs. watching tv
to movies vs. helping out at Bingo
  A skill is a skill!
  Emergent vs. expert
  Going
# 1 The Home Visit
Engage individual and their family with an
introductory phone all and a letter explaining with
basic talking points that:
o Discovery is about employment;
o Please invite others (siblings, relatives, neighbors,
if desired by the individual);
o Interested in hearing family recommendations,
connections, schedules/routines, concerns, impact
of earnings.
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5/14/13&
The Home Visit, cont.
o Typically no more than 2 team members;
o Keep not taking to a minimum – record
information afterward;
o Practice smooth listening (vs. smooth
talking!);
o Plan on 1-2 hours for the initial visit with
a scheduled follow-up to observe activities
and explore neighborhood;
o Evenings and weekends typically best.
Smooth Listening vs. Smooth Talking
o Listener is in control!
o Use silence, let people continue talking;
o Use open-ended questions (“Tell me about
yourself …”
What and How to Learn?
o Who is this person right now?
o Typical skills and talents
they exhibit (find out when to
observe).
o Motivational interests, people
and activities.
o Where the individual spends
time and money (bedroom
visit?)
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What do you wish to learn, cont.
o Family employment and community
connections (where people work, specialized
skills and interests they have, friends and
family who might be helpful.)
o Daily routines and chores that detail
skills, talents, and interests;
o Supports needed to perform routines and
chores (who assists?)
What do you wish to learn, cont.
o Methods the family and others use to
teach new skills;
o Friends and neighbor engagement that
may provide information;
o Determine if there’s a typical day and
what that includes;
o Determine what occupies the individual’s
time (favorite pastimes, activities, people,
places)
Synthesizing the Conversation
o Everything is not learned on the
first visit;
o Setting expectations and
gathering clues for the DPG is the
goal
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John’s Story about Eric
Discovering Personal Genius:
Going Where the Career Makes Sense
Discovery&should&lead&to&a&solid&Profile&that&captures&the&essence&&
of&the&individual:&
• 
What&Works&&&What&Doesn’t&
• 
Best&Sebngs;&Support&Needs;&Talents&
•  What&Home&is&like;&DemonstraDons&&
of&chores&&&hobby&tasks,&revealed&Interests,&
&the&impact&of&disability….&
•  What&other&things&we&need&to&observe&or&&
invesDgate&both&formally&&&informally&
 When & Where you are In Flow
 When & Where your support needs are highest
 The people who know you best
 Interests & Tasks that engage you
 Resident and Emerging Skills
 How you learn new Skills
 Where best to observe these Skills & Tasks being
performed
Griffin&Hammis+Associates+
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#3 Discovery Activities: Heart of
Discovery Visits and Activities
o Schedule activities that reveal skills and talents;
o Schedule further interviews with people
mentioned during home visit;
o Find “evidence” of a person’s interests, not just
they said so – what do they DO;
o Describe what happens during activities; what
further activities are needed to discern Three
Vocational Themes;
o Frame actions to determine ideal conditions of
employment.
Observe Tasks and Activities the Illuminate!
o Within and outside usual or familiar
environments
o Discovery digs deeper!
o Goal is to observe skill while meeting people
who know about the area of interest and who
are people “outside” the usual settings!
o Combines interests, skills, talents, tasks …
not just based on an expressed interest!
Discovery Activities
  Discovery Activities Confirm & Investigate
Skills & Tasks
  Many can be done around the home or
community
  An Activity is ACTIVE. The person must be
Engaged; A Picture can likely be Taken (Take
pics for the Portfolio!)
  For Work Trials Use Non-Profits instead of ForProfits if possible…
  Try an Activity or two in unfamiliar locations;
performing unfamiliar (but related) tasks…
Griffin&Hammis+Associates+
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Discovery Activities
  Activities should emerge naturally out of
what was learned in Stages 1 and 2
  Not an arbitrary, external goal
  Stage 1 and Two: Identify skills/talents
  Stage 2: Explore and learn more about
these skill sets
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BILL
• Lives in a group home
• Staff knows him well, but mostly through the services they offer at home
• His interests include:
1. Professional Wrestling
2. Playing music on CD, radio
3. Gadgets, like flashlights, all-in-one tools, clip on mini-lamps, mini voice
recorders
• Brainstorm activities where you might observe Bill;
• Identify nine creative activities to explore those interests.
• Make sure you identify activities that Bill can actively participate in.
