Engaging Employers
One of the most important elements in Supported Employment is Job Development.
The aim of Job Development is that the Job Coach will become a resource for the employer, will get to know the employer and his/her needs, and will be in a position to provide effective support to the employer, to co-workers as well as to the supported employment client.
To engage effectively with employers Job Coaches need to find out what is important to employers before they can match their recruitment needs to clients’ talents, skills and interests. Training in marketing and job finding techniques is important to provide Job Coaches with the skills necessary to secure appropriate well matched job placements. Good Job Coach/employer relationships will assist in breaking down barriers and fears that may presently exists for employers and will promote the principals of equality and inclusion in recruitment policy and practices.
The following strategies have worked for some practitioners in building effective relationships with employers:
1. Plan to make a good impression
Find out as much as possible about the business prior to making the appointment. Research the particular sector and the types of jobs that may be available that would match your clients’ skills and wishes. Prepare and rehearse your presentation with your supervisor/colleagues. Keep it brief. Anticipate the concerns that the employer may have and ensure you have the information that will address those e.g.: questions on Health & Safety, Equality legislation, communication, disability awareness, co-worker support.
2. Focus on engaging the employer and getting information rather than giving information during the first meeting:
It is important to ask questions and listen more than talk during the engagement phase with employers. Discovering what is important to them, what their business needs are and how they recruit staff is critical to engagement. Once you know the employer and their needs and experiences, then you can better target the information you give them to what they need.
3. Target employers based on the career aspirations of jobseekers currently on your caseload.
It is more effective to talk to employers who can offer jobs that match the needs and desires of jobseekers currently available for work rather than going to employers that you do not have a jobseeker in mind for at that particular business.
4. Sell success with Confidence
Present the business case for supported employment: ie: evidence of low absenteeism, increased business, local promotion, positive image of the business, compliance with legislation, diversity etc. Provide examples of successful job placements and testimonials of local employers.
5. Follow-up
Whatever the outcome, write to thank the employer and to confirm any agreements that have been made in relation to your jobseeker, or to a further meeting.