• Make sure to identify some activities outside of the usual
Cary Griffin, on DPG
“… there is no answer, just a
series of clues that help you
understand who the person
is today (and not who they
will be or who they were).”
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# 4 INFORMATIONAL INTERVIEWS:
Going Where the Career Makes Sense
.
Visiting others who have the same
interests is often a
valuable step in collecting possible career information.
We use Informational Interviews in 2 ways:
1. To Identify & Refine Vocational Themes
2.  To “inform” Job Development
Informational Interviews:
Going Where the Career Makes Sense
• Info&Interviews&should&happen&with&a&Manager,&Owner,&
Key&Person&
• Avoid&HR&
• Small&Businesses&–&Avoid&Big&Box&Stores&
• Look&for&OpportuniDes&to&Help&the&Business&
• Look&for&Tasks&that&Match&the&Individual&
• Look&for&Skills&that&Match&the&Individual&
• Look&for&Resource&Ownership&&&Small&Business&OpDons'
Informational Interviews:
  Not Job Development!
  You are seeking information and advice!
  You are open to any and all information
that will help you and the team confirm
Vocational Themes!
  Be prepared and practice questions and
Smooth Listening!
  Listen for ALL Customized Employment
Ideas for the Job Seeker!
16&
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Informational Interviews:
  A conversation about careers, skills, tasks,
business, future, needs, competition, etc.
  What questions would you ask to begin the
conversation?
Divining Vocational Themes
  Themes are NOT Job Descriptions
  Themes are Big and Hold Many, Many
Jobs
  Themes Open up the Possibilities in even
the Smallest Communities
Griffin&Hammis+Associates+
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Divining Vocational Themes
  Why Three? One isn’t Enough. If we have Two
and Throw one Out, we’re back to One….
  Themes are Imprecise but provide Guidance for
DPG activities & career development
  Themes are Not The Sum Total of Skills, Tasks,
Attributes, or Interests…but they make the
Theme Stronger
Griffin&Hammis+Associates+
Name Those Job Titles
  A person likes Dogs
  A person enjoys Music
  A person is interested in Cars
  A person likes working on the Janitor Crew
  The person is regularly seen studying a
basic math workbook
  How many jobs can we think of?
Griffin&Hammis+Associates+
Name Those Places Where the
Theme Makes Sense
  Theme:
  Theme:
  Theme:
  Theme:
  Theme:
Animals
Entertainment or Music
Transportation
Cleanliness
Mathematics
How many places can we think of?
Mix a Person’s Themes and What do
you Get?
Griffin&Hammis+Associates+
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Vocational Themes
  Emergent initially…info interviews to
confirm
  3 themes required for every job-seeker
  1 not enough
  Need 3 so you can lose 1 and still have 2
  Not “the answer” but provide guidance
  Encompass skills, tasks, attributes,
interests
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The Documentation: The DSR or Vocational
Profile
Answers: Who is this person?
Belongs to the Job Seeker.
Frames positive information that
leads to employment success.
Does not leave out or disregard
disability or difficulties, but are
framed in terms of need for
support.
Griffin&Hammis+Associates+
The Documentation: The DSR or Vocational
Profile
Include pictures if possible
showing people “doing”
Shared with entire team
throughout the process for
confirmation
Captures all that is necessary
Griffin&Hammis+Associates+
19&
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The transition from DPG
to Job Development
Final&VocaDonal&Themes&FormulaDon&
InformaDonal&Interviews…&
&
Discovering
Personal
Genius
Formal Job
Development
(
GriffiniHammis&Associates&
Work&Trials&
Unsolicited&Employment&Offers…&
# 7 The Lists of 20 (60)
Bridges the gap between
Discovery and Job Development
Provides variety of businesses
where “the Career Makes
Sense”.
Is a blue print for the Job
Developer/Employment
Specialist.
Griffin&Hammis+Associates+
Traditional Labor Market Approach
  Job developers/coaches work to find jobs for full
caseload of people with disabilities (20+)
•  When job opening is found, pool of applicants
with disabilities are assessed to identify the most
capable & qualified for the job
546
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Traditional Labor Market Approach
•  Individuals with the most significant disability
and complex support needs are most often:
• 
“Passed over” for the job opening
• 
Forced to wait for other job openings (and hope
that their skills and abilities are a match)
• 
At risk of being considered “difficult to place or too
severe for community employment” (especially if
passed over for jobs multiple times)
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Customized Approach
  Job developer gets to know one person at a
time through Discovery and identifies:
 
Interests, skills, talents, & conditions of
employment
 
3 Vocational Themes
  Job developer generates the Lists of 20
businesses “where the work makes sense”
for people with these themes
546
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Customized Approach
  Job developer accesses social capital to
schedule informational interviews with
businesses on the Lists of 20 Lists
  Informational interviews reveal potential
work tasks that may match the job seekers
skills and conditions of employment
546
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Customized Approach
•  When a possibility emerges, the job
developer:
• 
Completes a job analysis of work tasks that match
the job seekers skills
• 
Approaches employer to discuss employment
options from a win-win perspective, and
• 
Negotiates specific job duties with the employer
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CE Negotiation
  Negotiation is the essential key to
Customized Employment - - employment
is a negotiated fit between the business
needs and the skills, abilities and
conditions of employment of an individual
job seeker.
  If it’s not negotiated… it’s not customized
546
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Labor vs. Customized
Labor Market:
One Job, Many Candidates
Customized:
One Candidate, Many Jobs
22&
5/14/13&
Customized Job Development:
Considerations
Griffin-Hammis Associates
The Hidden job Market Demands that:
 
 
 
 
 
 
We avoid Big Sign Syndrome
We Stop Retail Job Development in Both Senses…
We Get to Know our Communities
We Recognize that there’s a Lot of Commerce even
in the Smallest Communities
We Create Opportunities thru Economic
Development
We quit going where Every Other Job Developer
Goes!
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Informational Interviews:
  Brief interviews OR short (1/2 day) work
experiences
  Opportunity to learn more about business,
industry, environment
  Provide hands-on experience with new
tasks related to areas of interest
  Allow connections to emerge
546
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Why Informational Interviews?
  Helps refine themes
  Reveals skills and tasks found in
workplaces
  Reveals Conditions of Employment
  Warm up to Job Development
  Keeps you thinking in different ways
546
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2 Uses for Informational Interviews
1.  To identify & refine vocational themes
2.  To “inform” job development
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Keys to Success
  Interview should happen with a manager,
owner, or key person
•  Avoid HR
•  Don’t ask for a Tour or that’s what you’ll get
•  Get Seat Time, and then a Tour
546
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5/14/13&
Looking for…
•  Opportunities to Help the Business
•  Company Culture
•  Tasks that Match the Individual
•  Skills that Match the Individual
•  Resource Ownership & Small Business
Options
•  Learning about industry… meeting
people… identifying other key businesses/
contacts
546
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The transition from DPG
to Job Development
Final&VocaDonal&Themes&FormulaDon&
InformaDonal&Interviews…&
&
Discovering
Personal
Genius
Formal Job
Development
(
GriffiniHammis&Associates&
Work&Trials&
Unsolicited&Employment&Offers…&
Don’t Forget…
  Employers are always hiring
  Filling out applications and going through
interviews is NOT customized Employment
  Customized Employment relies on
mutually beneficial negotiation
  Artisanal businesses are abundant and
undercapitalized
546
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25&
5/14/13&
Potential Value-Adds
  Creating an opportunity for the job-seeker:
  Saves
the company money
  Helps
to make money
  Increases
efficiency
  Adds
an additional revenue or profit
stream
546
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Points for Negotiation
  Tasks needing to be done
  Tasks job-seeker could perform
  Equipment or tools that could be contributed
  Hours of employment
  Pay
  Production
  Accommodations
546
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Job Carving Considerations
  Partial Participation
  Intersecting tasks (from job analyses)
  Worksite Inventories: Examples from
Botanical Gardens, Welding Shop, et al
  Getting Beyond the Job Description
  Carving based on skills and tasks… not
simply “non-preferred” duties
546
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Job Carving Proposal
1. 
Identify possible tasks
2.  Describe why these tasks “match” job-seeker
3.  Highlight how this will benefit the business
4.  ASK!
5.  Describe benefits to business again
6.  Explain your role to support business & job-
seeker
546
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Resource Ownership Proposal
1.  Identify need described by employer
2.  Describe resource job-seeker could contribute
3.  Describe tasks to be done utilizing the
resource
4.  Highlight how these will benefit the business
5.  ASK!
6.  Describe benefits again
7.  Discuss your role
546
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Questions???
Comments???
27&
5/14/13&
Thank you!
Patty Cassidy
Senior Associate
Griffin-Hammis Associates, LLC
[email protected]
502-681-4881
28&